ESG data
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Environment data *1
GHG Scope 1, 2, 3 emissions *2 | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
---|---|---|---|---|---|---|---|---|
scope 1 | 1,000t-CO2 | 111 | 117 | 111 | 116 | 119 | ||
scope 2 | 1,000t-CO2 | 51 | 52 | 36 | 34 | 28 | ||
Scope 3 *3 | 1,000t-CO2 | 3,542 | 3,453 | 3,301 | 3,347 | 3,413 | ||
Category 1 | Purchased goods and services | 1,000t-CO2 | 2,292 | 2,310 | 2,155 | 2,203 | 2,178 | |
Category 2 | capital goods | 1,000t-CO2 | 16 | 13 | 12 | 16 | 16 | |
Category 3 | Fuel and energy related activities not included in Scope 1 and 2 | 1,000t-CO2 | 39 | 49 | 47 | 48 | 54 | |
Category 4 | Transportation, delivery (upstream) | 1,000t-CO2 | 960 | 1,009 | 937 | 963 | 1,039 | |
Category 5 | Waste generated from business | 1,000t-CO2 | 0.8 | 0.8 | 27.0 | 0.7 | 0.5 | |
Category 6 | business trip | 1,000t-CO2 | 1.4 | 2.3 | 1.0 | 0.6 | 1.0 | |
Category 7 | employee commuting | 1,000t-CO2 | 0.4 | 0.8 | 1.0 | 0.7 | 0.8 | |
Category 8 | Lease assets (upstream) | Not applicable *4 | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable | |
Category 9 | Transportation, delivery (downstream) | 1,000t-CO2 | 19 | 12 | 19 | 19 | 20 | |
Category 10 | Processing of sold products | 1,000t-CO2 | 37 | 38 | 81 | 78 | 90 | |
Category 11 | Use of sold products | Not applicable *4 | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable | |
Category 12 | Disposal of sold products | 1,000t-CO2 | 14 | 17 | 20 | 17 | 14 | |
Category 13 | Leased assets (downstream) | Not applicable *4 | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable | |
Category 14 | franchise | Not applicable *4 | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable | |
Category 15 | investment | Not applicable *4 | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable | |
CO2 emission intensity | t-CO2/refined oilt | 0.25 | 0.26 | 0.26 | 0.26 | 0.26 | ||
energy | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
energy usage | G.J. | 3,759,177 | 3,851,222 | 3,683,721 | 3,683,488 | 3,462,870 | ||
Non-renewable fuels purchased and consumed (fossil fuels, coal, oil, natural gas, etc.) | G.J. | ― | ― | ― | 2,518,440 | 2,368,264 | ||
Purchased electricity (non-renewable) | million kWh | 6,406 | 6,741 | 6,230 | 6,004 | 5,584 | ||
Purchased steam, heat, cooling and other non-renewable energy | G.J. | ― | ― | ― | 176,401 | 170,891 | ||
Purchased or generated renewable energy (wind, solar, biomass, hydropower, geothermal, etc.) | G.J. | 197,919 | 290,170 | 376,202 | 410,609 | 382,370 | ||
Total non-renewable energy sold (electricity, heating, cooling) | million kWh | 4,107 | 3,961 | 4,574 | 4,258 | 4,105 | ||
Waste | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Recycling rate - Japan | % | 99.99 | 99.98 | 99.99 | 99.96 | 99.99 | ||
Amount of waste generated | thousand tons | 39 | 41 | 38 | 37 | 35 | ||
Final disposal amount | t | ― | ― | ― | 13.8 | 4.5 | ||
