SUSTAINABILITY ESG Data

Social and Environmental Conservation Costs

Period covered: March 1 to the end of February Scope of data collection: Lawson headquarters and franchise stores*1

(Thousands of yen)

  FY2022 FY2023 FY2024 FY2025
Classifi cation Descriptions of
principal activities		 Investment
amount		 Expense
amount		 Investment
amount		 Expense
amount		 Investment
amount		 Expense
amount		 Investment
amount		 Expense
amount		 Effects
(1) Business area costs
                  
1 Pollution prevention costs Maintenance and management of septic tanks at new stores 0 249,951 0 249,647 0 250,141 0 226,007 Prevention of
water contamination
2 Global environmental conservation costs Implementation of energy-efficient equipment, CO2 offsetting activities 5,307,016 5,345 19,304,277 41,401 18,817,209 4,626 19,529,594 8,408 CO2 reduction
3 Resource recycling costs Waste materials-related expenses*2 0 6,543,337 0 6,613,189 0 6,816,707 0 7,152,355 Compliance with laws and regulations
(2) Upsteam/
downstream costs		 Containers and Packaging Recycling Law-related expenses 0 605,760 0 563.864 0 498,228 0 441,615 Compliance with laws and regulations
(3) Management operations costs SDGs handbook preparation costs, etc. 0 41,676 0 50,409 0 51,150 0 52,300 Promotion, dissemination and education related to environmental activities
(4) Research and development costs Energy-conserving stores’ research expenses 0 0 0 0 0 0 0 0 CO2 reduction
(5) Social activity costs Afforestation activities, cleaning activities, donations to non-profit organizations 0 358,976 0 322,210 0 596,775 0 560,705 Biodiversity preservation, regional beautification
Total*3 5,307,016 7,805,045 19,304,277 7,840,721 18,817,209 8,217,627 19,529,594 8,441,390  

*1 Including domestic area franchise stores and Lawson Store100 stores.

*2 Expenses for waste disposal and recycling at stores are estimated based on values for standard stores employed as sample figures.

*3 Because figures are rounded off, the sums of figures do not equal the totals.

Environmental Data List

Period covered: March 1 to the end of February (the period for items marked with a ★ is the administrative year: April 1 to the end of March)

Related to climate change (Reducing CO2)

●Energy consumption

Item Unit FY2022 FY2023 FY2024 FY2025
★Energy consumption (electricity consumption of the Headquarters, regional offices, branches, and stores)
Scope: franchise stores and directly managed stores of LAWSON, NATURAL LAWSON, and LAWSON STORE100		 kWh 2,220,102,190 2,206,168,475 2,213,541,917 2,085,858,321
★Of energy consumption, amount of energy consumed from renewable energy sources kWh 8,187,000 12,150,240 55,764,844 43,505,882

●Per-store CO2 emissions

Item Unit FY2022 FY2023 FY2024 FY2025
★Per-store CO2 emissions due to electricity consumption*1 t 70.7 67.7 64.2 61.9

*1 The CO2 emission coefficients are calculated on the basis of the CO2 emission coefficients specified by the electric power company. Moreover, we use different CO2 emission coefficients from year to year.

●Supply chain CO2 emissions*2

Item Unit FY2022 FY2023 FY2024 FY2025 Emissions per 100 million yen of sales in FY2025
★Supply chain CO2 emissions Total Thousands of tons 5,567.1 5,964.1 6,100.9 6,390.0 232.3
Scope1 Gasoline consumption of Company vehicles and CFC leakage from refrigerating systems Thousands of tons 4.3 50.3 36.7 30.6 1.1
Scope2 Electricity consumption of the Headquarters, regional offices, branches, and stores Thousands of tons 896.8 988.8 980.3 947.0 34.4
Scope3 Category1 Stocked raw materials (Private and national brand products,
plastic shopping bags,etc.)		 Thousands of tons 4,193.6 4,405.8 4,594.4 4,906.8 178.4
Scope3 Category2 Buildings, structures, tools and equipment, and information system hardware Thousands of tons 70.3 123.4 125.7 158.5 5.8
Scope3 Category3 Energy consumption associated with electric power procurement Thousands of tons 145.0 150.6 150.0 140.6 5.1
Scope3 Category4 Energy consumption by delivery centers Thousands of tons 136.0 139.7 118.7 112.8 4.1
Scope3 Category5 Waste generated by stores & industrial waste generated at
times of store closures and remodeling		 Thousands of tons 21.9 23.7 21.2 22.7 0.8
Scope3 Category6 Business trips by headquarters employees Thousands of tons 0.8 0.8 0.8 0.8 0.0
Scope3 Category7 Commuting of Lawson employees at headquarters Thousands of tons 1.4 2.0 2.1 2.2 0.1
Scope3 Category11 Use of products sold Thousands of tons 56.5 39.6 38.6 34.0 1.2
Scope3 Category12 Disposal of containers,disposable chopsticks and plastic shopping bags Thousands of tons 40.6 39.4 32.4 34.1 1.2
Scope3 Category14 Electricity consumption by franchise stores Thousands of tons ― ― ― ― ―

