Non-financial Highlights

Introduction

Packaging weight index ofplastic packaging items

CO2 emissions per store*1
Goals for fiscal 2030

50% from fiscal 2013

Reduction of（t-CO₂）（％）

Base year
101.8

120

Reduction of
(%)
100

40

2013

2022

Male childcare leave rate

2030 (Fiscal year*2)

2017

2022

2030 (Fiscal year*)

0

50

2018

2022

2030 (Fiscal year*)*Calculated from March to February of the following year to coincide with the company’s
fiscal year

*Calculated from March to February of the following year to coincide with the company’s
fiscal year

Number of female managers/
Proportion of female managers among
all managers

Number of working mothers/
Proportion of working mothers
among female employees

Outside (independent) officers

Number of working
mothers (left axis)

Proportion of female managers
among all managers (right axis)

165
Proportion of female managers
among all managers
13.0 %
180

90

120

127

131

9.5

10.1

10.7

148
11.7

165

273
Proportion of working mothers
among female employees
28.6%

(%)

(Persons)

20

300

13.0

200

0

2018 2019 2020 2021 2022 (Fiscal year)

0

93

5

10

0

95.7

117
89

16.1

92.0

104

100
75
50
25

25

0

2014 2015 2020 2021 2022 (Fiscal year)

Female officers

5

10

(%)

202
24.2

10
100

0

Proportion of working mothers amongfemale employees (right axis)

Number of working mothers

Number of female managers(Persons)

70.4
100

*1 CO2 emissions are calculated using the list of emissions coefficients by electricity
provider (substitute values)*2 Calculated from April 1 to March 31 of the following year to coincide with the administrative fiscal year Reduction of30.6%
in fiscal 2022 compared with fiscal 2013 (The figures have been changed due to the change in the coefficient.)

Number of female
managers (left axis)

(%)

93.6

150

25

0

104
92.0 %(Persons)

50

25

Male childcare leave rate(right axis)

Number of male employees
taking childcare leave

Base year
100.0

75

50

Finance / Company Information

Number of male employees
taking childcare leave (left axis)

50.0

50.9

0

Corporate Governance

Number of male employees taking childcare leave/
Male childcare leave rate

50% from fiscal 2018
76.9

70.0

75

70.7

80

30% from fiscal 2017
74.9

Sustainability

Goals for fiscal 2030
Food loss per store

Base year
100.0

100

Strategy

Status of reduction in food loss per store

Goals for fiscal 2030
Plastic for containers and packaging

CO2 emissions per store
Reduction of

Value Creation

219
24.4

211
22.2

240
25.9

273
28.6

40
30
20
10
0

2018 2019 2020 2021 2022 (Fiscal year)34Lawson Blue Challenge 2050 !

Introduction

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Towards achieving Lawson Blue Challenge 2050 !
Lawson Group is pursuing efforts to achieve its social and environmental KPIs in the target years of 2025, the 50th anniversary of its founding, and 2030, the target year of the Sustainable Development Goals (SDGs). Lawson Group also
formulated its environmental vision, Lawson Blue Challenge 2050!, aiming to realize a carbon-free society by 2050 and ensure an abundant, blue planet for the future.
In order to contribute to the ideal world that the SDGs aim to realize, we will continue our initiatives to address environmental issues, such as reducing CO2 emissions, reducing food waste, and reducing plastic in containers and shoppingbags, as we take on difficult challenges to achieve our goals (the KPIs) for 2025, 2030, and 2050.

To achieve a carbon-free society by the year 2050, we will develop an environmental vision,
identify long-term goals, and strive to achieve these goals.

2025

2030

2050

50th anniversary

SDGs targets

Environmental vision

Lawson Blue Challenge 2050 !
—Save our blue planet ! —Reducing
CO2 emissions

Per store
2013 levels Reduce by

15%

Reduce by

50%

Reduce by100%

Food waste reduction

Per store
2018 levels Reduce by

25%

Reduce by

50%

Reduce by100%

Reduce by

30%

Plastic forcontainers andpackaging
Reducing plastic

Plastic forcontainers andpackaging Reduce by
2017 levels

15%

Containers and packaging for
Lawson’s original products
Eco-friendly materials

50% used

Plastic
shopping bags Reduce byContainers and packaging for
Lawson’s original products
Eco-friendly materials

100% used

100%
35

Environment

Introduction

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Tackling issues like climate change to facilitate sustainable development
Environmental Policy

Strategy

To sustain the blessings of Earth for future generations, the Lawson Group considers the environment in every

Under the leadership of the Chief Compliance and Risk Management Officer (CRO), Lawson has formed a

aspect of our business activities and strives to achieve sustainable development and coexistence with local

Compliance & Risk Management Committee that cuts across multiple departments to identify risks and create risk

communities. We have made coexistence with local communities and striving to achieve sustainable development

scenarios each year. We evaluate each scenario on the basis of impact and likelihood and identify serious risks thatbasic principles of the Lawson Group Environmental Policy.

threaten to have a significant impact on our financial position, performance, cashflow, or strategy.

Lawson Group Environmental Policy
https://www.lawson.jp/en/csr/policy/environmental_policy/

With regard to climate change, we’ve evaluated the likely timing at which risks and opportunities related to thetransition to a decarbonized economy—for example through regulations on greenhouse gas (GHG) emissions—andto the need to adapt to physical changes such as intensification of extreme weather would impact our operations

TCFD proposal initiatives

as well as the magnitude of the impact on our financial position based on our analyses of the underlying scenarios.

Climate change is a serious environmental challenge with the potential to have a significant impact on thecontinuity of the Lawson Group’s operations. Lawson, the Group’s core company, endorsed the Task Force on
Climate-related Financial Disclosures (TCFD) in April 2020, and we continue to analyze the financial impacts ofclimate change on the Group’s businesses in line with the framework recommended by the TCFD.
TCFD proposal initiatives
https://www.lawson.jp/en/csr/tcfd/

Governance
The Lawson Group created the position of Chief
Sustainability Officer (CSO) to address intensifying
environmental problems such as climate change andappointed the president, CEO, and representative

Board of Directors

Audit & Supervisory Board

CSO (President and CEO)Management Committee

related to sustainability and which meets on a quarterly

Domestic convenience store business (Lawson, NATURAL LAWSON)

Scope of analysis

Lawson and franchise stores

Reporting period

2030, 2050

Analysis targets(1) Increase in store operating costs due to the introduction of carbon pricing(2) Impact on stores due to increased intensity of weather disasters(3) Increase in sales of environmentally friendly products

Lawson has formed a department to oversee the Group’s risk management to analyze and evaluate the likelihood
and potential impact of risks and to visualize the results as a companywide risk map based on those impacts (forSDGs Committee(Held on a quarterly basis)

Secretariat(SDGs Promotion Office)example, the scale of potential losses) and likelihoods.
We recognize climate-related risks as an extremely serious category of risk, and we analyze and evaluate
associated impacts on our businesses. We discuss how to respond based on the seriousness of each risk andbasis, as part of a program of “sustainable environment
preservation activities toward a carbon-free society.”

