| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| CO2 Emissions (breakdown) |
Consolidated | 113,246 | 131,638 | 124,409 | 136,587 | 121,934 | Tons | Fiscal year | |
| Non Consolidated | 28,574 | 30,431 | 28,107 | 30,823 | 20,997 | ||||
| Domestic Group companies | 26,319 | 31,132 | 29,826 | 30,645 | 22,608 | ||||
| Overseas Group companies | 58,353 | 70,075 | 66,476 | 75,119 | 78,329 | ||||
| Scope 1 (breakdown) |
Consolidated | 21,903 | 27,686 | 24,686 | 30,658 | 30,631 | |||
| Non Consolidated | 8,553 | 10,375 | 9,368 | 8,931 | 8,767 | ||||
| Domestic Group companies | 2,744 | 3,216 | 2,760 | 2,622 | 2,392 | ||||
| Overseas Group companies | 10,606 | 14,095 | 12,557 | 19,105 | 19,472 | ||||
| Scope 2 (breakdown) |
Consolidated | 91,344 | 103,952 | 99,723 | 105,929 | 91,303 | |||
| Non Consolidated | 20,021 | 20,057 | 18,738 | 21,892 | 12,230 | ||||
| Domestic Group companies | 23,575 | 27,915 | 27,066 | 28,023 | 20,216 | ||||
| Overseas Group companies | 47,748 | 55,980 | 53,919 | 56,014 | 58,857 | ||||
| Scope 3 (breakdown) |
Non Consolidated |
Total | ― | 248,406 | 283,460 | 302,025 | 317,233 | ||
| 1.Purchased goods and services |
― | ― | 266,424 | 281,175 | 293,983 | ||||
| 2.Capital goods | ― | ― | 5,143 | 8,460 | 10,919 | ||||
| 3.Fuel and energy-related a ctivities not included in Scope 1 or 2 |
― | ― | 5,469 | 5,603 | 5,992 | ||||
| 4.Transportation and delivery (upstream) |
― | ― | 2,007 | 2,046 | 2,478 | ||||
| 5.Waste generated in operations |
― | ― | 669 | 875 | 759 | ||||
| 6.Business travel | ― | ― | 92 | 185 | 163 | ||||
| 7.Employee commuting |
― | ― | 3,656 | 3,681 | 2,939 | ||||
| Scope 3 (breakdown) |
Groups Companies in Japan* |
Total | ― | ― | ― | ― | 67,991 | ||
| 1.Purchased goods and services |
― | ― | ― | ― | 52,010 | ||||
| 2.Capital goods | ― | ― | ― | ― | 6,917 | ||||
| 3.Fuel and energy-related activities not included in Scope 1 or 2 |
― | ― | ― | ― | 4,719 | ||||
| 4.Transportation and delivery (upstream) |
― | ― | ― | ― | 317 | ||||
| 5.Waste generated in operations |
― | ― | ― | ― | 1,032 | ||||
| 6.Business travel | ― | ― | ― | ― | 234 | ||||
| 7.Employee commuting |
― | ― | ― | ― | 2,762 | ||||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Total energy consumption |
Non Consolidated | 621,592 | 715,499 | 686,187 | 609,559 | 585,440 | GJ | Fiscal year | |
| Consolidated | 1,982,087 | 2,808,385 | 2,842,989 | 1,768,198 | 1,456,642 | ||||
| Electricity | Non Consolidated | 46,994 | 52,894 | 50,100 | 49,521 | 50,055 | MWh | ||
| Consolidated | 172,160 | 232,516 | 233,728 | 237,440 | 234,233 | ||||
| [Breakdown] Non-fossil power consumption |
Non Consolidated |
Total | ― | ― | 1,863 | 1,900 | 21,948 | ||
| Renewable Energy |
― | ― | 20 | 76 | 1,951 | ||||
| Green Electricity |
― | ― | 1,843 | 1,824 | 19,997 | ||||
| Consolidated | Total | ― | 1,364 | 3,531 | 4,125 | 35,918 | |||
| Renewable Energy |
― | 1,364 | 1,556 | 1,426 | 3,711 | ||||