atmospheric emissions | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
NOx emissions | t | 78 | 75 | 72 | 69 | 57 | ||
SOx emissions | t | ― | ― | ― | 0.42 | 0.70 | ||
Water usage | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Water intake | thousand m3 | 13,014 | 12,721 | 11,907 | 12,416 | 12,375 | ||
Municipal water supply (or from other water utilities) | thousand m3 | 4,689 | 4,784 | 4,724 | 4,639 | 4,189 | ||
Freshwater/surface water (lakes, rivers, etc.) | thousand m3 | 0 | 0 | 0 | 0 | 0 | ||
Freshwater/groundwater | thousand m3 | 0 | 0 | 0 | 0 | 0 | ||
sea water | thousand m3 | 8,230 | 7,958 | 7,183 | 7,777 | 8,186 | ||
drainage amount | thousand m3 | 11,621 | 11,310 | 10,698 | 11,172 | 11,068 | ||
sewer | thousand m3 | 0 | 0 | 0 | 0 | 0 | ||
Rivers, lakes, etc. | thousand m3 | 19 | 21 | 22 | 19 | 16 | ||
Ocean | thousand m3 | 11,465 | 11,153 | 10,549 | 11,024 | 10,933 | ||
Waste (sludge) *5 | thousand m3 | ― | 7 | ― | ― | 0 | ||
ground penetration | thousand m3 | 0 | 0 | 0 | 0 | 0 | ||
third party water | thousand m3 | 137 | 136 | 127 | 129 | 118 | ||
Consumption | thousand m3 | 1,393 | 1,411 | 1,209 | 1,244 | 1,307 | ||
Environment-related investment | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Capital investment to reduce environmental impact | One million yen | 321 | 197 | 201 | 287 | 220 | ||
Single-year economic effect from reducing environmental impact | One million yen | 61 | 33 | 8 | 10 | 24 | ||
Container packaging material | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Container and packaging material usage *6 | t | 34,977 | 35,104 | 32,849 | 31,367 | 30,410 | ||
Environmental violations | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Violation case | subject | 0 | 0 | 0 | 0 | 0 | ||
Fine amount | Thousand yen | 0 | 0 | 0 | 0 | 0 | ||
Environmental debt amount at the end of the fiscal year | Thousand yen | 0 | 0 | 0 | 0 | 0 | ||
environmental education | unit | 2018 | 2019 | 2020 | 2021 | 2022 | ||
Number of participants in environmental education | Man | 920 | 897 | 820 | 757 | 836 |
*1 The scope of environment-related data collection is all of the company's production bases until fiscal 2018, and J-OIL MILLS Group (domestic consolidated subsidiary) from fiscal 2019.
*2 Some data were revised in FY2021, and in FY2023, CO2 emissions figures for FY2021 were updated and revised following third-party verification.
*3 The scope of calculation is only Oils and Fats Business until FY2019, and J-OIL MILLS Group (domestic consolidated subsidiary) for FY2020.
*4 There are no emissions that fall under this category.
*5 All outstanding shares of J-Chemical Co., Ltd. were transferred to Mitsubishi Gas Chemical Co., Ltd. and the company was no longer an equity method affiliate, so it is no longer being emitted.
*6 From FY2020, we have changed the aggregation method going back to FY2018 based on our packaging material purchasing volume.
To improve the reliability of our GHG emissions data, we obtained third-party assurance.
