Sustainability
ESG Performance Data
Environment
Management
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Group companies with ISO 14001 certification | 3 | 3 | 3 | 3 | 3 |
| Group companies performing environmental audit (internal audit) | 3 | 3 | 3 | 3 | 3 |
| Group companies performing environmental audit (external audit)*1 | 3 | 3 | 3 | 3 | 3 |
| Group companies performing environmental audit (audit by H.U. Group)*2 | 10 | 10 | 10 | 10 | 10 |
| Employees receiving environmental training*3 | 10,152 | 9,318 | 6,720 | 9,120 | 9,334 |
| Violations of environmental laws or regulations | 0 | 0 | 0 | 0 | 0 |
- Both internal and external audits performed at SRL and Fujirebio
- Audit of waste disposal contractors and environmental measurement contractors of Fujirebio
- Total number of employees receiving group-wide environmental training
Climate change
| Unit | 2021 | 2022 | 2023 | 2024 | 2025 | |||
|---|---|---|---|---|---|---|---|---|
| CO2 emissions*1 *5 |
Scope 1 | t-CO2 | 14,239 | 14,020 | 8,933 | 7,367 | 6,861 | |
| Scope 2 | t-CO2 | 29,780 | 34,561 | 32,486 | 28,663 | 29,819 | ||
| Scope 3*2 | Purchased goods and services | t-CO2 | 190,790 | 189,570 | 168,419 | 169,124 | 169,260 | |
| Capital Goods | t-CO2 | 131,413 | 89,069 | 60,418 | 68,757 | 57,935 | ||
| Fuel- and energy-related activities (not included in scope 1 or scope 2) |
t-CO2 | 8,176 | 7,408 | 3,711 | 6,017 | 6,539 | ||
| Transportation and delivery (upstream) |
t-CO2 | 4,682 | 4,951 | 4,629 | 4,411 | 5,321 | ||
| Waste generated in operations | t-CO2 | 4,101 | 3,850 | 3,948 | 3,114 | 2,541 | ||
| Business travel | t-CO2 | 1,707 | 1,827 | 1,601 | 1,550 | 1,542 | ||
| Employee commuting (including commuting by car) |
t-CO2 | 6,904 | 8,819 | 7,323 | 7,909 | 7,523 | ||
| Upstream leased assets | t-CO2 | 0 | 0 | 0 | 0 | 0 | ||
| Transportation and delivery (downstream) |
t-CO2 | 69 | 70 | 78 | 65 | 62 | ||
| Processing of Sold Products | t-CO2 | 0 | 0 | 0 | 0 | 0 | ||
| Use of sold products | t-CO2 | 16,202 | 17,229 | 1,477 | 1,202 | 927 | ||
| End-of-Life Treatment of Sold Products | t-CO2 | 1,553 | 1,435 | 1,158 | 778 | 688 | ||
| Leased assets (downstream) | t-CO2 | 6,825 | 7,092 | 6,727 | 6,964 | 5,610 | ||
| Franchises | t-CO2 | 0 | 0 | 0 | 0 | 0 | ||
| Investments | t-CO2 | 1,134 | 2,667 | 4,598 | 4,563 | 3,666 | ||
| Total | t-CO2 | 373,555 | 333,986 | 264,087 | 274,454 | 261,614 | ||
| CO2 emissions | Scope 1+2 | t-CO2 | 44,019 | 48,581 | 41,420 | 36,030 | 36,680 | |
| CO2 emission intensity | Scope 1+2 | t-CO2 / ¥100 million (sales) |
16.13 | 18.62 | 17.48 | 14.83 | 14.83 | |
| Energy use (intensity) | GJ / ¥100 million (sales) |
350 | 402 | 350 | 339 | 316 | ||
| Consumption rate by energy type*4 | Renewables (converted to crude oil or calories) |
% | 0 | 0 | 0 | 0 | 0 | |
| Fuel | % | 24 | 22 | 17 | 17 | 17 | ||
| Electricity | % | 76 | 78 | 83 | 83 | 83 | ||
| Carbon offset*3 | ||||||||
| Energy Use*4 | Electricity | GJ | 740,279 | 829,542 | 803,910 | 684,484 | 649,663 | |
| City gas | GJ | 113,127 | 124,496 | 117,179 | 102,564 | 98,552 | ||
| LPG (propane gas) | GJ | 2,102 | 2,122 | 2,468 | 2,528 | 2,159 | ||
| Gasoline | GJ | 112,362 | 95,990 | 39,315 | 27,865 | 23,551 | ||
| Kerosene | GJ | 8,569 | 6,767 | 6,408 | 6,412 | 6,257 | ||
| Heavy oil | GJ | 860 | 837 | 636 | 622 | 747 | ||
| Light oil | GJ | 163 | 493 | 377 | 0 | 280 | ||
| Renewable energy | GJ | 0 | 0 | 0 | 0 | 0 | ||