*2 Calculations are based on the Basic Guidelines for Calculating Greenhouse Gas Emissions Throughout the Supply Chain Ver. 2.8 and the emissions intensity database Ver. 3.6 for calculating greenhouse gas emissions of organizations throughout the supply chain. It does not cover Lawson’s entire supply chain. Each value is rounded so the total value does not match the values’ actual total.

  • Scope 1: Since FY 2023, we have added the amount of CFC leakage from refrigerating systems at stores.
  • Scope 2: franchise stores and directly managed stores of LAWSON, NATURAL LAWSON, and LAWSON STORE100. Franchise stores and directly managed stores of Lawson Minamikyushu, Inc.
  • Scope 3: Electricity consumption of franchise stores in Category 14 is added to Scope 2.
    The results from FY 2022 to FY 2025 were independently verified by Japan Management Association.
    Regarding electricity, LAWSON STORE100 has been included in third-party verification since fiscal 2023, and Lawson Minamikyushu, Inc. stores have been included since fiscal 2024.

●Delivery trucks

Item Unit FY2022 FY2023 FY2024 FY2025
Per-store delivery truck CO2 emissions
(Reduction rate compared with fiscal 2013)		 % 7.9 8.9 13.8 12.2
Per-store daily delivery trucks
(excluding newspapers and tobacco deliveries) 		Trucks 7.0 5.0 5.0 5.0

●Company vehicles*3

Item Unit FY2022 FY2023 FY2024 FY2025
Number of automobiles used by employees Trucks 2,028 2,001 1,991 1,972

*3 The period covered has been changed from administrative year (April to March) to business year (March to February).

●CO2 offset through the CO2 Offset Program (offsets sold or attached to products)

Item Unit FY2022 FY2023 FY2024 FY2025
Cumulative CO2 offset t 30,191 30,279 30,362 30,409

Saving resources

●Plastic containers and packaging

Item Unit FY2021 FY2022 FY2023
Plastic container and packaging weight (Index) (Reduction rate compared with fiscal 2017) *4 % 80.7 74.9 65.2

*4 The target for the weight (index) of plastic containers and packaging was achieved ahead of schedule in fiscal 2023.

●Program to reduce plastic shopping bag use

Item Unit FY2022 FY2023 FY2024 FY2025
Plastic shopping bags used per store weight kg 299 265 237 234
Plastic shopping bag refusal rate*5 % 74.4 75.9 76.5 77.1
Plastic shopping bags used weight t 4,371 3,873 3,339 3,310

*5 The item was changed from the plastic shopping bag distribution rate to the plastic shopping bag refusal rate.

Waste Reduction

●Food waste recycling

Item Unit FY2022 FY2023 FY2024 FY2025
★Stores that recycle used cooking oil Lawson Group*6 Stores 14,242 14,142 14,259 14,354
★Stores that recycle food waste (Feed-making / Fertilization / Methane) Lawson Group*6 Stores 2,307 2,326 2,318 2,336
★Heat recovery Lawson Group*6 Stores 0 0 0 0
Reducing food loss and waste (Reduction rate compared with fiscal 2018)*7 Lawson (non-consolidated) % 26.8 26.2 28.2 20.0
★Food recycling ratio Lawson (non-consolidated) % 61.9 61.4 61.9 57.4

*6 The number of convenience stores managed by the consolidated Lawson Group. Includes stores operated by Lawson Inc., Lawson Okinawa, Inc., Lawson Minami-Kyushu, Inc and Lawson Kochi, Inc.

*7 Food loss reduction rate is for Lawson non-consolidated. Starting in FY 2023, we shifted to calculation based on generation intensity (amount of food waste per million yen of sales), and previous figures have also been changed retroactively.

●Average daily waste per store

Item Unit FY2022 FY2023 FY2024 FY2025
★Survey targets: Some stores in Tokyo, and (from fiscal 2013)
stores implementing food recycling nationwide*8		 kg 41.0 42.3 42.4 41.6

*8 Food waste is the average of the results of food recycling stores nationwide.