Third-party assurance | JOYL -J-OIL MILLS (j-oil.com)
Social data
unit | 2018 | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Average annual salary of employees | Thousand yen | 7,185 | 7,257 | 7,717 | 7,504 | 7,472 |
Average annual salary by gender (30-year-old model wage) Male *1 | Thousand yen | 5,544 | 5,904 | 5,739 | 5,879 | 5,416 |
Average annual salary by gender (30-year-old model wage) Female *2 | Thousand yen | ― | 5,328 | 5,449 | 5,506 | 4,869 |
Average salary for full-time employees by gender (managerial positions) | Thousand yen | ― | ― | ― | 10,257 | 10,289 |
Of which men | Thousand yen | ― | ― | ― | 10,336 | 10,336 |
Of which women | Thousand yen | ― | ― | ― | 8,949 | 9,231 |
Average salary for regular employees by gender (non-managerial positions) | Thousand yen | ― | ― | ― | 6,419 | 6,295 |
Of which men | Thousand yen | ― | ― | ― | 6,631 | 6,576 |
Of which women | Thousand yen | ― | ― | ― | 5,731 | 5,477 |
Diversity and Inclusion | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of employees *3 | Man | 1,012 | 1,039 | 1,074 | 1,104 | 1,080 |
Of which men | Man | 829 | 844 | 865 | 878 | 850 |
Of which women | Man | 183 | 194 | 209 | 226 | 230 |
Foreigners | Man | 0 | 1 | 4 | 5 | 7 |
Among them, 0 to 14 years old | Man | 0 | 0 | 0 | 0 | 0 |
Of which, under 30 years old | Man | ― | ― | ― | 177 | 154 |
Among them, 30 to 50 years old | Man | ― | ― | ― | 550 | 530 |
Over 50 years old | Man | ― | ― | ― | 377 | 396 |
average age | age | 43.5 | 43.7 | 43.7 | 43.4 | 44.2 |
Of which men | age | 43.9 | 44.2 | 44.4 | 44.6 | 45.1 |
Of which women | age | 41.4 | 41.5 | 40.9 | 39.7 | 40.9 |
Number of managerial staff equivalent to general manager position | Man | 68 | 75 | 78 | 94 | 96 |
Of which men | Man | 66 | 72 | 75 | 92 | 93 |
Of which women | Man | 2 | 3 | 3 | 2 | 3 |
Number of managerial staff equivalent to section manager position | Man | 187 | 186 | 190 | 190 | 176 |
Of which men | Man | 176 | 174 | 177 | 175 | 162 |
Of which women | Man | 11 | 12 | 13 | 15 | 14 |
Ratio of female managers | % | 5.0 | 5.7 | 6.0 | 6.0 | 6.3 |
Employment rate of people with disabilities | % | 2.01 | 2.18 | 2.40 | 2.40 | 2.27 |
Number of new graduates hired | Man | 20 | 19 | 24 | 22 | 17 |
Of which men | Man | 13 | 12 | 14 | 12 | 11 |
Of which women | Man | 7 | 7 | 10 | 10 | 6 |
New graduate turnover rate within 3 years *4 | % | 5.0 | 0.0 | 8.3 | ― | ― |
Number of mid-career hires | Man | 28 | 28 | 43 | 34 | 14 |
Number of rehired employees | Man | 50 | 52 | 56 | 68 | 66 |
Of which men | Man | 46 | 45 | 49 | 63 | 59 |
Of which women | Man | 4 | 7 | 7 | 5 | 7 |
Number of people hired by region | Man | ― | ― | ― | 56 | 31 |
Of which men | Man | ― | ― | ― | 56 | 31 |
Of which women | Man | ― | ― | ― | 0 | 0 |
Average length of service | Year | 17.1 | 17.2 | 16.8 | 16.1 | 17.1 |
Of which men | Year | 17.8 | 17.8 | 17.8 | 17.6 | 18.2 |
Of which women | Year | 14.0 | 13.6 | 13.1 | 12.2 | 12.8 |
Number of people leaving the company *5 | Man | 18 | 17 | 20 | 27 | 39 |
Personal circumstances | Man | 17 | 17 | 18 | 24 | 37 |
Company circumstances | Man | 0 | 0 | 0 | 0 | 0 |
Retirement age | Man | ― | ― | ― | 1 | 2 |
Average rate of paid leave taken | % | 69.7 | 79.1 | 63.7 | 63.3 | 64.6 |
Average number of paid vacation days taken | Day | 12.4 | 14.9 | 12.2 | 12.3 | 12.8 |
Total annual working hours | time | 1961.0 | 1945.0 | 1944.0 | 1978.0 | 1964.0 |
Overtime working hours (average per person) | hours/month | 17.5 | 17.9 | 16.9 | 21.5 | 21.9 |
Number of people using childcare leave system | Man | 14 | 10 | 12 | 12 | 17 |
Of which men | Man | 1 | 5 | 2 | 8 | 9 |
Of which women | Man | 13 | 5 | 10 | 4 | 8 |
Childcare leave return rate | % | 80 | 91 | 100 | 100 | 100 |
Number of users of childcare shortened working hours system | Man | 20 | 23 | 25 | 26 | 21 |