| Green Electricity |
― | ― | 1,975 | 2,699 | 32,207 | ||||
| Diesel fuel | Non Consolidated | ― | 7 | 8 | 8 | 9 | kℓ | ||
| Consolidated | 315 | 373 | 351 | 348 | 411 | ||||
| Kerosene | Non Consolidated | 20 | 30 | 10 | 9 | 11 | |||
| Consolidated | 123 | 193 | 143 | 170 | 154 | ||||
| Gasoline | Non Consolidated |
3 | 4 | 38 | 35 | 34 | |||
| Consolidated | 58 | 166 | 163 | 166 | 183 | ||||
| City gas | Non Consolidated | 3,518 | 4,326 | 4,011 | 4,109 | 4,106 | 1000㎥ | ||
| Consolidated | 4,509 | 5,373 | 4,937 | 4,922 | 4,989 | ||||
| LPG | Non Consolidated | 72 | 91 | 78 | 76 | 74 | Tons | ||
| Consolidated | 700 | 4,419 | 5,331 | 6,171 | 6,135 | ||||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Total water used |
Non Consolidated | 655 | 788 | 731 | 744 | 776 | 1000㎥ | Fiscal year |
| Group Companies in Japan* |
1,018 | 1,170 | 908 | 922 | 940 | |||
| Discharged water |
Non Consolidated | 604 | 717 | 658 | 609 | 626 | ||
| Group Companies in Japan* |
991 | 1,161 | 837 | 741 | 758 | |||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Waste generated |
Non Consolidated | 1,789 | 2,150 | 2,152 | 2,361 | 2,495 | Tons | Fiscal year |
| Groups Companies in Japan* |
2,635 | 3,086 | 3,062 | 3,221 | 3,267 | |||
| Amount of chemical substances (PRTR) handled (input amount) |
Non Consolidated | 260 | 397 | 359 | 362 | 345 | ||
| Group Companies in Japan* |
285 | 430 | 399 | 615 | 648 | |||
| Amount of chemical substances (PRTR) handled (output amount) |
Non Consolidated | 6 | 8 | 6 | 7 | 8 | ||
| Group Companies in Japan* |
― | ― | ― | 13 | 18 | |||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| ISO14001 Environmental Management |
Consolidated | Number of locations |
― | ― | 20 | 20 | 20 | Locations | Fiscal year |
| System Certified Locations |
Ratio | ― | ― | 90.9 | 90.9 | 90.9 | % | ||
| Environment Conservation Costs |
Non Consolidated | 416 | 386 | 597 | 484 | 542 | Million yen |
||
| Group Companies in Japan* |
561 | 578 | 805 | 694 | 844 | ||||
| Cost of preventing pollution |
Group Companies in Japan* | 269 | 184 | 311 | 211 | 249 | |||
| Global environmental conservation costs |
30 | 48 | 109 | 90 | 127 | ||||
| Resource recycling costs |
171 | 209 | 218 | 226 | 292 | ||||
| Management activity costs |
19 | 34 | 58 | 66 | 61 | ||||
| Research activity costs |
54 | 61 | 86 | 81 | 98 | ||||
| Social activity costs |
7 | 10 | 10 | 7 | 13 | ||||
| Environmental damage costs |
11 | 32 | 13 | 13 | 5 | ||||
| Violation of environmental laws and regulations |
Non Consolidated | 0 | 0 | 0 | 0 | 0 | Cases | ||
| Group Companies in Japan* | 0 | 0 | 0 | 0 | 0 | ||||
| Amount of fines | Non Consolidated | 0 | 0 | 0 | 0 | 0 | Yen | ||
| Group Companies in Japan* | 0 | 0 | 0 | 0 | 0 | ||||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Number of employees |
Non Consolidated | Total | 1,357 | 1,365 | 1,370 | 1,377 | 1,394 | People | The end of each fiscal year |