| Total | GJ | 977,461 | 1,062,611 | 970,292 | 824,475 | 781,208 | ||
- Based on Japan’s Ministry of the Environment’s emission source unit database for calculating green gas emissions through the supply chain
- Calculation based on GHG Protocol
- Not disclosed at this time due to difficulty in aggregating data
- Calculated as a crude oil conversion value
Waste
| Units | 2021 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|---|
| Waste output per sales*1・2 | t / ¥100 million (sales) | 1.3 | 1.5 | 1.7 | 1.6 | 1.3 | |
| Amount of waste generated*1 | t | 3,755 | 4,026 | 4,676 | 3,821 | 3,303 | |
| Breakdown of waste generated*1 | General waste | t | 415 | 307 | 88 | 65 | 66 |
| Industrial waste | t | 1,749 | 2,120 | 3,162 | 2,512 | 2,014 | |
| Specially controlled industrial waste | t | 1,591 | 1,599 | 1,426 | 1,244 | 1,223 | |
| Waste Plastic Recycling*1 | % | 76 | 86 | 85 | 86 | 91 | |
| Emissions of PRTR Law Class I Designated Chemical Substances*1・3 | t | 0.6 | 1.5 | 1.8 | 1.1 | 1.1 | |
- Item specialized in Japan
- Divided by sales amount
- Total for Fujirebio Inc. only
Water
| Units | 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|
| Water intake*1 | Thousand m3 | 390 | 420 | 413 | 383 | 326 |
| Water intake per sales unit*1・2 | Thousand m3 / ¥100 million (sales) |
0.14 | 0.16 | 0.17 | 0.16 | 0.13 |
| Water discharge*1 | Thousand m3 | 378 | 407 | 403 | 373 | 316 |
| Water discharge per sales unit*1・2 | Thousand m3 / ¥100 million (sales) |
0.14 | 0.15 | 0.15 | 0.15 | 0.13 |
| COD (chemical oxygen demand)*1・3 | t | 0.4 | 0.2 | 0.5 | 0.2 | 0.2 |
- Item specialized in Japan
- Divided by sales amount
- Total for Fujirebio Inc. only
Social
Customers
| 2021 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Rate of participation in control survey and quality control reporting at medical institutions using the LUMIPULSE system | 89% | 89% | 87% | 85% | 82% | |
| Number of voluntarily recall incidents | In Vitro Diagnostics business | 1 | 1 | 2 | 3 | 0 |
| Number of serious nonconformities | In Vitro Diagnostics business | 0 | 0 | 0 | 0 | 0 |
| Clinical Laboratory Testing business*1 | 2 | 0 | 0 | 0 | 1 | |
- Cases requiring administrative response
Business partners
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Number of suppliers performing risk assessment*1 | 23 | 85 | 54 | 21 | 54 |
| Percentage of suppliers performing risk assessment*1 | 88.5% | 100% | 87.1% | 100.0% | 100.0% |
| Reported cases of child labor at suppliers | 0 | 0 | 0 | 0 | 0 |
| Reported cases of forced labor at suppliers | 0 | 0 | 0 | 0 | 0 |
- Primary suppliers of each company and suppliers that account for the top 80% of annual procurement amounts
Employees*1
| 2021 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Number of employees*3 | Regular employees (male) | 2,256 | 2,156 | 1,849 | 1,813 | 1,640 |
| Regular employees (female) | 2,083 | 1,948 | 1,633 | 1,557 | 1,560 | |
| Managers (male)*2 | 572 | 573 | 516 | 479 | 452 | |
| Managers (female)*2 | 131 | 146 | 113 | 109 | 97 | |
| Number of employees by area | Japan (male) | 2,570 | 2,474 | 2,365 | 2,292 | 2,092 |
| Japan (female) | 1,911 | 1,790 | 1,746 | 1,666 | 1,657 | |
| Asia (male) | 2 | 0 | 0 | 0 | 0 | |
| Asia (female) | 0 | 0 | 0 | 0 | 0 | |
| North America (male) | 186 | 181 | 176 | 184 | 187 | |
| North America (female) | 196 | 199 | 200 | 191 | 193 | |
| Europe (male) | 79 | 79 | 90 | 89 | 82 | |
| Europe (female) | 111 | 109 | 115 | 112 | 116 | |