Target businesses

Risk management

director to fill it. We also formed the SDGs Committee,
whose membership consists of managers of departments

Scenario analysis overview

TCFD Working GroupIn addition, we’ve set ambitious targets for reducing
CO2 emissions, food waste reduction, and reducing plastic, and the Board of Directors receives regular reports on
the status of these initiatives.
A working group has been established under the SDGs Committee to promote the disclosure of information related
to climate change. Members including staff from departments responsible for business strategy, accounting, andformulate measures including risk avoidance, reduction, and transference through use of insurance.
Metrics and targets
Furthermore, in an effort to contribute to the formation of a decarbonized society and the vision of the SDGs,
Lawson has taken on the challenge of even more ambitious targets (reducing CO2 emissions, food waste reduction,and reducing plastic) in its Environmental Vision, Lawson Blue Challenge 2050 ! “Save our blue planet ! ”
Please see page 35 for more information about the Environmental Vision.

investor relations are working to disclose information in line with the TCFD framework.
36

Environment

CO 2 Emissions Reduction

Introduction

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

CO2 emissions reduction
Lawson has set itself the goal of reducing CO2 emissions per store
by 50% compared to 2013 levels by 2030. To achieve this target,
we are working to reduce electricity consumption in store facilities;

Goal for 2030 (KPI)

50

%

30.6

%

Reduction by
from 2013 levelfor example, by introducing energy-saving refrigeration systems andsolar power generation equipment and promoting the “Ten Energysaving Rules” in stores.

CO2 emissions generated by our supply chain during 2022

from 2013 level

Scope/category

Emissions covered

Scope 1 (Direct emissions)

Gasoline consumption of company vehicles

Scope3(Other indirect emissions)

4.3

Electricity consumption of the Headquarters, regional offices, branches, and stores

896.8

Raw materials purchased (private and national brand products, plastic shopping bags, etc.)

4,193.6

Category 2

Buildings, furniture and fixtures, and information system hardware

70.3

Category 3

Electricity consumption associated with procurement of electric power

145.0

Category 4

Energy consumption of distribution centers

136.0

Category 5

In-store waste and industrial waste due to store closures and remodeling

21.9

Category 6

Business trips by Lawson Headquarters’ employees

0.8Category 7

Commuting by Lawson Headquarters employees

1.4

Category 11 Use of products soldCategory 12 Disposal of containers, chopsticks, and plastic shopping bags
Total

Emissions(kt-CO2)

Category 1

Scope 2 (Indirect emissions)

Ten Energy-saving Rules
1. Clean refrigerator and air conditioner filters once a week.
2. Keep air conditioner temperature settings at 27˚C in summer, 18˚C in winter, and off in spring and autumn.
3. Minimize the time for which doors to walk-in and storage freezers and refrigerators are
opened while moving products in and out.
4. Keep the area around outdoor refrigeration and air-conditioning equipment neat and tidy.
5. Restock summer products that are frozen in-store from stocks that have been refrigerated.
6. Restock hot drinks with products that have been stored at room temperature.
7. Do not overfill storage freezers and refrigerators.
8. Turn off lighting and air conditioning in back rooms and storage areas when no one is present.
9. Arrange products in open cases so that they do not disturb the air curtain.
10. Minimize the number of times storage freezers and refrigerators are opened.

Approx. 5,567,100 tons

*Method of calculating greenhouse gas emissions in the supply chain
Calculated from the Database of Emissions per Base Unit Ver. 3.3 for calculating greenhouse gas emissions of organizations throughthe supply chain and Ver. 2.5 of the Guidelines for Calculating Greenhouse Gas Emissions.

Results for 2022

Reduction by

Total CO2 emissions

56.5
40.6
5,567.1*Does not cover all of Lawson’s supply chain. Total values cited may diverge slightly from totals calculated by adding individual values due
to rounding. Scope 2 includes electricity used by stores belonging to Category 14 of Scope 3.
Fiscal 2022 results have been subject to third-party verification by the Japan Management Association. (The third-party verification
process excluded electricity use by Scope 2 LAWSON STORE 100.)

Targets
SBT certification
To accelerate its efforts to combat climate change, Lawson submitted a commitment letter in June 2022 to the SBT Initiative*2, seeking certification*1 from that body to the effect that the Group’s greenhouse gas reduction targets are
consistent with the Paris Agreement.
Including group companies, we are working to identify GHG emission targets associated with our business activities, collect data, promote reduction activities, and set reduction targets as we strive to earn certification within two years aspart of a larger effort to achieve the 1.5°C target set forth in the Paris Agreement.
*1 SBT: Science Based Targets. These are greenhouse gas emission reduction targets set by companies that are consistent with the levels required by the Paris Agreement. Targets must be set five to 10 years ahead with the aim of reducing emissions by 4.2% or more per year.
*2 An international initiative jointly established by the World Wide Fund for Nature (WWF); the CDP, an international NGO working on environmental issues; the World Resources Institute (WRI); and the United Nations Global Compact (UNGC). The initiative works to establish reduction
targets that are consistent with scientific knowledge in order to prevent the average global rise in temperature caused by climate change from exceeding pre-Industrial Revolution levels by more than 2°C or 1.5°C.

