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Data regarding the ESG (Environment, Society, and Governance) of the Oiles Group is found here.
Environment
Environmental Protection Costs
(In Japan: Fujisawa, Shiga, Ashikaga and Oita)
Unit: Millions of yen
| Environmental protection cost category | Major initiatives | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Investments | Expenses |
Investments | Expenses |
Investments | Expenses |
Investments | Expenses |
Investments | Expenses |
||
| I. Business area cost | Sum of (1) to (3) | 83.2 | 622.2 | 47.0 | 693.0 | 30.2 | 806.7 | 150.0 | 868.0 | 175.6 | 824.1 |
| (1) Pollution prevention | Activities to prevent air and water pollution, etc. | 0.0 | 47.5 | 0.0 | 87.0 | 0.0 | 123.6 | 0.0 | 93.4 | 0.0 | 113.1 |
| (2) Global environmental protection | Activities to save energy, etc. | 83.2 | 259.2 | 47.0 | 293.0 | 30.2 | 379.3 | 150.0 | 484.5 | 175.6 | 497.7 |
| (3) Resource circulation | Recycling and waste disposal, etc. | 0.0 | 315.5 | 0.0 | 313.0 | 0.0 | 303.8 | 0.0 | 290.1 | 0.0 | 213.3 |
| II. Upstream/downstream cost | Difference between environmentally-sound products and general products | 0.0 | 5.9 | 0.0 | 10.0 | 0.0 | 6.1 | 0.0 | 8.7 | 2.3 | 18.0 |
| III. Administrative cost*2 | Cost relating to maintaining ISO, environmental education, planting of greenery, beautification, etc. | 0.0 | 137.5 | 0.0 | 148.0 | 0.0 | 168.5 | 0.0 | 170.1 | 0.0 | 177.2 |
| IV. R&D cost | 0.0 | 24.9 | 0.0 | 10.0 | 0.0 | 25.2 | 0.0 | 52.0 | 0.0 | 126.0 | |
| V. Social activities cost | Donations to environmental groups, cleaning rivers, etc. | 7.9 | 0.1 | 0.0 | 1.0 | 0.0 | 1.1 | 0.0 | 1.2 | 0.0 | 1.1 |
| VI. Environmental remediation cost | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
| Total | 91.1 | 790.6 | 47.0 | 862.0 | 30.2 | 1007.6 | 150.0 | 1100.0 | 177.9 | 1146.4 | |
*1 Includes depreciation cost for equipment, personnel cost and general expenses
*2 Includes environment-related screening and registration fees
* Figures for prior years have been retroactively adjusted to improve accuracy
Environmental Protection Results (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | YOY (%) | ||
|---|---|---|---|---|---|---|---|
| Total production by domestic plants (billion yen) | 188 | 205 | 180 | 208 | 204 | 98 | |
| Input | Electricity (thousand kWh) | 24,398 | 24,993 | 22,600 | 24,857 | 24,880 | 100 |
| City gas (thousand m3) | 1,878 | 1,900 | 1,727 | 2,095 | 2,162 | 103 | |
| LPG (t) | 53 | 167 | 199 | 217 | 318 | 146 | |
| Kerosene (kl) | 123 | 1 | 1 | 1 | 0 | 30 | |
| Heavy oil (kl) | 0 | 0 | 0 | 0 | 0 | - | |
| Gas oil (kl) | 11 | 12 | 11 | 12 | 12 | 103 | |
| Gasoline (kl) | 18 | 9 | 7 | 36*1 | 38 | 106 | |
| Water resources (thousand m3) | 165 | 152 | 141 | 168 | 164 | 98 | |
| Output | CO2(t-CO2) | 15,672 | 14,562 | 12,947 | 15,417 | 14,009 | 91 |
| Class I designated chemical substance (t) | 61 | 57 | 46 | 35 | 34 | 97 | |
| Total waste (t) | 1,652 | 1,802 | 1,626 | 1,623 | 1,420 | 87 | |
| Recycled (t) | 1,605 | 1,750 | 1,522 | 1,537 | 1,372 | 89 | |
| Disposed (t) | 47 | 52 | 104 | 86 | 48 | 55 | |
*1 Also includes sales sites starting in FY2021
Economic Benefits of Environmental Protection
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | YOY (%) | |
|---|---|---|---|---|---|---|
| Gain on sale of valuables converted from waste materials (millions of yen) | 41 | 33 | 30 | 31 | 33 | 105 |
| Cost associated with recycling waste materials (millions of yen) | 34 | 34 | 35 | 35 | 24 | 70 |
| Cost associated with disposal of waste materials (millions of yen) | 15 | 20 | 20 | 21 | 26 | 122 |
