Environment
GHG Emissions
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
Scope1 (Direct emissions from owned or controlled sources) |
The Bank’s business sites | t-CO2 | ★ 1,256 | ★ 1,259 | 1,342 |
Group companies | t-CO2 | 8 | ★ 24 | 25 | |
Total | t-CO2 | 1,264 | ★ 1,283 | 1,366 | |
Scope2 (Indirect emissions from the generation of purchased electricity, steam, heating and cooling consumed by the reporting company)*1 |
The Bank’s business sites | t-CO2 | ★ 19,057 | ★ 18,590 | 14,854 |
Group companies | t-CO2 | 1,009 | ★ 614 | 672 | |
Total | t-CO2 | 20,066 | ★ 19,204 | 15,526 | |
Total of Scope 1–2 | The Bank’s business sites | t-CO2 | ★ 20,313 | ★ 19,849 | 16,196 |
Group companies | t-CO2 | 1,017 | ★ 638 | 696 | |
Total | t-CO2 | 21,330 | ★ 20,487 | 16,892 | |
Scope3 Category1 Purchased goods and services*2 |
The Bank’s business sites | t-CO2 | ‐ | ‐ | 265 |
Group companies | t-CO2 | ‐ | ‐ | 46 | |
Total | t-CO2 | ‐ | ‐ | 311 | |
Scope3 Category3 Fuel- and energyrelated activities |
The Bank’s business sites | t-CO2 | 808 | 744 | 708 |
Group companies | t-CO2 | 31 | 20 | 21 | |
Total | t-CO2 | 1,529 | 1,460 | 729 | |
Scope3 Category5 Waste generated in operations |
The Bank’s business sites | t-CO2 | ‐ | ‐ | 7 |
Group companies | t-CO2 | ‐ | ‐ | 9 | |
Total | t-CO2 | ‐ | ‐ | 16 | |
Scope3 Category6 Business travel |
The Bank’s business sites | t-CO2 | 457 | 450 | 437 |
Group companies | t-CO2 | 238 | 246 | 253 | |
Total | t-CO2 | 695 | 697 | 690 | |
Scope3 Category7 Employee commuting |
The Bank’s business sites | t-CO2 | ‐ | ‐ | 815 |
Group companies | t-CO2 | ‐ | ‐ | 471 | |
Total | t-CO2 | ‐ | ‐ | 1,287 | |
Scope3 Category15 Investments |
Please refer to Calculating Financed Emissions | ||||
GHG emissions (total of Scope 1–3) | The Bank’s business sites | t-CO2 | 21,578 | ★ 20,588 | 18,429 |
Group companies | t-CO2 | 1,286 | ★ 909 | 1,496 | |
Total | t-CO2 | 22,863 | ★ 21,497 | 19,925 |
Energy Consumption
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
Electric power consumption | The Bank’s business sites | kWh | ★ 41,040,001 | ★ 39,990,982 | 36,987,910 |
Group companies | kWh | 2,208,164 | ★ 1,500,164 | 1,559,170 | |
Total | kWh | 43,248,165 | ★ 41,491,145 | 38,547,080 | |
Of which renewable energy consumption*3 | kWh | 356,376 | ★ 321,036 | 5,084,703 | |
Steam consumption | The Bank’s business sites | MJ | ★ 10,672,283 | ★ 8,912,274 | 1,890,405 |
Group companies | MJ | - | ★ 0 | 0 | |
Total | MJ | 10,672,283 | ★ 8,912,274 | 1,890,405 | |
Cold water consumption | The Bank’s business sites | MJ | ★ 816,476 | ★ 897,725 | 5,421,202 |
Group companies | MJ | - | ★ 46,342 | 48,926 | |
Total | MJ | 816,476 | ★ 944,066 | 5,470,128 | |
Hot water consumption | The Bank’s business sites | MJ | ★ 0 | ★ 1,500,055 | 2,556,137 |
Group companies | MJ | - | ★ 359 | 5,790 | |
Total | MJ | 0 | ★ 1,500,414 | 2,561,927 | |
Kerosene consumption | The Bank’s business sites | kl | ★ 84 | ★ 84 | 82 |
Group companies | kl | 0 | ★ 0 | 0 | |
Total | kl | 84 | ★ 84 | 82 | |