37

Environment

CO 2 Emissions Reduction

Introduction

Conducting a pilot project with a new store to reduce electricity use

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Introduction of compact, fuel cell-powered trucks

In November 2022, we opened a new store in the city of Kawasaki, Kanagawa Prefecture, featuring solar panels

We began introducing compact, hydrogen-powered fuel cell trucks that were jointly developed by Toyota Motor

as well as glass and acrylic doors on about 80% of its refrigerated and frozen display cases as part of a pilot project

Corporation and Isuzu Motors Ltd. to help limit global warming and realize a sustainable society that can harness

whose goal is to reduce electricity use at the store by 40%, and CO2 emissions by 55%, compared to 2013 levels.

a more diverse range of energy types. Lawson distribution centers in the city of Motomiya, Fukushima Prefecture,

We’re planning to standardize this approach for new stores after March 2024 after verifying its effectiveness throughand Ota Ward, Tokyo, each began

February 2024. We’re also planning to bring the approach to existing stores when they’re due for renovations inoperating one of the trucks infiscal 2024 and beyond.

May 2023. Going forward, we will
work to reduce CO2 emissions
from distribution by progressively
expanding the area within which
products are delivered to storesby such trucks.

Lawson’s headquarters switches to green power
In April 2023, Lawson’s headquarters began filling its electricity needs with green power (effectively renewableenergy with environmental value such as post-FIT solar power). The change is expected to lower the facility’s annual
Introduction of CO2 refrigeration systems

CO2 emissions by about 280 tons. The office is also working to lower electricity use in July and August. In addition to

Lawson started installing highly energy-efficient non-CFC (CO2 refrigerant) freezing and refrigerating systems

emphasizing the need to turn off lights

in fiscal 2010. Approximately 5,300 stores have installed the systems (as of the end of February 2023). Thesein unused areas, the headquarters is

systems use CO2 refrigerants whose impact

pursuing a range of initiatives with bothon global warming is considered to be lower

environmental and health components;

than that of CFCs, allowing them to materiallyfor example, encouraging workers to

reduce greenhouse gas emissions. They also

use air conditioning appropriately anduse considerably less energy.

to adopt business-casual attire.

CO 2 freezer
Reach-in freezer
2 HP for freezing

Open display case

Display case withrear walk-in access
CO 2 freezer
10 HP for freezing

38

Environment

Reducing Plastic Use

Introduction

Reducing plastic use
The material plastic brings convenience to our lives but also poses

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Food waste reduction
Goal for 2030 (KPI)30

Lawson considers reducing food losses due to waste to be anenvironmental problems due to plastic waste. Lawson is working toReduction byaddress those problems by reducing use of shopping bags, plastic

from 2017 level
Plastic in containers and packaging%

beverage bottles, and other plastic containers.

extremely important priority, and we’re working to realize a 50%
reduction compared to 2018 levels by 2030 through a combination of

Goal for 2030 (KPI)

50

%

23.1

%

Reduction by
from 2018 levelmeasures including optimizing orders, discounting prices to encourage
Results for 2022

Reduction by
from 2017 level25.1

sales, and modifying containers to extend best-by dates.

%

Lawson launches pilot project to use paper lids for coffee products at MACHI café

Results for 2022

Reduction by
from 2018 level

Promotes buying the frontmost item on the shelf

In June 2023, Lawson launched a pilot project to switch from plastic to paper lids for MACHI café hot coffee

We’re working with the Consumer Affairs Agency; the Ministry of Agriculture, Forestry and Fisheries; the Ministry

products (S size) at some stores. The change reduces the amount of plastic per cup from 2.1 grams to 0.3 grams.

of the Environment; and the Japan Franchise Association to implement the “Choose from the Front” program. The

Once the pilot project is complete, we plan to roll out the change to all stores with MACHI café offerings nationwide

program seeks to reduce food losses by encouraging customers who plan to consume a purchase immediately to(as of July 31, 2023, about 13,700 stores).

choose the frontmost item on the shelf.

Replacing the lids of salad containers with plastic seals

Flash-freezing and donating KARAAGE-KUN Fried Chicken

In May 2023, we began using plastic seals instead of lids for some salad

and other products whose sell-by date* has passed

containers at Lawson stores nationwide (excluding Okinawa prefecture). The

We’re conducting a pilot project at some stores in Tokyo to reduce food wastechange is expected to lower annual plastic use by about 100 tons and annual

while ensuring that food is used effectively by flash-freezing KARAAGE-KUN Fried

CO2 emissions by about 160 tons.

Chicken and other fried foods that have passed their sell-by date and donating themIn the past, we had used latching plastic lids for salad containers, along withto cafeterias for needy children and other organizations.

additional strips of tape to keep the lids from coming off. Switching to plastic

The project, which is part of a joint initiative with Shinagawa Ward and theseals helps reduce plastic use in the lid and tape as well as CO2 emissions.

Shinagawa Ward Council on Social Welfare conceived to help feed needy children,

Moreover, we’re using technology for printing directly on the packaging material

involves freezing fried foods that have passed their sell-by date with a flash-freezer

to save resources by eliminating the need to affix paper product and ingredientthat can preserve the items while retaining freshness and donating them to cafeteriaslabels as in the past.

for children and other organizations in Shinagawa Ward via the Shinagawa Children’s
Cafeteria Network. Donated food is recooked by the cafeterias and used as partof their lunch and dinner menus. We’re studying regional needs and operational
processes through the pilot project and examining whether we can bring the program
to other stores and expand the range of products it includes.
*Lawson determines sell-by dates using a proprietary method. Items are removed from stores but canbe consumed since their expiration date has not passed.

39

Society

Human Capital

Basic policy of human resources strategy
At Lawson, we have a well-systematized Group philosophy, as well as accompanying action guidelines in the

Introduction

based on each individual’s capabilities, without regard to his or her attributesand values. Together with this, we also conduct regular training, as well as job-

nationality, age, educational background, origin, or other such factor.

specific training, rank-specific training, selective training and more, in order to

For Lawson, the ideal human resources are those who can express value through cooperation and teamwork,

support individuals in achieving their career aspirations. Moreover, starting in

who are capable of continual change in order to generate value, and who persevere in order to achieve goals. The

January 2023, we introduced a “lawson management school” which included

behavior of such personnel is characterized by being capable of thinking and acting on their own initiative.

