Non-financial Information Index
Environmental Data
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
||
|---|---|---|---|---|---|---|---|
|
Greenhouse gas emissions (t-CO₂)*1 |
Scope 1*2 |
110 |
106 |
95*15 |
91*15 |
75*15 |
|
|
Scope 2 Market-based method*3 |
4,884 |
4,267 |
3,701*15 |
1,799*15 |
506*15 |
||
|
Scope 2 Location-based method*3 |
- |
- |
5,761 |
5,313 |
5,262 |
||
|
Scope 3*4 (1. Purchased goods and services)*5 |
85 |
83 |
78 |
58 |
57 |
||
|
(2. Capital goods)*6 |
8,632 |
4,974 |
12,006*15 |
5,597*15 |
7,207*15 |
||
|
(3. Fuel- and energy-related activities)*7 |
1,122 |
1,084 |
1,109 |
1,087 |
1,044 |
||
|
(5. Waste generated in operations)*8 |
25 |
26 |
38 |
35 |
26 |
||
|
(6. Business travel)*9 |
64 |
135 |
201 |
195 |
236 |
||
|
(7. Employee commuting)*10 |
295 |
379 |
700 |
693 |
680 |
||
|
(15. Investment and loan portfolio)*11 |
Please refer to "Initiatives to Address Climate Change (Response to TCFD Recommendations)." |
||||||
|
Direct energy consumption*2 |
City gas (thousand ㎥) |
19 |
13 |
10 |
11 |
10 |
|
|
Heavy oil / Kerosene (kl) |
5 |
6 |
8 |
6 |
4 |
||
|
Gasoline / Light oil (kl) |
23 |
26 |
23 |
23 |
19 |
||
|
Indirect energy consumption*3 |
Electricity (thousand kWh) |
12,794 |
12,160 |
12,602 |
12,019 |
11,510 |
|
|
Percentage of renewable energy-driven electricity*12 |
21% |
23% |
26% |
67% |
90% |
||
|
Vapor (GJ) |
0 |
0 |
0 |
0 |
0 |
||
|
Hot water (GJ) |
1,499 |
1,281 |
904 |
1,057 |
951 |
||
|
Cold water (GJ) |
6,112 |
6,469 |
6,729 |
6,499 |
6,440 |
||
|
Waste*13 |
Amount (t) |
173 |
160 |
151 |
161 |
153 |
|
|
Recycled amount (t) |
123 |
110 |
119 |
119 |
128 |
||
|
Recycling ratio |
71% |
68% |
79% |
74% |
83% |
||
|
Amount of printing paper purchased (t)*14 |
47 |
45 |
43 |
32 |
32 |
||
- With regard to the calculation of greenhouse gas emissions, we applied the operational control approach as defined in the GHG Protocol.
- Scope 1 emissions and direct energy consumption cover Aozora's domestic bank offices (Head Office, Fuchu Annex, and all branches; the same applies below).
For Scope 1, in principle, actual measurements of used amount were calculated based on the “List of Calculation Methods and Emission Factors in the Calculation, Reporting, and Publication System” published by the Ministry of the Environment. - Scope 2 emissions and indirect energy consumption cover Aozora's consolidated operations (excluding consolidated subsidiaries with no offices; the same applies below).
For Scope 2, in principle, actual measurements of used amount were calculated based on the “adjusted emission factor (market-based method)” and “national average emission factor (location-based method)” from the “List of Emission Factors by Electric Power Company” under the “Act on Promotion of Global Warming Countermeasures.”
Of the consolidated subsidiaries, the emissions of GMO Aozora Net Bank were calculated based on the ownership ratio of 50% in and before FY2022, and 100% in FY2023 and beyond. - There are no activities applicable to Category 4 and 8–14 of Scope 3 due to the nature of the business.
- Scope 3 Category 1 covers Aozora's domestic bank offices, and the amount of printing paper and other paper purchased was calculated based on the Ministry of the Environment's Emission Intensity Database (formally known as the “Emission Intensity Database for Calculating Greenhouse Gas Emissions, etc. of Organizations through Supply Chains” (Ver. 3.6) published by the Ministry of the Environment and the Ministry of Economy, Trade and Industry; the same applies below).
- Scope 3 Category 2 covers Aozora Bank's non-consolidated operations (domestic bank offices and overseas representative offices; the same applies below), and the amount of capital investment was calculated based on the Ministry of the Environment's Emission Intensity Database.