Heavy oil consumption | The Bank’s business sites | kl | ★ 20 | ★ 22 | 10 |
Group companies | kl | 0 | ★ 0 | 0 | |
Total | kl | 20 | ★ 22 | 10 | |
LP gas consumption | The Bank’s business sites | Thousand m3 | 18 | ★ 17 | 18 |
Group companies | Thousand m3 | - | ★ 0 | 0 | |
Total | Thousand m3 | 18 | ★ 17 | 18 | |
City gas consumption | The Bank’s business sites | Thousand m3 | ★ 432 | ★ 433 | 486 |
Group companies | Thousand m3 | 3 | ★ 11 | 11 | |
Total | Thousand m3 | 435 | ★ 444 | 498 | |
Gasoline consumption | The Bank’s business sites | kl | 347 | 320 | 305 |
Group companies | kl | 9 | 7 | 9 | |
Total | kl | 356 | 327 | 314 |
Use and Discard of Resources
Unit | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|
Water usage*4 | m3 | 82,129 | 63,614 | 49,629 |
Water usage (Specific energy consumption per gross floor area) | m3 | 0.8 | 0.6 | 0.5 |
Paper quantity consumed*5 | t | 241 | 169 | 170 |
Waste generated*6 | t | 181 | 163 | 115 |
Recycled volume*6 | t | 43 | 41 | 30 |
★Items subject to third-party verification by the Japan Quality Assurance Organization
Greenhouse Gas Emissions Verification Report
FY2021:(PDF:750KB)PDF
FY2020:(PDF:731KB)PDF
- ・Report Scope:
- The Bank’s business sites: The Bank’s domestic and overseas business sites (Before FY2020,only domestic locations)
Group companies: The Bank’s consolidated subsidiaries(Before FY2020, The Bank’s consolidated subsidiaries and the Bank’s overseas business sites) - ・Method of measuring GHG emissions:
- Used the coefficients according to the “Greenhouse Gas (GHG) Emissions Measurement and Reporting Manual” prepared by the Ministry of the Environment and the Ministry of Economy, Trade and Industry, Government of Japan. For measurement at overseas business sites, the coefficients stipulated by the respective countries were used, in principle.
For Scope 3, used the coefficients according to the “Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain” prepared by the Ministry of the Environment and the Ministry of Economy, Trade and Industry, Government of Japan.
*1 Non-fossil certificates from renewable energy sources at the Bank's head office building(Otemachi One Tower) and the use of renewable energy at other facilities are calculated as zero emissions.
*2 Non-fossil certificates from renewable energy sources at the Bank's head office building(Otemachi One Tower) and the use of renewable energy at other facilities are calculated as zero emissions.
*3 Includes purchases of non-fossil certificates derived from renewable energy sources at theBank's headquarters building(Otemachi One Tower).
*4 Amount of water consumption at the Bank’s head office building (Otemachi One Tower) and Akishima Center, as well as its Group companies and overseas business sites
*5 Amount of copy paper delivered to the Bank’s domestic business sites, Group companies and overseas business sites
*6 The amount of waste generated from the Bank’s head office building (Otemachi One Tower), Group companies and overseas business sites.