153 branch managers and sales department managers nationwide and which

To put our Group philosophy into practice toward achieving the fiscal year mission, we have a growth-

was taught by the president. Our aim is to promote awareness and leadership
Division Directorof Human Resources

Takeji Hino

We evaluate employee behaviors (processes) that produce positive results and employee performance (the results

individual employees are also asked to specify their goals for the future in light of their personal histories and current
positions. Interviews are conducted to support their growth as individuals.

among managers on an individual level, such as with regard to the qualifications
as a leader, the importance of earning power, organizational skills and the pursuitof ideals, to, thereby, contribute to the further growth of the Lawson Group. In the
future, we plan to expand this program to product, marketing and developmentof the behaviors), relying on these two evaluations to determine how employees should be treated and to further
We employ a career development sheet to ensure employees’ ability to determine their own career paths, andFinance / Company Information

At Lawson, we operate a personnel system which determines role grade andOur personnel hiring is conducted in line with the Lawson Group Human Rights Policy and focuses on eachhuman resources development.

Corporate Governancesalary according to scope of responsibility and role to be fulfilled, and which isindividual’s aptitude, motivation and ability regardless of gender, gender identity or expression, sexual orientation,

roles to be fulfilled for each job, as well as by introducing a system for evaluating the behavior of each employee.

Sustainability

Cultivating new human resources using a developmental personnel system

responsible for putting it into practice.

foster a culture of self-initiative by operating a personnel system which clarifies the scope of responsibility andStrategy

Message from the Division Director of Human Resources

form of the Lawson’s Way (Action Guideline), and we invest effort into cultivating core human resources who will becentered HR system that encourages employees to think and act autonomously in performing their jobs. We

Value Creation

managers as well. Since fiscal 2016, to help general managers become theSustainable Corporate Growthnext generation of senior management leaders, wehave pursued committee-driven creation of individualGroup philosophy

Fiscal year mission

development planning, personnel development throughinterviews and other means, and progress monitoring.
And in order to also foster the development of female

Lawson’s Way (Action Guideline)
1. Create stores filled with the best smile in town.
2. Speak out your ideas to take action.
3. Enjoy your challenge.
4. Value your friends to become one.
5. Act in good faith.

Personnel capable of thinking andacting on their own initiative[Individuals][Superiors]

Capable of thinking andacting on their own initiative

Training
subordinates

leaders, we have decided that one out of every threecandidates must be a woman.
Also, in order to improve employee engagement, we
conduct an employee awareness survey once a year
and share the results with not only management but all
employees company-wide. Also, we promote diversity, equity
and inclusion (DE&I) as a part of our management strategy.

Developmental personnel system

Within this, our greatest effort goes towards promotion of
female advancement in the workplace. Furthermore, we
seek to cultivate a better working environment and provide

Lawson’s Way Action Guidelines

support for healthy lifestyles in order to help our employees
maintain and improve their health.
40

Society

Human Capital

Introduction

A training program which supports career development

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

List of main training content

At Lawson, with the aim of putting our Group philosophy into practice, we operate a training program which isbased on Lawson’s corporate and business strategies and which delivers high-level knowledge and skills neededfor various job types and positions. In order to facilitate autonomous growth among our employees and empower
them to be “capable of thinking and acting on their own initiative,” a training system is independently provided by

Training

TargetFrequency

ParticipantsCompany entry training program
Employee training for new routine hires

New routine hires

Once per year

89

Employee training for new non-routine hires

New non-routine hires

10 times/year

64

Store employee training

the Company, as well as an environment for employees to pursue independent learning. And with a view also to

Employee training for routine hires (university graduates)

New routine hires (university graduates)

4 times/year85

reskilling, all personnel are provided with systematic and ongoing support, such as a more robust e-learning system,

Employee training for routine hires (high school graduates)

New routine hires (high school graduates)

4 times/year

10

regularly held self-directed training, and an expanded LOCP (a personal development support system), to help themTraining for non-routine hires

New non-routine hires

2 times/year

5

Store manager training

Store managers

4 times/year

178

Store manager follow-up training

Store managers

2 times/year24

ASV promotion training

Assistant supervisors

2 times/year

145

SV pre-promotion training

Assistant supervisors

6 times/year

156

SV training

Supervisors

8 times/year279

MC promotion training

Managemental consultants

2 times/year

16

AMD training

Assistant merchandisers

2 times/year

51

ARFC training

Assistant recruit field counselors

4 times/year18

New junior manager training

Assistant managers

2 times/year84

New manager training

Managers

2 times/year39

New senior manager training

General managers

2 times/year

13

M1 upskilling training

Assistant managers

2 times/year172

M2 upskilling training

Managers

2 times/year162

Lawson management school

Branch managers, sales department managers

1 time/year

153

Lawson management course

General managers, managers

1 time/year

18

Executive management course

General managers

1 time/year

11

Transformational leader development program General managers

1 time/year

1

Job-specific training

pursue learning at any time they want.
Aim of the education and training system
From new hires to management, we categorize and provide the knowledge and job requirements necessary foreach role. Learning content is separated into different categories, including technical skills required for general jobs
(e.g., basic and job type-specific specialized knowledge and skills), interpersonal skills necessary for management
and leadership, conceptual skills used to develop the managerial perspective of executive candidates, and employee
awareness-raising educational matters which apply company-wide, such as compliance and human rights, DE&I andlabor management. We also provide this education and training in the format which is best suited to the participant,such as face-to-face training, online training and e-learning.
Technical skills

Interpersonal skills

Conceptual skills

Basic knowledge
for general jobs

Specialized knowledge
for general jobs

Basic knowledge
for managerial jobs

Management knowledge
for managerial jobs

Senior management andexecutive awareness-raising

Company entry training program
Store employee training

Job-specific training(line-specific training)

Rank-specific training(target/entry)

Selective training

Selective training

Common to
all employees Separate training in compliance and risk management, human rights, DE&I, harassment, SDGs, labor management, and career design

Learning venue (training frequency) expansion
Due in part to recent changes in the social environment (e.g., changes implemented to prevent infectious spread),
we utilize not only face-to-face training but all means to provide a learning venue to participants. In particular, ourRank-specific training

Selective training

Common to all employees

early changeover to, and active introduction of, online training has had an extremely pronounced impact, and we

Human rights and diversity training

All employees

1 time/year

All employees

have been able to increase the types and frequency of training to match employee needs.