●Waste volume

Item Unit FY2022 FY2023 FY2024 FY2025
★Total waste volume t 202,706 199,863 209,931 215,189
★Percentage of waste recycled % 38.7 42.5 43.0 48.5
★Final waste disposal volume t 124,319 114,867 119,597 110,766
★Hazardous waste volum t 0 0 0 0

Transition in Amount of Donations

(Millions of yen)*

  Lawson Green Fund Support Dreams Fund
(Scholarship program for
children from single-parent
families)		 “Dream Classes” Fund Support Dreams Fund (Scholarship program for
victims of the Great East
Japan Earthquake)		 TOMODACHI Fund Donations for disaster relief, etc. Total
Cumulative total 4,985 1,761 39 1,951 116 4,174 13,026
FY2025 103 264 － － － 25 393
FY2024 124 294 － － － 74 492
FY2023 98 129 － － － 483 709
FY2022 105 152 13 － － 266 536
FY2021 113 172 12 － － 71 368
FY2020 88 215 6 － － 140 450
FY2019 133 168 9 － 3 110 423
FY2018 150 205 － 18 9 219 602
FY2017 157 162 － 48 15 53 436
FY2016 146 － － 134 14 367 661
FY2015 110 － － 189 24 94 417
FY2014 97 － － 291 31 31 449
FY2013 83 － － 330 20 49 482
FY2012 110 － － 388 － 4 502
FY2011 111 － － 554 － 1,073 1,738
FY2010 245 － － － － 71 316
FY2009 233 － － － － 36 270
FY2008 254 － － － － 45 299
FY2007 238 － － － － 40 278
FY2006 247 － － － － 23 270
FY2005 232 － － － － 64 296
FY2004 175 － － － － 275 450
FY2003 196 － － － － 7 203
FY2002 177 － － － － 45 221
FY2001 192 － － － － 77 268
FY2000 154 － － － － 93 247
FY1999 190 － － － － 45 235
FY1998 166 － － － － － 166
FY1997 154 － － － － － 154
FY1996 107 － － － － － 107
FY1995 98 － － － － 295 393
FY1994 79 － － － － － 79
FY1993 96 － － － － － 96
FY1992 (September～) 24 － － － － － 24

* Because figures smaller than the indication units are rounded off, the sums of figures do not equal the totals.
Donations include those collected in stores, donations via Loppi, donations of Ponta and d point reward points , and donations from headquarters.

Results of Lawson Green Fund Activities

  Activity sites Area greened(ha) Woodland trees cared for
(thousands of trees)*1		 Creation and renovation of biotopes (locations) The amount (t) of CO2 absorbed by trees planted*2
  Cumulative total Cumulative total Cumulative total Cumulative total Cumulative total
FY2025 7,389 8,362 20,920 275 9.0
FY2024 7,084 8,264 20,670 264 7.3
FY2023 6,798 8,127 20,330 254 6.9
FY2022 6,498 7,982 19,960 243 5.4
FY2021 6,228 7,935 19,850 239 5.7
FY2020 5,744 7,762 19,410 209 ―
FY2019 4,893 7,753 19,390 ― ―
FY2018 4,632 7,618 19,050 ― ―
FY2017 4,379 7,443 18,610 ― ―
FY2016 4,148 7,104 17,760 ― ―
FY2015 3,947 6,989 17,470 ― ―
FY2014 3,741 6,771 16,920 ― ―
FY2013 3,489 6,679 16,690 ― ―
FY2012 3,214 6,554 16,370 ― ―
FY2011 2,912 6,367 15,910 ― ―
FY2010 2,603 6,038 15,090 ― ―
FY2009 2,298 5,704 14,250 ― ―
FY2008 2,017 5,329 13,320 ― ―
FY2007 1,736 4,984 12,460 ― ―
FY2006 1,528 4,510 11,270 ― ―
FY2005 1,340 4,093 10,230 ― ―

The data are cumulative totals since September 1992.

*1 The area greened and number of trees are calculated under certain assumptions based on the total amount of the Lawson Green Fund and the results of overall activities of the Green Fund.

*2 Trees planted as part of school greening activities through the Lawson Green Fund were calculated based on the Forestry Agency's CO2 Absorption and Fixation by Cedar Forests of 36 to 40 Years Old.