Society
Basic Human Resources Data
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
No. of employees*1 | No. | 3,584 | 3,536 | 3,439 | |
Men | No. | 2,343 | 2,303 | 2,233 | |
% | 65.4 | 65.1 | 64.9 | ||
Women | No. | 1,241 | 1,233 | 1,206 | |
% | 34.6 | 34.9 | 35.1 | ||
No. of non-core employees | No. | 548 | 545 | 584 | |
Men | No. | 448 | 444 | 465 | |
Women | No. | 100 | 101 | 119 | |
No. of dispatched employees | No. | 50 | 67 | 93 | |
Men | No. | 1 | 1 | 0 | |
Women | No. | 49 | 66 | 93 | |
No. of seconded employees | No. | 395 | 477 | 504 | |
No. of overseas local hires | No. | 169 | 169 | 171 | |
Age structure | 20s and below | No. | 900 | 826 | 754 |
% | 25 | 23 | 22 | ||
30s | No. | 1,059 | 1,126 | 1,154 | |
% | 30 | 32 | 34 | ||
40s | No. | 851 | 832 | 811 | |
% | 24 | 24 | 24 | ||
50s | No. | 771 | 748 | 716 | |
% | 22 | 21 | 21 | ||
60s or higher | No. | 3 | 4 | 4 | |
% | 0 | 0 | 0 | ||
Average age | Age | 39 | 39 | 39 | |
Men | Age | 40 | 40 | 40 | |
Women | Age | 38 | 39 | 38 | |
Average length of service | Years | 13.6 | 13.7 | 14.1 | |
Men | Years | 13.0 | 13.2 | 13.6 | |
Women | Years | 14.6 | 14.7 | 14.9 | |
No. of new graduate hires | No. | 90 | 92 | 116 | |
Men | No. | 47 | 54 | 54 | |
Women | No. | 43 | 38 | 62 | |
No. of mid-career hires | No. | 9 | 33 | 26 | |
% | 9 | 26 | 33 | ||
Men | No. | 7 | 26 | 20 | |
% | 13 | 33 | 27 | ||
Women | No. | 2 | 7 | 6 | |
% | 4 | 16 | 9 | ||
Share of employees retained for 10 consecutive years of service*2 | % | 74.2 | 72.3 | 74.8 | |
Men | % | 83.3 | 78.7 | 78.7 | |
Women | % | 62.3 | 63.9 | 69.2 | |
Turnover | % | 1 | 1 | 2 | |
Men | % | 1 | 1 | 2 | |
Women | % | 2 | 1 | 3 | |
Average monthly salary*3 | Thousand yen | 521 | 538 | 541 | |
No. of persons with disabilities hired | No. | 139 | 130 | 136 | |
Share of persons with disabilities hired*4 | % | 2.67 | 2.52 | 2.60 | |
No. of post-retirement age employees*5 | No. | 303 | 299 | 329 |
*1 Including those who are retiring at the end of the current fiscal year
*2 Percentage of employees hired nine to 11 fiscal years ago who continue to work as of this report
*3 “Equal treatment for equal duty“ policy is applied, with no gender discrimination or regional gaps within the country
*4 Aggregate hiring ratio from the Bank, Group subsidiaries and special subsidiaries
*5 mployment using the senior staff and the meister systems
Human Resource Development Data
Unit | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|
Training investment* | million yen | - | - | 839.9 |
Number of persons educated abroad (MBA/LLM) | No. | 124 | 124 | 125 |
Number of certified DX translators | No. | - | - | 73 |
Number of sustainability e-learning course participants | No. | 3,365 | 3,300 | 3,175 |
* Expenses for various training programs, external training programs, overseas study programs, personal development support (subsidies for language and qualification acquisition, etc.), etc.
Results of Promotion of Active Participation of Women
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
Ratio of women hired | Career track | % | 34 | 26 | 43 |
Specified roles | % | 67 | 100 | 100 | |
Regional | % | 90 | 78 | 89 | |
Share of women managers | % | 6.3 | 6.6 | 7.6 |
Wage gap between men and women
All workers: 54.3%
Full-time workers: 53.2%.
Career-track workers: 57.9%
Branch career-track workers 80.8%
Business Experts: 83.0%
Part- time workers: 54.2%
Period covered: Fiscal 2022 (April 2022 to March 2023)
Wages: Includes basic salary, overtime allowance, bonuses, etc., and excludes retirement allowance, commuting allowance, etc.