SDGs training

All employees

1 time/year

All employees

Compliance and risk management training

All employees

1 time/year

All employees

Labor management training

All employees

1 time/year

All employees

Manager-focused labor management training

Managers

1 time/year

All managers

Remote work training

Required for remote work applicants

1 time/year

All targets

Career design training

Employees who will turn 53

6 time/year

131

Fiscal 2020

Fiscal 2022

60

119

198.3%

Training participants*

1,887

3,082

163.3%

E-learning courses*

44

160

363.6%

Item
Training sessions**Human Resources Department-led training system in Lawson Inc.

Extension rate

*Fiscal 2022 figures for Lawson Inc.

41

Society

Human Capital

Introduction

Engagement score ascertainment

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Work motivation reform project
In order to improve employee job satisfaction and engagement by fostering personal development and a sense of

An employee awareness survey is given to all employees once a year in order to bring company-wide issues

achievement through the voluntary pursuit of challenges undertaken within a context of mutual trust and solidarity

into focus and contribute to improved organizational management. Questions are divided among the categories ofamong the diverse human resources working together in the Group, we have launched the “Work motivation reform”

company, job, workplace, superiors, systems and career autonomy, with responses being compared year-to-year

project under the guidance of the Sweeping Transformation Executive Committee.

to analyze changes from the previous survey and their causes, correlations between questions, and other factors.

For this project, we recruit volunteer members from among employees nationwide to discuss specific proposals

Satisfaction levels on the fiscal 2022 employee awareness survey were higher in almost all categories comparedon a range of topics, such as stimulating more active communication and streamlining business operations. In fiscal

with the previous year.

2022, thirty members were divided into three teams to discuss “business operations improvement,” “interpersonalconnection” and “feedback” and come up with measures to propose to the president and other executives that will

Question: I am satisfied working for this company.

Positive response rate

contribute to increased job satisfaction.

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

70.4%

70.8%

74.7%

74.0%

74.5%

*Employee awareness survey results (figures for Lawson Inc.)

Expansion of challenge opportunities: the 100 Million Yen Challenge
and the Lawson Challenge Award
The 100 Million Yen Challenge was developed to solicit ideas for new challenges that would be undertaken
within a budget of 100 million yen. It has been in operation since fiscal 2021 as part of the Work motivation reformproject. During that first fiscal year we received 170 entries, and the number grew to 200 in fiscal 2022. After all ofEngagement enhancement efforts
Employee awareness survey improvement activities
The results of the employee awareness survey are reported at the management meeting and are used in considering
different measures and systems for addressing company-wide issues. In addition, the results are used to createorganization-specific charts, and, for feedback, each employee is provided with a summary of the survey results
for all employees as well as the chart for the organization to which he or she belongs. Within each organization, thehead of the organization talks with members about improvement activities to address the organization’s issues andcollectively improve the workplace environment.

the presentations were made to the president and executive officers, it was a plan for a coffee subscription service
which was ultimately chosen and which is now being trialed in Aichi Prefecture.
In fiscal 2018, the “Lawson Challenge Award (L-Challenge)” was begun to solicit and publicly recognize job
innovations and business operation improvements and new ideas implemented over the course of the year. In fiscal
2022, there were 149 entries, of which the top ten made presentations to the president and executive officers, withthe final award going to the Chubu Product Department for its development of a Yokkaichi Tonteki-don rice and meatbowl (sale ended), which is a popular local dish.
Through these sorts of measures, employees are encouraged to voluntarily seek out challenges.

In fiscal 2022, in addition to the annual employee awareness survey, a simple pulse survey was trialed insome areas. This survey is conducted once every two months in order to get real-time results that are used in an
organizational improvement activity cycle, such as faster situational assessment and action. This simple pulse survey
will be introduced to all branches nationwide in fiscal 2023 with the aim of more quickly ascertaining employee
engagement on-site and then pursuing improvement measures.

Coffee subscription
service selected forthe fiscal 2022 100
Million Yen Challenge

The Chubu Product Department’s local specialty productselected for the L-Challenge (Lawson Challenge) Award in
fiscal 2022.

42

Society

Diversity

Introduction

Promotion of diversity, equity and inclusion (DE&I)

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Diversity, equity and inclusion (DE&I) promotion efforts

Within Lawson, we have made diversity, equity and inclusion (DE&I) a key part of our management strategy.

In order to promote DE&I, since 2005 we have conducted our routine hiring with the aim of achieving a 50-50 balance between

Lawson aims to be a company which promotes employee diversity, treats all employee fairly, is accepting ofdifferences, and empowers every employee to voice his or her ideas and to tackle challenges.

men and women. Since 2008, we have been actively hiring non-Japanese recent college graduates, with around 10-15% of newhires each year being non-Japanese. After hiring, follow-up training is provided, and employees are assigned not only overseas but
to a variety of different departments. Currently, the majority are working in management positions.
In order to promote employment of people with disabilities, we established the Lawson Will special subsidiary in 2013 andD (Diversity)

E (Equity)

I (Inclusion)consign a portion of Group company business operations to it. Furthermore, employees with disabilities are now included within the

We warmly welcome diversity among our team members,
not only with regard to gender,race and age but also individual
character, customs, religion andother attributes.

We prepare the necessary
resources according to each
person’s background so thateveryone feels empowered tovoice their ideas and supported
in taking on challenges.

We work to create an environment of unity, where everyone has respect for one anotheras colleagues and individuals
and where there is acceptanceof one another’s value system.

scope of our system which allows employees to select the number of days and hours they work, and we are also now promoting
their hiring as regular employees. We are endeavoring through various initiatives to create an environment of greater understanding
for the disabled, such as by trialing the wearing of bibs which display an employee’s job duties, thereby helping to relieve theanxiety of store employees with disabilities who feel it difficult to perform customer service tasks, as well as giving those interested
the opportunity to participate in wheelchair basketball experience events.
In fiscal 2021, we raised the retirement age to 65 and introduced an Active Senior Full-time Employee System. Accompanying
the extension of the retirement age, we provide all employees who have reached the age of 53 with career design training in orderto provide them with a venue for thinking about future career development. Also, we create an environment conducive to continued

Diversity, equity and inclusion (DE&I) promotion system

work after the age of 60 by offering these multiple job courses and work styles to choose from.

With the president at the top and working in conjunction with the Human Resources Division, a DE&I promotion
officer is appointed who oversees necessary system planning, operation, assignment, etc. Also, the Marketing
Strategy Division carries out marketing based on ideas provided by women in order to create new business value.
In addition, leaders are chosen for each area of the country, with regular sessions of the “Genki Leader Committee”
being held to with the aim of promoting DE&I, stimulating in-house communication, and promoting employee health.