Human Resources Data

Item FY2022 FY2023 FY2024 FY2025
Number of employees (non-consolidated) (Numbers)*1 4,490 4,395 4,386 4,421
   (Men/Women) (Numbers) 3,577/913 3,495/900 3,445/941 3,444/977
Ratio of female employees (%) 20.3 20.5 21.5 22.1
New graduates hired (Numbers) 89 98 107 125
  (Men/Women) (Numbers) 43/46 65/33 63/44 66/59
Mid-career employees hired (Numbers) 37 75 99 100
  (Men/Women) (Numbers) 20/17 48/27 63/36 60/40
Ratio of women among managers (%) 13.0 13.5 14.2 15.2
Number of employees who took maternity leave (Numbers) 57 48 50 43
Number of employees who took childcare leave (Numbers) 161 192 183 127
  (Men/Women) (Numbers) 104/57 100/92 84/99 85/42
Number of employees who used the reduced working hours for childcare system (Numbers) 102 118 113 131
Home teleworkers (Numbers)*2 3,181 2,921 3,012 2,561
Number of employees who took nursing care leave (Numbers) 2 1 1 2
Average monthly overtime hours 10.90 11.28 11.20 10.95
Utilization rate of paid vacation (%) 60.42 59.13 61.86 58.89
Average age (years) 41.7 42.3 43.0 42.9
  (Men/Women) (year) 43.4/34.9 44.0/35.8 44.7/36.3 44.8/36.3
Average years of service (year) 15.2 15.9 15.5 15.6
  (Men/Women) (year) 16.6/9.7 17.3/10.4 17.0/9.9 17.2/10.1
Turnover rate (%) 7.0 7.0 6.3 5.8
Number of employees leaving the company (persons) 315 306 276 254
Percentage of employees with disabilities (%)*3 2.29 2.23 2.39 2.55
Starting salary (yen)*4 University:
211,000 yen
(monthly salary)
Graduate school:
224,620 yen
(monthly salary)		 University:
217,000 yen
(monthly salary)
Graduate school:
230,620 yen
(monthly salary)		 University:
233,000 yen
(monthly salary)
Graduate school:
240,600 yen
(monthly salary)		 University:
245,000 yen
(monthly salary)
Graduate school:
252,820 yen
(monthly salary)
Gender wage gap (All workers) (%)*5 62.5 62.4 64.1 64.2
  Subset of regular employees (％) 80.8 81.8 83.9 85.0
  Subset of non-regular employees (％) 88.1 91.9 92.0 93.7

*1 The number of employees (non-consolidated) is the total number of employees - (seconded to affiliates, accepted seconded to affiliates).

*2 Remote work system for all employees was introduced in September 2020. The number of employees is the number of people who applied to use the system in September 2025.

*3 The employment rate of people with disabilities is based on the Group total (Lawson, Inc., Lawsonwill, Inc., Lawson Entertainment, Inc. and Lawson Store 100, Inc.) and employment contracts.

*4 For those living in the 23 wards of Tokyo. Other amounts may vary depending on work location, residence, etc. The same wage system is applied regardless of gender.

*5 Explanation on wage variance between men and women.

*Explanation on data calculation

  • Subject period: Fiscal 2025 (from March 1, 2025 to February 28, 2026)
  • Regular worker: Regular employees except for directors
  • Non-regular worker: Contracted employees as well as part-time and temporary workers
    For part-time and temporary workers, the average annual wage is calculated based on the number of workers assuming statutory working hours (8 hours/day).

*Supplemental explanation regarding differences

  • Regarding regular workers, the shorter years of service of women compared to men (difference between men and women: 7.1 years), combined with a lower percentage of women in managerial positions (15.2%), create wage disparities.
    In particular, among managerial positions, the percentage of women in senior roles (the percentage of female general managers being 10.2%) is low, which has a significant impact on wage disparities.
    For this reason, we regard the empowerment of female employees as an important management requirement and are implementing human resource development measures, including career training programs for employees, aiming to achieve at least 30% ratios of female employees and women in managerial positions by 2030.
  • Regarding non-regular workers, the wage gap between men and women has resulted from the many male contract employees rehired after retirement who are receiving high wages compared to the many part-time female workers.
  • The wage gap between male and female workers overall results from the high share of men (79%) as regular workers who receive relatively high wages, compared to the high share of women (66%) as non-regular workers receiving low wages.

Data Related to Occupational Health and Safety

Item FY2022 FY2023 FY2024 FY2025
Number of occupational accidents *Excluding commuting accidents (cases) 26 40 43 38
Number of work-related fatalities (cases)*1 0 0 0 0
Number of accidents resulting in time off work (cases)*2 4 9 13 16
Ratio of accidents resulting in time off work (%)*3 0.32 0.75 1.08 1.35

*1 Number of occupational accidents (excluding commuting accidents) resulting in death.