Change in Amount of PRTR Notified Substances Handled, Released and Transferred (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
|---|---|---|---|---|---|
| Amount handled (t) | 91 | 83 | 68 | 72 | 64 |
| Amount released/transferred (t) | 44 | 47 | 36 | 35 | 34 |
Environmental Data (Oiles Group)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| CO2 emissions and intensity | Total (t-CO2) | 31,969 | 30,297 | 27,369 | 30,893 | 29,242 |
| Japan (t-CO2) | 21,714 | 20,751 | 18,437 | 21,171 | 19,491 | |
| Overseas (t-CO2) | 10,255 | 9,546 | 8,932 | 9,722 | 9,751 | |
| CO2Emission intensity (t-CO2/millions of yen) | 0.521 | 0.504 | 0.517 | 0.516 | 0.465 | |
| Aggregated waste emission and intensity | Total (t) | 4,356 | 4,187 | 3,931 | 4,121 | 4,008 |
| Japan (t) | 3,206 | 3,110 | 2,785 | 2,922 | 3,172 | |
| Overseas (t) | 1,150 | 1,077 | 1,146 | 1,199 | 836 | |
| Aggregated waste emission and intensity (t /millions of yen) | 0.071 | 0.070 | 0.065 | 0.069 | 0.064 | |
| Water usage | Total (1,000 m3) | 212 | 201 | 190 | 202 | 199 |
| Japan (1,000 m3) | 169 | 161 | 150 | 177 | 171 | |
| Overseas (1,000 m3) | 43 | 40 | 40 | 25 | 28 |
Society
Employees (Oiles group)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| Number of employees (consolidated) | Total | 2,633 | 2,591 | 2,517 | 2,506 | 2,512 |
| Permanent | 2,092 | 2,085 | 2,046 | 2,035 | 2,030 | |
| Temporary | 541 | 506 | 471 | 471 | 482 | |
| Number of employees in Japan (consolidated) |
Total | 1,714 | 1,701 | 1,670 | 1,668 | 1,674 |
| Permanent | 1,289 | 1,285 | 1,276 | 1,269 | 1,277 | |
| Temporary | 425 | 416 | 394 | 399 | 397 | |
| Number of employees (non-consolidated) | Total | 1,106 | 1,105 | 1,083 | 1,070 | 1,080 |
| Permanent | 794 | 794 | 789 | 773 | 785 | |
| Temporary | 312 | 311 | 294 | 297 | 295 |
*As of the end of March 2023
Employment Status of Regular Employees (Non-Consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| Number of employees | Total | 794 | 794 | 789 | 773 | 785 |
| Male | 702 | 703 | 699 | 683 | 682 | |
| Female | 92 | 91 | 90 | 90 | 103 | |
| Average age | Total | 42.2 | 42.4 | 42.7 | 42.8 | 42.4 |
| Male | 42.6 | 42.7 | 43.0 | 43.2 | 42.9 | |
| Female | 39.3 | 40.0 | 39.8 | 39.9 | 39.3 | |
| Average length of service | Total | 18.8 | 19.1 | 19.4 | 19.6 | 19.0 |
| Permanent (years) | 19.2 | 19.4 | 19.8 | 20.0 | 19.6 | |
| Temporary (years) | 16.3 | 16.9 | 16.8 | 16.7 | 15.4 | |
| Number of new graduate hires | Total | 22 | 20 | 22 | 16 | 24 |
| Male | 19 | 16 | 15 | 15 | 18 | |
| Female | 3 | 4 | 7 | 1 | 6 | |
| Number of mid-career employees | Total | 16 | 7 | 1 | 4 | 25 |
| Male | 10 | 6 | 0 | 3 | 19 | |
| Female | 6 | 1 | 1 | 1 | 6 | |
| Number of rehired employees | Total | 9 | 7 | 4 | 18 | 18 |
| Male | 8 | 7 | 4 | 16 | 17 | |
| Female | 1 | 0 | 0 | 2 | 1 |
*As of the end of March 2023
Diversity (Oiles Group)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |||
|---|---|---|---|---|---|---|---|
| Percentage of female employees (permanent employees) |
Percentage of female employees | Consolidated (%) | 24.2 | 25.6 | 24.7 | 24.8 | 24.6 |
| Domestic group (%) | 13.7 | 13.9 | 13.7 | 13.9 | 15.0 | ||
| Non-consolidated (%) | 11.6 | 11.5 | 11.4 | 11.6 | 13.1 | ||
| Number of female managers (consolidated) | Consolidated (%) | 15 | 17 | 15 | 17 | 18 | |
| Domestic group (%) | 2 | 3 | 3 | 5 | 5 | ||
| Non-consolidated (%) | 0 | 1 | 1 | 3 | 4 | ||
| Percentage of female managers (consolidated) | Consolidated (%) | 5.5 | 5.5 | 5.0 | 5.6 | 6.1 | |
| Domestic group (%) | 0.9 | 1.2 | 1.2 | 2.0 | 2.1 | ||
| Non-consolidated (%) | 0.0 | 0.7 | 0.7 | 1.9 | 2.7 | ||
| Number of rehired employeess (non-consolidated) |
Total | 9 | 7 | 4 | 18 | 18 | |