Starting in fiscal 2023, we are working to promote greater LGBTQ understanding among employees by (1) conducting seminars
and e-learning, (2) establishing a consultation desk, (3) changing our company housing system (to allow same-sex partners), and(4) changing internally used common names (to allow changing to a name which conforms to one’s gender identity).
Additionally, in order to help non-Japanese part-time in-store employees more quickly learn store operations, a multilingual
partial translation of the operations manual and a multilingual (nine languages) lexicon of Lawson-related terminology – a“Lawsonary” –have been introduced, along with other support, like the use of easier-to-understand Japanese.
We disregard gender, gender identity and expression, sexual orientation, nationality, age, schooling, and birthplace, focusing
instead on individual suitability, motivation, and ability.

DE&I Promotion System

Monthly average overtime hours/Annual leave utilization rate*

President

Item

Marketing Strategy Division

Human Resources Division
DE&I Promotion Officer

Marketing Team

DE&I TeamGenki Leader Committee

Monthly average
overtime hours

Annual leave utilization rate

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022

11.2

10.7

9.4

10.5

10.9

40.9% 53.4% 54.2% 57.2% 60.4%

Employment of non-Japanese employees (as of the end of fiscal 2022)*
Country/territory of origin
China
Korea
Vietnam
Nepal
Mongolia
Indonesia
ThailandBangladesh
Total

Males
47
13
1
2
2
1
—
1
67

Females
54
21
2
—
—
—
1
—
78

Total
101
34
3
2
2
1
1
1
145

*Figures for Lawson Inc.

43

Society

Diversity

Introduction

Value Creation

Strategy

Sustainability

Corporate GovernanceOur declaration!

Goals and efforts for the promotion of female
advancement in the workplace

Lawson will promote female advancementin the workplace as part of DE&I promotion.

as they raise children” and have made it a quantitative goal that “30% of all employees shall be

Finance / Company Information

We have made it a qualitative goal to “be a company which enables women to continue working
women by fiscal 2030” and “30% of all managers shall be women by fiscal 2030.” Since 2005, weDiversity of human resources is indispensable to innovation.
At Lawson, we believe that the active recruitment of diverse employees, including women and non-Japanese,
combined with an empowering environment which helps them to develop, contributes to increased corporate
value; thus, we will continue to actively pursue the promotion of female advancement in the workplace.
President and CEO, Representative Director, Chairman of the Board

Sadanobu Takemasu

have made it a goal that “50% of newly hired college graduates shall be women,” and we continue
to actively recruit women in order to ensure we meet this. Also, for female employees in their mid-twenties to early thirties, we want
help alleviate their concerns about being able to balance life events and work so that they can continue working; thus, we provide careerdevelopment training where women can talk with their seniors about the latter’s experiences, as well as chart their own future career
path. Furthermore, we run selective leadership training as supplementary training for sales line manager candidates, during which
opportunities to meet and talk directly with female corporate executives and the president are provided with the aim of fostering aleadership mindset. In addition, we conduct childcare leave employee training aimed at providing company information to employees onchildcare leave and facilitating career development for after they return to work, as well as cultivating a network. This training alleviates
employees concerns about returning to work and helps them get back up to speed.

Data relating to women*
Gender wage gap

Fiscal 2022

All workers

62.5%

Subset of regular employees

80.8%

Subset of non-regular employees

88.1%*Explanation about data calculation•Target period: Fiscal 2022 (March 1, 2022 February 28, 2023)•Regular employees: Regular employees other than executive officers.
•Non-regular employees: Temporary employees, part-time employees.
For part-time employees, the average annual wage is calculated based on the cumulative
number of employees for legal working hours (eight hours/day).

Because men’s participation in childcare is important for achieving female advancement in the workplace, we introduced our own,
distinctive short-term childcare leave system in 2014. Since fiscal 2018, the utilization rate has remained at or above 90%. Also, with
the introduction of childbirth childcare leave (post-birth leave for fathers), we provide e-learning about it to all employees and encouragethem to make use of it. As a result, the combined utilization rate for long- and short-term childcare leave amongst men in fiscal 2022

*Supplementary explanation about gap•With regard to regular employees, because the number of continuous years worked is fewer for women than men (difference of 6.9 years) and the percentage of female
managers is low (13%), this has a major impact on the wage gap. Thus, we have made promotion of female advancement in the workplace a key management priority,
aiming to raise both the percentage of female employees and managers to at least 30% by 2030, and, towards this end, we are engaged in a variety of human resources
development, such as employee-focused career training.
•With regard to non-regular employees, the wage gap between men and women is due to the fact that many men are rehired as temporary employees after theirretirement, thus receiving higher wages, while many part-time employees are women.
•The wage gap between men and women for employees overall is due to the fact that men make up a higher percentage (80%) of regular employees, who receive
relatively higher pay, while women make up a higher percentage (62%) of non-regular employees, who receive relatively lower pay.

was 92%, with 22.3 days being the average amount of leave.

Male childcare leave rate*

Proportion of female managers among all managers*
Fiscal 2014

Number of male employees taking childcare leave
Male childcare leave rate

Fiscal 2015

Fiscal 2020

Fiscal 2021

93

117

89

104

16.1%

70.4%

93.6%

95.7%

92.0%

Fiscal 2020

Fiscal 2021

Fiscal 2022

Proportion of working mothers among female employees*
Number of working mothers
Percentage of working mothers among female employees*Figures for Lawson Inc.

Fiscal 2019

employees who can serve as roles models, and much more.
Lawson has developed a number of support systems adaptable to employee needs to help them balance childrearing with work,
including a reduced working hours/days system, holiday system and family accompaniment transfer system.