| Male | 1,151 | 1,162 | 1,161 | 1,163 | 1,173 | ||||
| Female | 206 | 203 | 209 | 214 | 221 | ||||
| Consolidated | Total | 6,795 | 6,984 | 6,945 | 7,055 | 7,323 | |||
| Male | 5,513 | 5,003 | 4,968 | 5,009 | 5,087 | ||||
| Female | 1,282 | 1,981 | 1,977 | 2,046 | 2,236 | ||||
| Average age of employees |
Non Consolidated | Total | 39.0 | 40.0 | 40.3 | 40.8 | 41.3 | Age | |
| Male | 39.7 | 40.6 | 41.0 | 41.4 | 41.9 | ||||
| Female | 35.2 | 36.3 | 36.9 | 37.5 | 38.1 | ||||
| Average number of consecutive years served |
Non Consolidated | Total | 15.0 | 16.1 | 16.4 | 16.7 | 17.0 | Year | |
| Male | 15.7 | 16.6 | 16.9 | 17.2 | 17.5 | ||||
| Female | 12.7 | 13.6 | 13.9 | 14.3 | 14.5 | ||||
| Average yearly salary | Non Consolidated | Total | 5,972,370 | 6,347,420 | 6,279,846 | 6,239,039 | 6,420,641 | Yen | |
| Gender pay gap | Non Consolidated | 69.8 | 67.4 | 72.7 | 72.0 | 72.1 | % | ||
| Managers | Non Consolidated | Male | 117 | 123 | 132 | 140 | 146 | People | |
| Female | 6 | 7 | 8 | 8 | 8 | ||||
| Ratio of females |
4.9 | 5.3 | 5.7 | 5.4 | 5.5 | % | |||
| Consolidated | Male | 262 | 251 | 370 | 285 | 303 | People | ||
| Female | 50 | 54 | 69 | 66 | 71 | ||||
| Ratio of females |
16.0 | 17.7 | 15.7 | 18.8 | 19.0 | % | |||
| Proportion of local employees in overseas Group company management positions [outside Japan] |
Consolidated | 42.9 | 42.9 | 39.3 | 35.7 | 31.3 | % | ||
| Ratio of non-Japanese Managers(%) |
Non Consolidated | 1.6 | 1.3 | 1.4 | 1.4 | 1.4 | |||
| Ratio of hires who are women or foreign nationals |
Non Consolidated | ― | ― | ― | ― | 25.0 | |||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Recruitment Situation (Total of Graduate and Mid-career Recruits) |
Non Consolidated |
Total | 62 | 45 | 58 | 65 | 68 | People | Fiscal year |
| Male | 47 | 40 | 46 | 53 | 54 | ||||
| Female | 15 | 5 | 12 | 12 | 14 | ||||
| New graduate recruits | Non Consolidated |
Total | 52 | 38 | 38 | 33 | 31 | ||
| Male | 37 | 33 | 29 | 28 | 26 | ||||
| Female | 15 | 5 | 9 | 5 | 5 | ||||
| Employee retention rate excluding voluntary resignation |
Non Consolidated | ― | ― | ― | ― | 97 | % | The end of each fiscal year |
|
| Retention ratio of new graduates (3 years after joining the company) |
Non Consolidated | 85 | 87 | 86 | 82 | 71 | |||
| Mid-career recruits | Non Consolidated |
Total | 10 | 7 | 20 | 32 | 37 | People | Fiscal year |
| Male | 10 | 7 | 17 | 25 | 28 | ||||
| Female | 0 | 0 | 3 | 7 | 9 | ||||
| Ratio of mid-career recruits |
Non Consolidated | 16.1 | 15.6 | 34.5 | 49.2 | 54.4 | % | ||
| Ratio of mid-career manager recruits |
Non Consolidated |
Ratio | ― | ― | ― | 18.6 | 17.8 | % | |
| Number of applicants for retirement and reemployment (=employed) |
Non Consolidated | 5 | 6 | 10 | 13 | 10 | People | ||
| Number of people with disabilities |
Non Consolidated |
Total | 33 | 36 | 36 | 40 | 51 | People | 1 June of each fiscal year |
| Ratio of people with disabilities |