Full-time workers: Includes workers seconded to outside companies.
Part-time workers: Includes contract workers, excluding trainees, incoming seconded workers, and temporary staff.
〈Supplemental Explanation of Differences〉
We do not consider gender differences in wage rules or evaluation criteria.
Branch career track and Business Expert figures are calculated by applying the new personnel system effective April 2023.
The reason for the lower average annual wages for women than men is due to differences in the ratio of gender in management positions (particularly senior management positions) and differences in age composition.
With regard to women’s empowerment, we strive to achieve a 100% male maternity leave utilization rate, engage in work-style reform, and increase the ratio of women among new-graduate hires. These measures are based on our General Employers Action Plan. In addition, we continue to strengthen efforts to create an organization in which a diverse workforce, regardless of gender, plays an active role. We believe these efforts will result in a closing of the wage gaps described above.
Childcare/Nursing-Related Data
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
No. of employees taking childcare leave | No. | 148 | 155 | 185 | |
Men | No. | 97 | 101 | 118 | |
Women | No. | 51 | 54 | 67 | |
Share of employees taking childcare leave | % | 88 | 93 | 105 | |
Men*1 | % | 79 | 93 | 101 | |
Women*2 | % | 91 | 93 | 113 | |
Share of employees returning after childcare leave*3 | % | 100 | 100 | 100 | |
Days of nursing leave taken | Day | 290 | 379 | 626 | |
No. of employees taking nursing care leave | No. | 3 | 2 | 2 |
*1 The number of employees taking childcare leave divided by the number of dependents of employees giving birth (if leave and childbirth do not fall in the same fiscal year, these figures are counted toward the fiscal year where the leave began)
*2 The number of employees taking childcare leave divided by the number of employees giving birth (if leave and childbirth do not fall in the same fiscal year, these figures are counted toward the fiscal year where the leave began)
*3 Percentage of female employees who gave birth who continued to work (including periods of childcare leave) until their child’s first birthday
Workplaces and Work styles Data
Unit | FY2020 | FY2021 | FY2022 | ||
---|---|---|---|---|---|
Workplace and Work-Style Data | hours | 1,862 | 1,895 | 1,886 | |
General staff | hours | 1,798 | 1,829 | 1,861 | |
Management | hours | 2,133 | 2,158 | 2,092 | |
Discretionary work system staff | hours | 2,245 | 2,232 | 2,218 | |
Average overtime hours | All employees track | hours | 11.1 | 12.4 | 12.0 |
Career track | hours | 14.8 | 16.7 | 15.4 | |
Regional | hours | 6.5 | 6.6 | 7.2 | |
Average days of paid leave taken* | Day | 14 | 14 | 15 | |
Percentage of paid leave taken* | % | 70.1 | 69.6 | 76.1 | |
General staff | % | 73.3 | 73.6 | 80.5 | |
Management | % | 61.7 | 58.4 | 65.0 |
*Results based on calendar year figures
Customer Consultations and Complaints
Unit | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|
No. of received customer consultations and complaints | No. | 52 | 28 | 16 |
Governance
Governance System
Unit | As of July 1, 2021 | As of July 1, 2022 | As of July 1, 2023 | |
---|---|---|---|---|
Supervisory Committee members | No. | 20 | 17 | 14 |
Women therein | No. | 1 | 1 | 1 |
Directors and Executive Officers | No. | 15 | 15 | 15 |
Women therein | No. | 1 | 1 | 1 |
Audit and Supervisory Board members | No. | 5 | 5 | 5 |
Women therein | No. | 1 | 1 | 1 |
Unit | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|
Number of Supervisory Committee meetings | No. | 14 | 13 | 15 |
Average rate of attendance at Supervisory Committee meetings | % | 92.7 | 91.8 | 93.3 |
Compliance
Unit | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|
Number of Compliance Hotline reports | No. | 8 | 8 | 8 |