| Male | 8 | 7 | 4 | 16 | 17 | ||
| Female | 1 | 0 | 0 | 2 | 1 | ||
| Percentage of employees with disabilities | Non-consolidated (%) | 2.0 | 2.2 | 2.1 | 2.1 | 2.1 | |
*As of the end of March 2023
Work-Life Balance (Non-Consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |||
|---|---|---|---|---|---|---|---|
| Status of childcare leave and shotened working hours taken | Number of employees who took childcare leave | Male | 0 | 0 | 11 | 17 | 15 |
| Female | 4 | 3 | 5 | 5 | 2 | ||
| Number of employees who shortened working hours for childcare | Male | 0 | 1 | 0 | 1 | 0 | |
| Female | 10 | 10 | 9 | 9 | 10 | ||
| Annual average of total working time (hours) | 1,820.5 | 1,777.4 | 1,758.6 | 1,750.6 | 1,733.1 | ||
| Average number of paid holidays taken (days) | 14.5 | 14.9 | 15.2 | 15.6 | 15.9 | ||
| Average rate of paid holidays taken (%) | 76.0 | 73.1 | 78.7 | 80.4 | 83.2 | ||
| Average monthly overtime (hours) | 10.3 | 8.3 | 6.1 | 7.5 | 7.2 | ||
*As of the end of March 2023
Human Resource Development (Non-Consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
|---|---|---|---|---|---|
| Annual training time per person (hours) | 30.1 | 32.2 | 31.3 | 33.0 | 34.5 |
Health and Safety (Non-Consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| Number of industrial accidents | Serious (absent from work for 4 days or longer) | 0 | 2 | 1 | 1 | 3 |
| Minor (absent from work for 3 days or less) | 2 | 1 | 4 | 4 | 2 | |
| Not absent from work | 10 | 7 | 7 | 5 | 7 | |
| Frequency of lost-worktime injuries (%)*1 | Oiles | 1.01 | 1.53 | 2.61 | 2.66 | 2.67 |
| Manufacturing industry average*2 | 1.20 | 1.20 | 1.21 | 1.31 | 1.25 | |
| Severity rate of lost-worktime injuries (%)*3 | Oiles | 0.00 | 0.01 | 0.01 | 0.00 | 0.08 |
| Manufacturing industry average*2 | 0.10 | 0.10 | 0.07 | 0.06 | 0.06 |
*1 Frequency : Represents the frequency of industrial accidents based on casualties per actual working time of 1 million hours
*2 Based on the results of the Survey on Industrial Accidents by the Ministry of Health, Labour and Welfare
*3 Severity rate: Represents the severity of industrial accidents based on labor days loss per actual working time of 1 million hours
Governance
Number of Officers
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| Directors | Total | 8 | 7 | 7 | 7 | 6 |
| Inside | 6 | 5 | 5 | 5 | 4 | |
| Outside | 2 | 2 | 2 | 2 | 2 | |
| Female | 0 | 0 | 0 | 1 | 1 | |
| Outside ratio | 25.0 | 28.6 | 28.6 | 28.6 | 33.3 | |
| Auditors | Total | 4 | 4 | 4 | 4 | 4 |
| Inside | 2 | 2 | 2 | 2 | 2 | |
| Outside | 2 | 2 | 2 | 2 | 2 | |
| Outside ratio (%) | 50.0 | 50.0 | 50.0 | 50.0 | 50.0 | |
| Operating officers (who are also directors) | 12 (4) | 11 (4) | 10 (4) | 10 (4) | 7 (4) | |
Number of Board of Directors/Audit & Supervisory Board Meetings Held
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
|---|---|---|---|---|---|
| Number of Board of Directors meetings held | 17 | 17 | 18 | 17 | 17 |
| Number of Audit & Supervisory Board meetings held | 14 | 14 | 14 | 14 | 14 |
Compensation for Directors
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
|---|---|---|---|---|---|
| Number of directors paid | 14 | 12 | 13 | 12 | 13 |
| Amount paid (millions of yen) | 312 | 328 | 301 | 346 | 327 |
*Includes officers who have resigned at the conclusion of the General Meeting of Shareholders
Nominating Committee and Compensation Committee
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | ||
|---|---|---|---|---|---|---|
| Number of members | Total | 3 | 3 | 3 | 3 | 3 |
| Inside | 1 | 1 | 1 | 1 | 1 | |
| Outside | 2 | 2 | 2 | 2 | 2 | |
| Outside ratio (%) | 66.7 | 66.7 | 66.7 | 66.7 | 66.7 |