Ratio | 2.45 | 2.71 | 2.79 | 2.77 | 3.02 | % | ||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Employees who took child care leave*1 |
Non Consolidated |
Total | 21 | 19 | 15 | 23 | 25 | People | Fiscal year |
| (usage ratio) |
38 | 43 | 38 | 55 | 68 | % | |||
| Male | 15 | 11 | 9 | 14 | 19 | People | |||
| (usage ratio) |
49 | 38 | 29 | 42 | 61 | % | |||
| Female | 6 | 8 | 6 | 9 | 6 | People | |||
| (usage ratio) |
100 | 88 | 100 | 100 | 100 | % | |||
| Domestic Group companies |
Total | ― | ― | ― | ― | 23 | People | ||
| (usage ratio) |
― | ― | ― | ― | 95 | % | |||
| Male | ― | ― | ― | ― | 15 | People | |||
| (usage ratio) |
― | ― | ― | ― | 72 | % | |||
| Female | ― | ― | ― | ― | 8 | People | |||
| (usage ratio) |
― | ― | ― | ― | 100 | % | |||
| Return to work ratio for employees who took child care leave |
Non Consolidated |
Total | ― | ― | ― | 95.0 | 100 | % | |
| Domestic Group companies |
― | ― | ― | ― | 100 | % | |||
| Employees who took nursing care leave |
Non Consolidated |
Total | 1 | 1 | 0 | 1 | 4 | People | |
| Male | 1 | 1 | 0 | 1 | 2 | ||||
| Female | 0 | 0 | 0 | 0 | 2 | ||||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Uptake of Health Checks |
Non Consolidated | ― | ― | ― | 100 | 100 | % | Fiscal year |
| Domestic Group companies | ― | ― | ― | 99.2 | ||||
| Stress check consultation ratio |
Non Consolidated | 85.1 | 83.5 | 82.7 | 82.7 | 87.0 | ||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Number of people injured due to occupational accidents |
Non Consolidated | 5 | 2 | 8 | 4 | 5 | People | Fiscal year | |
| Group Companies in Japan* |
9 | 15 | 16 | 12 | 10 | ||||
| Lost time injury frequency ratio*1 |
Non Consolidated | Ratio | 0.32 | 0 | 0.62 | 0.61 | 0.62 | ― | |
| Lost time injury severity ratio*2 |
Non Consolidated | Ratio | 0.006 | 0.008 | 0.013 | 0.019 | 0.049 | ||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Average number of days of paid leave taken |
Non Consolidated | 15.9 | 16.6 | 18.2 | 16.1 | 16.8 | Days | Fiscal year |
| Paid leave acquisition ratio*1 |
Non Consolidated | 84.0 | 88.1 | 90.0 | 84.7 | 86.8 | % | |
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Annual overtime hours per employee |
Non Consolidated | ― | ― | ― | ― | 123 | Hours/Month | Fiscal year |
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Education and training expenses per employee |
Non Consolidated | 39,788 | 69,715 | 70,318 | 77,727 | 69,793 | Yen | Fiscal year |
| Share of employees undertaking career or skills-based training |
Non Consolidated | ― | ― | ― | 51.1 | 43.8 | % | |
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Number of employees using flexi-time system |
Non Consolidated | 451 | 446 | 425 | 437 | 485 | People | Fiscal year |
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Employees covered by collective agreements |
Non Consolidated | ― | ― | ― | 92.9 | 95.7 | % | Fiscal year |
| Domestic Group companies | ― | ― | ― | ― | 66.5 | |||