*2 Number of occupational accidents (excluding commuting accidents) in which the employee was unable to go to work as a result of having to receive treatment for an injury or illness.

*3 (Number of accidents resulting in time off work + Number of fatalities) / Total actual annual working hours x 1 million hours

Data on Female Employees

Ratio of women among managers FY2022 FY2023 FY2024 FY2025
Number of female managers
(ratio of total female employees)		 154
13.77%		 159
14.13%		 167
14.92%		 185
15.97%
Number of female senior managers
(ratio of total female employees)		 11
7.14%		 15
9.09%		 16
9.09%		 18
10.20%
Number of female (Deputy) Senior Vice Presidents*
(ratio of total female employees)		 2
6.06%		 1
3.33%		 4
10.53%		 4
10.80%
Number of female corporate officers* (ratio of total corporate officers) 5
50.00%		 5
50.00%		 3
27.30%		 1
10.00%

* Officers refers to members of the board and corporate auditors. Executive officers include executive officers and director executive officers.

Sustainability Training Program List

Name of training Frequency of training Aims of training Main subjects covered
in training		 Number of
participants
per year
Common for all employees
Human rights and DE&I training Once a year Gain a proper understanding of discrimination, bias, and harassment and learn about actions to build workplaces with respect for diversity, where all can work with peace of mind.
  • Understanding diversity; common types of diversity conflicts leading to discrimination; harassment; factors causing discrimination and harassment; human rights hotlines
 All employees
Sustainability training Once a year Understand initiatives to realize the Lawson Group's vision for sustainability management and connect them to action.
  • Sustainability management; Lawson Group environmental vision and initiatives; Lawson's social initiatives; what we can do
 All employees
Compliance and risk management training 1 times a year Cultivate awareness of compliance and risk management in everyday duties and take appropriate action.
  • Lawson Code of Ethics, compliance priorities, controlling risks, risk management, and incident management
 All employees
Labor management training Once a year Acquire basic knowledge of correct work styles and labor management
  • Basic knowledge of daily working style and working hours, work plans, work reports
 All employees
Labor management training for managers Once a year Acquire the mindset and basic knowledge of labor management for subordinates, and realize appropriate labor management
  • Basic knowledge of labor management, understanding of working hours, concept of overtime work, work plans
 All managers
Career design training for age 53 5 times a year Looking at turning points in careers that can occur in the future, have employees reconsider their career from various perspectives, including work, health, leisure, and money to provide an opportunity to think about their future career independently.
  • Personnel system for those 55 years and older, life plan, money plan, health and leisure, what is independent career development, career plan
 124
Career design training for those in their 30s and similar ages 5 times a year Identify personal strengths and career axes and make values clear by reviewing past work experience and results. Develop practical career plans for the coming five and 10 years and put them to use on the job going forward.
  • Learning about sources of personal strength through subjects such as changes through past work experience.
  • Taking stock of personal strengths and weaknesses, mastering new strengths, and linking them to experiences and being inspired by others through group work.
  • Developing a vision for the future and preparing an action plan to achieve it, which will be used in career development interviews with superiors.
 87
Female employee career design training Once a year Formulate a long-term career vision and think about a work style conscious of balancing life events.
  • Company initiatives for DE&I promotion and the status of women's participation in the workplace, work-life balance support systems, career thinking, lectures by senior female employees and roundtable discussions
 33
Training for employees on childcare leave Once a year Prior to reinstatement, catch up with the company situation, think about the work style that suits oneself in balancing childcare, and resolve any concerns and questions.
  • Business policy for the next fiscal year, work style after reinstatement (career thinking), personnel systems and benefits, lectures by employees who balance childcare and roundtable discussions
 50
Training for employees returning from childcare leave Once a year Provide opportunities to take the first steps working one's own way by easing uncertainty about returning to work. Also, build better relationships between returning employees and superiors through understanding one another's feelings and situation.
  • Work styles and systems, introductions to case studies and best practices (pair presentations by superiors and returning employees), pair sessions for superiors and returning employees
 58
International employee follow-up training 3 times a year Learn how to leverage international employees' strengths and develop long-term career visions. Also, foster vertical and horizontal communication through roundtable discussions between prospective hires and senior employees.
  • Lawson's DE&I promotion initiatives and status of international employees; career thinking; roundtable discussions with prospective hires; panel discussions by senior employees; Japanese culture as it relates to Lawson's businesses; work on thinking about business from a global perspective
 7


PAGE TOP