Fiscal 2022

23

Fiscal 2018

In addition, a Lawson Work Style Handbook has been created and shared with all employees which contains a message to them fromtop management about DE&I promotion, as well as an introduction to the career path and work-life balance support systems, profiles of

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

No. of female managers

120

127

131

148

165

Proportion of female managers among all managers

9.5%

10.1%

10.7%

11.7%

13.0%

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Proportion of female new graduate hires*Fiscal 2018

202

219

211

240

273

Number of female new graduate hires*

78

100

99

58

46

24.2%

24.4%

22.2%

25.9%

28.6%

Proportion of female new graduate hires

41.7%

44.4%

44.8%

49.2%

51.7%

44

Society

Working Environment / Health and Productivity Management

Working environment

Introduction

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Health and productivity management

With the aim of ensuring employees have a safe, worker-friendly and motivating workplace environment, we provide

As a company that contributes to customers’ overall health, Lawson values the health of its employees as well as the owners

opportunities for dialog-focused labor-management consultation and encourage employee participation in discussions

and crews of franchise stores. We announced a health declaration to this end in 2013. With the president serving as Chiefon a variety of topics, including how to develop the workplace environment and promote work efficiency and improve theSustainability Officer (CSO) and Chairman of the Health and Wellness Promotion Committee, we have established a system toorganizational culture. In particular, both labor and management conduct monthly self-checks and engage in dialog about

actively promote health and productivity management and strengthen health initiatives and health management for the Company

working hours, the status of leave utilization and other concerns in order to identify issues early and then promptly develop

and its customers.

measures to address them.

Since September 2018, we have been working to strengthen group-wide health promotion measures in cooperation with the

We ensure that the 5S Methodology of “Sort, Set, Shine, Standardize, and Sustain” is fully implemented by our franchise

Lawson Group Health Promotion Office, a body operating under the direct supervision of the President, the Human Resources

stores, and we ensure that the safe operating procedures presented in the operation manual are carefully followed in order

Division, the labor union, the Lawson Health Insurance Society and the health ambassadors established in each department.

to prevent accidents. We also hold safety management meetings company-wide to raise awareness concerning driving

Another important concern is promoting the health of franchise store owners, and we are working through the Lawson

safety among store supervisors and others whose jobs involve driving. When a serious work-related accident occurs, we

Owner Welfare Association to provide a menu of health-related options, including a health check-up subsidy system and theinvestigate and analyze the cause and share our findings internally with the aim of preventing reoccurrence. Also, withestablishment of a health support desk. As a result of our various initiatives, such as efforts tailored to local health concerns, asregard to improvement of the working environment, we emphasize stress check-based employee care, including support

of fiscal 2022, we have been selected as a Health and Productivity Management Brand (for the fourth time) and a Health andfor departmental issue identification and improvement action and implementation of training by industrial physicians.

Productivity Management Outstanding Organization (large-scale corporate sector; seventh year in a row), in recognition of our
status as a company which practices particularly outstanding health and productivity management.

System to promote health and productivity

Setting target value

Chief Sustainability
Officer (CSO) (President)

In terms of KPI for three years from fiscal 2022, we have set values equivalent to pre-pandemic levels for the percentage of
persons in the acceptable value range for the five inspection items and for non-smokers. We conduct follow-ups with employees

Assistant CSO (Chairman, Lawson Health Insurance Society)(Supervising industrial physician)Health and Wellness
Promotion Committee

Human Resources
Division

individually to help them recognize the importance of taking personal responsibility for their own health maintenance andLawson Group Health
Promotion OfficeLawson Health
Insurance Society

improvement and to make changes in their lifestyle accordingly.

Health ambassadors
OverweightLawson Group Health Promotion Office members

For more information about health-related efforts aimed at Lawson employees
https://www.lawson.jp/en/csr/hrs/

Fiscal 2021
actualFiscal 2022
actualChange fromthe previous year

Fiscal 2025
target

Males

46.8%

47.0%

+0.2%

52.0%

Females

75.4%

75.9%

+0.5%

79.0%

Blood pressure

72.9%

73.1%

+0.2%

76.0%

Liver function

65.8%

67.7%

+1.9%

72.0%

Lipids

79.5%

80.4%

+0.9%

82.0%

Blood sugar

62.2%

60.8%

-1.4%

66.0%

Non-smoking

70.9%

71.8%

+0.9%

75.0%

Percentages of persons in the acceptable range are aggregated totals for persons of all ages who are members of the Lawson Health
Insurance Society.
• Weight: BMI of less than 25, and a waist circumference of less than 85 cm for males and 90 cm for females.
• Lipids: Neutral fats of less than 150 mg / dl and HDL cholesterol of at least 40 mg / dl.
• Blood Pressure: Systolic of less than 130 mm Hg and diastolic of less than 85 mm Hg.
• Blood Sugar: Fasting blood sugar less than 100 mg / dl or HbA1c less than 5.6%.
• Liver Function: AST less than 31, ALT less than 31 and γ-GT less than 51.

45

Society

Human Rights Policy

Introduction

Lawson Group Human Rights Policy

Compliance & Risk Management Committee Meeting& Promotion System• Organized as issues to discuss in the meeting from the perspective of human rights risks
and human rights

In June 2021, we established the Lawson
Group Human Rights Policy as our top-levelbasic policy on human rights to promote theSDGs and ESG-based management.
To advance the policy, each department,
under the supervision of the CRO, takes theinitiative to promote respect for human rights
in its respective activities. The progress of• Formulate action plans for each task
based on the Human Rights Policy• Request related parties to take action• Check progress of relevant parties
and compile their action responses• Propose initiatives related to respectfor human rights• Update the Human Rights Policy

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Consultation service for human rights issues
A consultation service contact point for Lawson employees has been established to accommodate requests
for consultation and internal reports regarding compliance and risk management issues, including human rights• Promote through collaboration between the Legal Department,
CR manager, and related departments

Legal Department

Value Creation

violations.

CR
EachManager divisions

Stakeholders

CR
EachManager divisions

Stakeholders

CR
EachManager divisions

Stakeholders

CR
EachManager divisions

Stakeholders

Consultation/Whistleblower Hotline
https://www.lawson.jp/en/csr/governance/compliance/

Consultation services for all stakeholders
We have established various contact points to accommodate requests for consultation and reports on a wide
range of human rights issues. These include a Supplier Hotline for suppliers, a Crew Hotline for store crews, and an
Owner Hotline for franchise store owners.

initiatives undertaken by each department isregularly reviewed by the Compliance & Risk Management Committee, which is chaired by the CRO.