| Locations that have undertaken human rights related impact assessments |
Consolidated | ― | ― | ― | 100 | 100 | ||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Directors | Non Consolidated | Total | 6 | 6 | 8 | 8 | 8 | People | After the General Meeting of Shareholders for each fiscal year |
| Male | 6 | 6 | 7 | 7 | 7 | ||||
| Female | 0 | 0 | 1 | 1 | 1 | ||||
| Ratio of females |
0 | 0 | 12.5 | 12.5 | 12.5 | % | |||
| Outside Directors (independent officers) |
2 | 2 | 3 | 3 | 3 | People | |||
| Ratio of Outside Directors |
33.3 | 33.3 | 37.5 | 37.5 | 37.5 | % | |||
| Audit & Supervisory Board Members |
Non Consolidated | Total | 3 | 3 | 3 | 3 | 3 | People | |
| Male | 2 | 2 | 2 | 3 | 3 | ||||
| Female | 1 | 1 | 1 | 0 | 0 | ||||
| Outside Audit & Supervisory Board Members (independent officers) |
1 | 1 | 1 | 1 | 1 | ||||
| Ratio of outside Audit & Supervisory |
33.3 | 33.3 | 33.3 | 33.3 | 33.3 | % | |||
| Board of Directors |
Non Consolidated | Frequency | 13 | 15 | 15 | 13 | 15 | Times | Fiscal year |
| Attendance ratio | 100 | 100 | 100 | 100 | 100 | % | |||
| Audit & Supervisory Board |
Non Consolidated | Frequency | 13 | 15 | 15 | 13 | 15 | Times | |
| Attendance ratio | 97.4 | 100 | 100 | 100 | 100 | % | |||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
|||
|---|---|---|---|---|---|---|---|---|---|
| Nomination Committee |
Non Consolidated | Total | ― | ― | 3 | 3 | 3 | People | After the General Meeting of Shareholders for each fiscal year |
| Internal Directors |
― | ― | 1 | 1 | 1 | ||||
| Independent Outside Directors |
― | ― | 2 | 2 | 2 | ||||
| Ratio of Outside Directors |
― | ― | 66.7 | 66.7 | 66.7 | % | |||
| Frequency | ― | ― | 2 | 2 | 2 | Times | Fiscal year | ||
| Remuneration Committee |
Non Consolidated | Total | ― | ― | 3 | 3 | 3 | People | After the General Meeting of Shareholders for each fiscal year |
| Internal Directors |
― | ― | 1 | 1 | 1 | ||||
| Independent Outside Directors |
― | ― | 2 | 2 | 2 | ||||
| Ratio of Outside Directors |
― | ― | 66.7 | 66.7 | 66.7 | % | |||
| Frequency | ― | ― | 2 | 2 | 3 | Times | Fiscal year | ||
| FY2020 | FY2021 | FY2022 | FY2023 | FY2024 | Unit | Aggregation period |
||
|---|---|---|---|---|---|---|---|---|
| Number of whistleblowing incidents |
Non Consolidated | 4 | 6 | 9 | 21 | 8 | Cases | Fiscal year |
| Number of serious compliance violations |
Consolidated | 0 | 0 | 0 | 0 | 0 | ||
| Implementation ratio of tests for level of understanding of the Code of Conduct |
Group Companies in Japan* |
100 | 100 | 100 | 100 | 100 | % | |
Groups in Japan*:DAIDO METAL CO., LTD. ・Daido Plain Bearings Co., Ltd. ・Daido Industrial Bearings Japan Co., Ltd. ・DAIDO METAL SAGA CO., LTD. ・NDC Co., Ltd. ・Iino Manufacturing Co., Ltd.
For a better online experience with Daido Metal Co., Ltd., it is recommended you upgrade your browser to its latest version today.
You may see this message if you are using an outdated or unsupported browser.