- Scope 3 Category 3 covers Aozora's consolidated operations, and the electricity, hot water, and cold water consumption was calculated based on the Ministry of the Environment's Emission Intensity Database.
- Scope 3 Category 5 covers Aozora's domestic bank offices, and the amount of wastes was calculated based on the Ministry of the Environment's Emission Intensity Database.
- Scope 3 Category 6 covers Aozora Bank's non-consolidated operations, and the length of the business travel and public transportation costs were calculated based on the Ministry of the Environment's Emission Intensity Database.
- Scope 3 Category 7 covers Aozora Bank's non-consolidated operations, and the commuting expenses (train and bus) were calculated based on the Ministry of the Environment's Emission Intensity Database.
- Scope 3 Category 15 covers Aozora Bank's non-consolidated operations as well as overseas subsidiaries' operations, and the corporate loans and project financing in FY2024 were calculated based on the Partnership for Carbon Accounting Financials (PCAF) database.
- The percentage of renewable energy-driven electricity includes virtual renewable energy such as purchasing non-fossil fuel energy certificates.
- Wastes cover Aozora’s domestic bank offices, excluding general industrial wastes in Aozora’s domestic bank offices.
- The amount of printing paper purchased covers Aozora's domestic bank offices.
- With regard to greenhouse gas emissions in FY2025, independent third-party assurance was obtained from Deloitte Tohmatsu Sustainability Co., Ltd. for Scope 1, Scope 2, and Scope 3 Category 2.
Social Data
Employee data*1
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|
|---|---|---|---|---|---|---|
|
Number of employees |
1,966 |
1,980 |
1,964 |
1,936 |
1,928 |
|
|
Male |
1,056 (54%) |
1,068 (54%) |
1,049 (53%) |
1,026 (53%) |
1,035 (54%) |
|
|
Female |
910 (46%) |
912 (46%) |
915 (47%) |
910 (47%) |
893 (46%) |
|
|
Temporary employees |
117 |
127 |
121 |
123 |
118 |
|
|
Locally hired overseas staff*2 |
43 |
38 |
41 |
40 |
27 |
|
|
Employee composition |
New grad hires |
59% |
60% |
61% |
60% |
60% |
|
Mid-career hires |
41% |
40% |
39% |
40% |
40% |
|
|
Average age |
43.4 |
43.8 |
44.1 |
44.5 |
44.6 |
|
|
Male |
43.9 |
44.3 |
44.5 |
44.9 |
44.7 |
|
|
Female |
42.8 |
43.2 |
43.5 |
44.5 |
44.5 |
|
|
Average length of tenure |
15.1 |
15.7 |
16.1 |
16.5 |
16.6 |
|
|
Male |
14.6 |
15.2 |
15.5 |
15.7 |
15.7 |
|
|
Female |
15.8 |
16.4 |
16.8 |
17.4 |
17.7 |
|
|
Average annual salary (1,000 yen) |
8,232 |
8,696 |
8,873 |
9,068 |
9,277 |
|
|
Annual salary gap (male =100%)*3 |
- |
66.6% |
65.0% |
65.8% |
67.9% |
|
|
Regular employees |
- |
66.1% |
65.3% |
65.9% |
67.1% |
|
|
Non-regular employees |
- |
53.4% |
55.8% |
59.2% |
68.6% |
|
|
Number of new grad hires |
70 |
51 |
53 |
41 |
66 |
|
|
Male |
41 (59%) |
27 (53%) |
32 (60%) |
23 (56%) |
47 (71%) |
|
|
Female |
29 (41%) |
24 (47%) |
21 (40%) |
18 (44%) |
19 (29%) |
|
|
Number of mid-career hires |
37 |
33 |
30 |
39 |
42 |
|
|
Male |
26 (70%) |
24 (73%) |
18 (60%) |
27 (69%) |
28 (67%) |
|
|
Female |
11 (30%) |
9 (27%) |
12 (40%) |
12 (31%) |
14 (33%) |
|
|
Male/female ratio |
Male |
63% |
61% |
60% |
63% |
69% |
|
Female |
37% |
39% |
40% |
38% |
31% |
|
|
New grad / |
New grad hires |
65% |
61% |
64% |
51% |
61% |
|
Mid-career hires |
35% |
39% |
36% |
49% |
39% |
|
|
Retention of new grads 3 years after employment |
95% |
97% |
87% |
84% |
98% |
|
|
Number of retirees (non-mandatory retirement) |
47 (2.4%) |
49 (2.5%) |
57 (2.9%) |
64 (3.3%) |
69 (3.6%) |
|
|
Female managers ratio*4 |
12.5% |
13.3% |
14.2% |
14.9% |
15.2% |
|
|
Non-Japanese managers ratio*2 |
2.9% |
2.8% |
2.9% |
3.2% |
2.6% |
|
|
Mid-career managers ratio |
43.7% |
49.6% |
53.9% |
58.3% |
60.5% |
|
|
Employees' monthly average overtime hours*5 |