Number of people taking nursing care leave *6 | Man | 6 | 14 | 1 | 0 | 0 |
Number of people taking nursing care leave | Man | 1 | 0 | 0 | 0 | 2 |
human resources development | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Average training hours per employee | time | ― | ― | ― | 9.4 | 9.0 |
Average training cost per employee | Thousand yen | ― | ― | ― | 79 | 50 |
Occupational safety and health *7 | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of occupational accidents (4 or more days off) | subject | 1 | 0 | 0 | 1 | 0 |
Lost time injury frequency rate *8 | Frequency rate | 0.593 | 0.000 | 0.000 | 0.499 | 0.000 |
Lost-worktime injury severity rate *9 | intensity rate | 0.023 | 0.000 | 0.000 | 0.002 | 0.000 |
Employee satisfaction *10 | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Employee satisfaction through engagement survey | ― | 3.50 | 3.54 | 3.54 | 3.2(41) | |
Union | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of labor union members | Man | ― | ― | ― | 706 | 710 |
Labor union membership ratio | % | ― | ― | ― | 99.85 | 99.85 |
corporate citizenship activities | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Social contribution activity expenditure (monetary conversion) *11 | One million yen | 27 | 31 | 31 | 22 | 15 |
*1 Average annual income at age 30 at the end of the fiscal year
*2 Average annual income for 30-year-olds at the end of fiscal year, data for 30-year-old women in fiscal 2016 and 2018 is blank because they are on childcare leave.
*3 Securities report Number of employees (non-consolidated) and calculation method differ.
*4 Turnover rate = Number of people who left the company within three years of employment in the relevant fiscal year ÷ Number of people who joined the company as new graduates on the day of joining x 100
*5 Excluding retirees
*6 Number of people taking childcare leave
*7 J-OIL MILLS non-consolidated (production/non-production) data
*8 Closed for one day or more. Excludes commuting accidents. The number of casualties due to occupational accidents resulting in lost time per million total working hours indicates the frequency of accidents.
*9 The severity of the accident is expressed as the number of days lost due to absence from work per 1,000 total working hours.
*10 The implementation format has been changed from 2022. Measurements are made using the outsourcing company's own indicators.
*11 Based on Keidanren guidelines
Governance data
Corporate governance | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|---|
Number of Member of the Board | Man | 9 | 9 | 9 | 8 | 8 |
Of which women | Man | 0 | 1 | 1 | 1 | 1 |
Number of foreigners | Man | 0 | 0 | 0 | 0 | 0 |
Member of the Board(Outside Director) | Man | 4 | 5 | 5 | 5 | 5 |
Independent Outside Director | Man | 2 | 3 | 3 | 3 | 3 |
Number of Executive Officer | Man | 19 | 21 | 16 | 10 | 12 |
Of which women | Man | 0 | 0 | 1 | 0 | 0 |
Number of foreigners | Man | 0 | 0 | 0 | 0 | 0 |
information security | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of participants in information security education (%) | % | Conducted in questionnaire format | 85.3 | 78.0 | 91.6 | 91.8 |
Intellectual property *1 | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of items held | number | 139 | 137 | 142 | 153 | 175 |
Compliance/risk management | unit | 2018 | 2019 | 2020 | 2021 | 2022 |
Number of whistle-blowing/consultation cases | subject | 8 | 4 | 3 | 2 | 15 |
Political funding and other expenditures | One million yen | 0 | 0 | 0 | 0 | 0 |
Number of corruption/bribery cases | subject | 0 | 0 | 0 | 0 | 0 |
Number of antitrust law violations and anticompetitive acts | subject | 0 | 0 | 0 | 0 | 0 |
Number of legal violations | subject | 0 | 0 | 0 | 0 | 0 |
Number of participants in compliance training | Man | ― | ― | ― | 1,047 | 1,357 |
*1 Number of patents held