Stakeholder engagement
Since May 2022, we have participated in the Stakeholder Engagement Program sponsored by the Japan Committee

The Lawson Group Human Rights Policy
https://www.lawson.jp/en/csr/policy/respect/of the Caux Round Table for business leaders. Based on the issues and opinions raised by NPOs/ NGOs, experts,

Lawson conducts human rights due diligence to identify and remedy any negative human rights impacts that mightunderstanding and support of the Lawson Group Human Rights Policy and sharing the status of our efforts to respect

Human rights due diligencescholars, and others, we will continue to apply these activities to our efforts to promote respect for human rights.
We also provide opportunities for dialogue on human rights with our major business partners, calling for theirarise from its business activities. For example, we are aware that foreign workers, including foreign technical interns, arehuman rights.

working in the manufacturing and distribution processes of Private Brand products handled by LAWSON stores. As such,
we closely monitor their human rights circumstances through the development of SAQs (self-assessment questionnaires)and individual dialogues, as well as through other means.
Lawson offers a diverse range of products and services in its stores, and the related stakeholders are equally diverse.
Therefore, the identification of human rights risks is both extensive and complex, and we will continue to address suchrisks on an ongoing basis.
If Lawson is found to have caused or been involved in any negative impact on human rights, we will work to remedy thesituation. Furthermore, the results of human rights due diligence will be regularly evaluated and, if inadequate, corrected.

Affixing “pointing sheets” to cash registers at storesnationwide so hearing-impaired customers can makepurchases more easily
In August 2022, we began affixing paper-based communication
aids to cash registers at LAWSON stores nationwide to help customers
request a shopping bag or plastic cutlery or indicate that they wish foodto be heated. The initiative, which is based on feedback from hearingimpaired employees, was launched to make shopping more convenient.

Human rights education and awareness-raising
Lawson provides a broad range of training, education, and awareness-raising programs, including e-learning
courses that all employees are required to complete, so that all people involved in its business activities understandthe importance of respect for human rights and promote efforts to respect human rights.
Human rights training
https://www.lawson.jp/en/csr/human_rights/

In response to positive feedback from numerous customers who
praised it for letting them shop with peace of mind, we created a “communication board” that builds on the aids
used at cash registers and made it available on our official website and in our official app starting March 1, 2023.
We will continue to strive to realize a society in which everyone can go about daily life with peace of mind by
drawing on assistance to help them communicate while shopping.

46

Society

Building Society- and Environment-Friendly Supply Chains

Introduction

Promoting fair transactions

Value Creation

Strategy

Sustainability

Corporate Governance

Finance / Company Information

Initiatives with suppliers

In order to build relationships of trust with its suppliers, Lawson has established The Lawson Group Corporate Conduct

Business partner questionnaire

Charter and The Lawson Code of Ethics, which stipulate that we conduct fair and transparent purchasing in sincerity

In addition, in order to review our own business relationships, we conduct an annual supplier questionnaire,and good faith. We dedicate considerable resources to educating employees whose responsibilities include dealing withwhich we ask our suppliers to fill out anonymously as a means of identifying problems and issues in our businesssuppliers to ensure they don’t misuse their position of dominance to coerce vendors, and we offer a range of training

relationships. The results of these surveys are reported to management every year, and feedback is provided at

programs, including e-learning courses for all employees. In 2021, as part of the Declaration of Partnership Building

divisional meetings and training sessions. We also provide feedback to suppliers who have sent us questionnaires,

initiative, Lawson declared that it will build new partnerships by promoting cooperation, coexistence, and co-prosperity

and present them with the Lawson Group’s suggestions for measures for improvement.

with suppliers and value-creating businesses in its supply chain. We will promote coexistence and co-prosperity throughout

In addition to drawing on feedback from business partners to reassess and improve compliance and risk

the entire supply chain, new collaborations irrespective of factors like business size and affiliation, and compliance withmanagement structures, we’ve put in place structures to help us work with vendors to resolve issues, for example

desirable business practices between the parent company and subcontractors.

by identifying and addressing their root causes.

Lawson Group Corporate Conduct Charter
https://www.lawson.jp/en/csr/policy/action_guideline/
Lawson Code of Ethics
https://www.lawson.jp/en/csr/policy/ethics/

Number of questionnaire recipients* and number of responses
Fiscal 2020

Fiscal 2021

Fiscal 2022

Number of recipients

1,259

1,265

1,228

Number of responses

972

955

922

77.2%

75.5%

75.1%

Response rate

Revising purchasing and procurement
policy and raising awareness

Number of vendors to which we’ve provided
information about the Group’s policies(Fiscal year)

In a world of far-flung raw material vendors,
a supply chain-wide effort is required to satisfy
customers’ demand for products and services madein an appropriate environment. We’ve put in place
the Lawson Group Purchasing Policy for vendors toaddress issues such as customer safety and peaceGroup companies
Lawson Entertainment

2021

2022

Number of copies mailed
98
98*When we conduct multiple transactions with a single business partner, we ask each coordinator to respond to the questionnaire separately.

Supplier sustainability questionnaire
In fiscal 2022, we began administering a Supplier Sustainability Questionnaire to review the status of business

LAWSON STORE 100

176

175

partners’ sustainability initiatives. The questionnaire is designed to solicit information about initiatives undertaken by

SCI

263

187

some 900 suppliers to address issues such as human rights problems and climate change, and to forge collaborative

Lawson718

764

structures to help us work with business partners to resolve social and environmental issues.

Total

1,255

1,224

of mind, legal compliance, fair and sound businessactivities (for example, to eliminate relationships with organized crime and prevent corruption), respect for human rights (forexample, to prevent participation in discrimination and human rights violations), and development of an appropriate work
environment (for example, to prevent child labor and forced labor, reduce overtime, and ensure payment of fair wages). We
give preference to transactions with business partners who support this policy. We’ve also formulated the Lawson Group
Purchasing Policy with the goal of realizing supply chains that are sustainable for the Earth’s environment and for society
as part of our ongoing drive to achieve sustainable procurement.

We also conduct human rights audits to review the actual status of suppliers’ initiatives, and we will continue towork to assess and augment business partners’ initiatives in the future while expanding the scope of related reviews
alongside the Sustainability Questionnaire.
Results of the fiscal 2022 supplier sustainability questionnaire
Targeted suppliers
857

Number of companies responding
500

Response rate
58.3%

Lawson Group Purchasing Policy
https://www.lawson.jp/en/csr/policy/transaction/
Lawson Group Procurement Policy
https://www.lawson.jp/en/csr/policy/procurement/
47