| Average age | 41.9 | 42.1 | 41.8 | 41.9 | 42.3 | |
| Number of employees of new graduates | Male | 47 | 25 | 46 | 37 | 47 |
| Female | 39 | 28 | 55 | 61 | 70 | |
| Number of new recruits of mid-career employment | Male | 147 | 210 | 92 | 94 | 54 |
| Female | 95 | 132 | 93 | 70 | 42 | |
| Percentage of female new recruits incl. mid-career employment | 40.9% | 40.5% | 51.7% | 50.0% | 52.9% | |
| Average years of service | 11.9 | 13.2 | 13.9 | 14.3 | 14.1 | |
| Male | 13.0 | 13.6 | 14.7 | 14.9 | 14.9 | |
| Female | 11.3 | 11.8 | 12.9 | 13.3 | 13.1 | |
| Annual working hours per employee | 1,971 | 2,036 | 1,984 | 1,968 | 1,935 | |
| Average days of paid leave taken | 13 | 18 | 14 | 14 | 17 | |
| Average rate of paid leave taken | 61.7% | 68.1% | 69.8% | 66.3% | 72.8% | |
| Work-related deaths*3 | 0 | 0 | 0 | 0 | 0 | |
| Lost time injury frequency rate*3 | 3.72 | 1.43 | 0.61 | 0.51 | 0.28 | |
| Percentage of female managers*2 | 18.6% | 20.2% | 22.2% | 23.5% | 22.8% | |
| Japan | 12.2% | 14.7% | 17.8% | 18.5% | 17.7% | |
| Percentage of employees with disabilities*3 | 2.24% | 2.34% | 2.51% | 2.70% | 2.75% | |
| Foreign-national employees*3 | 17 | 23 | 22 | 21 | 30 | |
| Percentage of employees taking parental leave (including paternity leave)*3 | 82.3% | 90.2% | 88.1% | 95.4% | ||
| Male | 71.4% | 82.5% | 75.0% | 90.7% | ||
| Female | 100% | 100% | 100% | 100.0% | 100.0% | |
| Percentage of employees returning to work after maternity / parental leave*3 | 98.8% | 99.1% | 94.6% | 95.5% | 98.6% | |
| Employees taking family care leave (short term)*3 | 1 | 2 | 3 | 4 | 2 | |
| Employees taking family care leave (long term)*3 | 2 | 1 | 1 | 0 | 2 | |
| Average annual salary of employees(¥)*3 | 6,366,856 | 6,737,803 | 6,565,266 | 6,492,252 | 6,513,203 | |
| Employee turnover rate*3 | 10.5% | 8.2% | 6.3% | 6.2% | 5.9% | |
| Percentage of employees undergoing medical checkup*3 | 87.6% | 99.8% | 99.0% | 99.9% | 99.9% | |
| Total annual training time for all employees*3 | 158,215 | 145,092 | 130,682 | 151,281 | 124,441 | |
| Average annual training time per employee*3 | 35 | 32 | 32 | 34 | 34 | |
| Average monthly overtime hours | 20.4 | 16.0 | 24.6 | 22.4 | 20.5 | |
- Full-time employees
- Managers & above
- Item specialized in Japan
Community
| 2021 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Charitable trust fund(¥)*1 | Research subsidies | 239,100,000 | 244,100,000 | 249,100,000 | 254,100,000 | 259,100,000 |
| Koichiro Fujita Award | 9,000,000 | 9,500,000 | 10,000,000 | 10,500,000 | 11,000,000 | |
| Nozomu Kosakai Award | 16,000,000 | 16,500,000 | 17,000,000 | 17,500,000 | 18,000,000 | |
- Cumulative amount for each category
Shareholders
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Shareholder / Investor engagement | 104 | 112 | 144 | 134 | 154 |
Governance
Compliance
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Violations of anti-corruption policies and procedures | 0 | 0 | 0 | 0 | 0 |
| Fines for violations stated above (¥) | 0 | 0 | 0 | 0 | 0 |
| Cases reported to H.U. Group Hotline | 116 | 155 | 184 | 152 | 192 |
Applicable range/period
| Applicable range |
Environment: Social: Governance: (Except where noted) |
|---|---|
| Period | Those figures are calculated based on our fiscal year. (April 1 to March 31 of the following year) (Except where noted) |
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Sustainability Subcommittee