11.8 |
11.3 |
10.6 |
10.8 |
11.4 |
|
|
Days of paid leave used (annual average) |
14.4 |
15.2 |
16.1 |
16.2 |
16.2 |
|
|
Employees with disabilities (as of June when submitting a report to authorities) |
Number of employees |
33 |
35 |
35 |
36 |
39 |
|
Employment ratio |
2.4% |
2.5% |
2.4% |
2.6% |
2.7% |
|
|
Number of childcare leave users*6 |
55 |
60 |
77 |
68 |
64 |
|
|
Male |
22 (58%) |
33 (91%) |
39 (90%) |
37 (105%) |
36 (102%) |
|
|
Female |
33 (100%) |
27 (108%) |
38 (100%) |
31 (96%) |
28 (100%) |
|
|
Female reinstatement ratio after childcare leave |
100% |
100% |
100% |
100% |
100% |
|
|
Number of unpaid nursing care leave users |
1 |
1 |
0 |
1 |
1 |
|
|
Number of paid nursing care leave users |
19 |
23 |
29 |
32 |
46 |
|
|
Number of employees suffering |
3 |
11 |
12 |
10 |
6 |
|
|
Regular health checkup screening rate*7 |
100% |
100% |
100% |
100% |
100% |
|
|
Full-scale health checkup screening rate*8 |
65% |
67% |
69% |
70% |
68% |
|
|
Presenteeism*9 |
- |
- |
- |
13.6 |
14.1 |
|
|
Number of applicants for secondary employment |
31 |
37 |
42 |
42 |
48 |
|
|
Training hours per employee |
32.5 |
33.4 |
28.2 |
31.4 |
35.6 |
|
|
Total of training hours |
63,951 |
66,135 |
55,308 |
60,777 |
68,708 |
|
|
Total of training participants |
11,393 |
19,201 |
24,075 |
23,362 |
24,968 |
|
|
Training cost per employee (1,000 yen)*10 |
27.3 |
80.4 |
51.8 |
60.6 |
65.0 |
|
- Employee data for Aozora Bank's non-consolidated basis
- Data of employees of domestic and overseas Group companies, excluding GMO Aozora Net Bank,Ltd.
- The number of employees is calculated in accordance with the Act on the Promotion of Women's Active Engagement in Professional Life, under which those seconded from other companies to the Bank are included and those seconded from the Bank to other companies are excluded, using the following formula: Male and female wage differences = Female average annual wage ÷ Male average annual wage; and Average annual wage = Total wages ÷ Number of employees. With regard to factors behind the gender pay gap, Please refer to page 23 in the Sustainability Report. in the Main Section for factors behind the gender pay gap.
- Managers refer to the total of general managers and group managers.
- Non-statutory overtime hours of employees except those in supervisory or managerial positions
- Childcare leave ratio = Number of employees who used childcare leave during the fiscal year under review (a) ÷ Number of employees whose spouse has given birth during the fiscal year under review (b) rounded down to one decimal point
Since (a) above includes employees whose children were born before the fiscal year in question but who took new childcare leave in the fiscal year in question, the take-up rate may exceed 100%. - Employees eligible for the health checkup/screening exclude those on temporary leave.
- Provided every year to all employees aged 30 and over.
Amount of financial support:
Women: 82,500 yen (including gynecological option)
Men: 60,500 yen - A state in which employees’ performance and productivity decline as a result of coming to work while suffering illness or symptoms.
Employees rated their job performance during the past four weeks on a 1–100% scale, where 100% represented the level of their self-rated performance from 100% (University of Tokyo Single-Item Presenteeism Question, (SPQ)). Lower scores are considered preferable.
performance they can achieve when they are free from illness or injury. The presenteeism score was then calculated by subtracting
Reference:
Average among Japanese employees: 15.1% (The University of Tokyo Working Group, 2016)
Average among SMEs: 22.5% (Institute for Future Initiatives, The University of Tokyo, 2026). - Includes cost for external instructors and usage costs for self-development support systems.
Status of female employees
|
Category |
July 2022 |
July 2023 |
July 2024 |
July 2025 |
July 2026 |
|---|---|---|---|---|---|
|
1. Executive officers* |
5 (18.5%) |
5 (19.2%) |
4 (17.4%) |
4 (15.4%) |
5 (25.0%) |
|
Category |
March 2022 |
March 2023 |
March 2024 |
March 2025 |
March 2026 |
|---|---|---|---|---|---|
|
2. General managers |
11 (9.6%) |
10 (9.4%) |
7 (7.1%) |
6 (6.0%) |
5 (5.3%) |
|
3. Group managers |
71 (13.2%) |
71 (14.1%) |
70 (15.8%) |
71 (17.1%) |
69 (17.6%) |
|
4. Total of (2+3) |
82 (12.5%) |
81 (13.3%) |
77 (14.2%) |
77 (14.9%) |
74 (15.2%) |
|
5. Deputy managers |
123 (37.1%) |
115 (37.3%) |
117 (39.3%) |
118 (40.7%) |
135 (44.1%) |
|
6. Female employees |
910 (46.3%) |
912 (46.1%) |
915 (46.6%) |
910 (47.0%) |
893 (46.3%) |
- Executive officers include those in the position of Director and Executive Officer.
Respect for human rights
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|---|---|---|---|---|---|
|
Number of employees completing |
- |
- |
2,147 |
2,150 |
2,164 |
Social contribution
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|---|---|---|---|---|---|
|
CSR expenses (million yen)* |
35 |
23 |
31 |
20 |
20 |
|
Number of participants in volunteer activities |
248 |
175 |
203 |
225 |
227 |
- Includes monetary value of donated goods and similar items
Governance
Corporate governance
(status of activity of the Board of Directors and each committee)
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|
|---|---|---|---|---|---|---|
|
Composition of the directors and the Board of Directors meeting |
Number of persons |
8 |
8 |
8 |
9 |
9 |
|
Number of outside directors |
4 |
4 |
4 |
5 |
5 |
|
|
Number of independent outside directors |
4 |
4 |
4 |
4 |
4 |
|
|
Percentage of independent outside directors |
50.0% |
50.0% |
50.0% |
44.4% |
44.4% |
|
|
Number of female directors |
1 |
2 |
1 |
1 |
1 |
|
|
Percentage of female directors |
12.5% |
25.0% |
12.5% |
11.1% |
11.1% |
|
|
Number of Board of Directors meetings held |
15 |
15 |
13 |
17 |
14 |
|
|
Average attendance ratio for the Board of Directors meeting（％） |
100% |
100% |
99% |
100% |
100% |
|
|
Nomination and Remuneration Committee |
Number of Nomination and Remuneration Committee meetings held |
6 |
7 |
6 |
5 |
9 |
|
Average attendance ratio for the Nomination and Remuneration Committee（％） |
100% |
100% |
100% |
100% |
100% |
|
|
Audit and Compliance Committee (from June 2025) |
Number of Audit and Compliance Committee meetings held |
6 |
6 |
6 |
7 |
1 |
|
Average attendance ratio for the Audit and Compliance Committee） |
100% |
100% |
100% |
100% |
100% |
|
|
Risk Governance Committee (from July 2025)* |
Number of Risk Governance Committee meetings held |
- |
- |
- |
- |
5 |
|
Average attendance ratio for the Risk Governance Committee |
- |
- |
- |
- |
100% |
|
- The Audit and Compliance Committee was reorganized to the Risk Governance Committee in July 2025.
Compliance
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|
|---|---|---|---|---|---|---|
|
Number of cases opened by the Aozora Hotline (whistle-blower program) |
Total |
10 |
13 |
16 |
21 |
20 |
|
Internal contact point |
4 |
7 |
7 |
12 |
8 |
|
|
External contact point |
6 |
6 |
9 |
9 |
12 |
|
|
Number of compliance incidents |
Cease and desist notice by relevant government ministries and agencies |
0 |
0 |
0 |
0 |
0 |
|
Suspension of operation/ |
0 |
0 |
0 |
0 |
0 |
|
|
Criminal accusation due to an incident or an accident violating a law |
0 |
0 |
0 |
0 |
0 |
|
Cybersecurity
|
Category |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
FY2025 |
|
|---|---|---|---|---|---|---|
|
Number of targeted email training for all officers and employees* |
3 |
3 |
3 |
3 |
3 |
|
- This training was provided to the domestic and overseas officers and employees across the Aozora Group, excluding GMO Aozora Net Bank, Ltd.