Integrated Report 2022

BIC CAMERA INC.
3-23-23, Takada, Toshima-ku, Tokyo
https://www.biccamera.co.jp/bicgroup/index.html (Japanese only)Fun. New. Will Keep You Coming Back.
“I just can’t help dropping by.” “Simply being there is enjoyable.”
We will do our best to inspire
this kind of excitement in our visitors.
Each individual will polish their expertise, arrange the sales areas,and continue to grow and evolve.
We aim to become a place
where customers can discover a new lifestyle.

Index
PurposeTo serve customers as a purchasing agent that provides
helpful support for their lives
Corporate Philosophy (Vision)
A group of specialty departments persistently seeking
to evolve so that they can leverage their expertise andinnovative spirit to propose richer lifestyles

Code of Conduct
Be thorough in all things. Be bold and proactive.

Value Creation Story
02

Our Value Creation Journey: PartⅠ

Bic Camera Corporate Conduct Charter

04

Our Value Creation Journey: Part Ⅱ

06

Value Creation Process

08

Message from the President

Corporate Governance

Addressing to Social Issues for Long-Term Growth
Corporate Mission & Commitment
Achieve sustained growth by continuing to be a company
trusted and needed by customers.
1. Improve employees’ material and emotional satisfaction
2. Improve customers’ shopping satisfaction
3. Contribute to local communities and trading partners
4. Achieve returns for shareholders and investors

12

Materiality and Corporate Strategy

13

Environmental Initiatives

14	Human Rights Initiatives
Human Capital

Governance
16

Message from the Outside Directors

18

Corporate Governance

Company Data
22

Financial Review

24

Bic Camera Group by the Numbers

26

Company Information

Editorial Policy
Our basic policy is to report Bic Camera’s value creation
process, corporate strategy, ESG information, and more in aneasy-to-understand manner for all stakeholders. In addition,
this report is edited by referencing the “International
Integrated Reporting Framework” put forth by theInternational Integrated Reporting Council (IIRC)*, and ispublished as an integrated report that compiles financial andnon-financial information and explains how we will generatevalue over the long term. For detailed information notincluded in this report, please visit our corporate website.
Shareholder & Investor Information Website
https://www.biccamera.co.jp/ir/english/download.html
Scope of Report
This report targets the Bic Camera Group, but some dataand initiatives are reported with a focus on the activities of
BIC CAMERA INC.
Period Covered
From September 1, 2021 to August 31, 2022. However,some initiatives outside of this period are included.
Date of Publication: March 2023
Guidelines Used as References
This report was drafted by referencing the International
Integrated Reporting Framework of the International
Integrated Reporting Council (IIRC)*.
Notes on Predictions, Forecasts, and Plans for
the FutureThis report contains not only past and current facts about
the Bic Camera Group, but also future predictions based onplans and outlooks at the time of publication. Please notethat future predictions are assumptions or expectations
based on information available at the time of description,and various conditions and external environmental factors
may result in outcomes different from initial expectations.
* In June 2021, the International Integrated Reporting
Council (IIRC) merged with the Sustainability AccountingStandards Board (SASB) to establish the Value Reporting
Foundation (VRF).

BIC CAMERA INC. Integrated Report 2022

01

Value Creation Story

Our Value Creation Journey: PartⅠ
To achieve our corporate philosophy of being “a group of specialty departments persistently seeking to evolve sothat they can leverage their expertise and innovative spirit to propose richer lifestyles,” Bic Camera has expanded its
product offerings, focused on opening stores in urban, station-front, and large-scale locations, as well as grown its
online shopping business. Additionally, we have partnered with companies like Kojima Co., Ltd., which operates
roadside stores, and Sofmap Co., Ltd., known for its strength in the reuse business and support services, tostrengthen the Group as a whole.

A

D● P romoted young, talented employees to key positions, such as store manager positions;
appointed a store manager in his 20s with only five years at the company, as well as a
subsidiary president in his 30s
 001: In our capacity as “a group of specialty departments,” we established “store●2
education rooms” to coincide with the hiring large numbers of new employees due tothe opening of multiple large-scale stores in an effort to focus on personnel development,
which included amending the expertise system

Taking a customer-first approach and adapting to change:
Expanding product offerings to meet changing times and customer needs

E● March 1968: Established the Takasaki DP Center, a film processing facility in Takasaki
City, Gunma Prefecture
Responded to customer requests for faster photo development with speedy
processing services

 ay 2004: Acquired shares of JBS Co.,Ltd. and launched in-house logistics●M
Gained the ability to improve last-mile quality by managing not only productsales, but also delivery, installation, and construction
 012: Upon beginning a business partnership with Kojima, we consolidated our national logistics bases and reduced the●2number from 25 to 9, thus optimizing logistics within the Group

Ikebukuro North Exit store at the time

 017: Opened Funabashi Distribution Center, expanded Osaka Distribution Center in 2018, pursuing continuous●2
improvements to inbound and outbound shipping, storage capacity, and service level to accommodate the expected
increase in EC demand

A rich product lineup featuring expertise and innovative spirit:
Striving to further expand product offerings as “a group of specialty departments”● September 1992: Began handling sporting goods (golf, tennis), toys, bedding, and othernon-electronic products upon the opening of the Ikebukuro main store* Group EC net sales for the fiscal year ended August 31, 2022 were about 1.7 times higher than in fiscal 2018

● Established Tokyo UMOKOBO CO.,LTD. in August 1992 and Bic shuhan Co., Ltd. in
November 2001 in an effort to increase specialization; expanded product offerings bylaunching sales of general medicine products at the Yurakucho store in August 2011F● 1994: Established BIC pasokonkan INC. in response to the growing demand for computers
Strengthened the computer sales department within Bic Camera and provided training
to sales staff to increase their skills

C

Building and strengthening an in-house logistics infrastructure andexpanding the EC business:
Expanding capacity and improving last-mile quality to scale up business arch 1993: Established Tokyo Service Station Co.,Ltd. setting up a system for●M
handling installation work such as for air conditioners● May 1978: Founded as a camera and related product sales company at the North Exitof Ikebukuro
Expanded product offerings beyond film development to cameras, video cameras, VCRs,
and TVs to adapt to the changing times and meet customer demands

B

Personnel development and delegation of authority: respecting employee
autonomy based on a corporate culture that prizes youth

Contributing to a circular economy by covering the entire product lifecycle
for customers, from purchase to support, buybacks, reuse, and recycling● December 2001: Established Future ecology Co.,Ltd. which recycles home appliances● J anuary 2005: Formed business partnership with Sofmap Co., Ltd. which not
only strengthened our PC business, but also promoted the reuse economy cycle
through Sofmap’s strengths in buybacks and reuse sales～環境先進企業としての地球環境保全の取組み～

西村 明宏 殿

令和 � 年��月��日

株式会社ビックカメラ
代表取締役社長 秋保 徹

ビックカメラは、小売業を通じて、お客様のより豊かな生活を提案する企業としての社会的責任を認識し、法令遵守を徹底するとともに、環境配慮を通じて社会に貢献するため、以下の取組みを進めてまいります。

１．サーキュラー・エコノミー（循環型社会）の実現に貢献します。

〇小型家電リサイクルの宅配回収、戻り便回収及び下取品回収により金属・プラスチックの再資源化を図りリサイクル事業を強力に推進してまいります。
〇小型充電式電池リサイクルの回収促進に積極的に取組みます。
〇グループ会社のネットワークを最大限活用し、リユース事業を積極的に推進します。
〇本社事務所内、店舗、センター等で発生する廃棄物の抑制、適正な分別処理に取組みます。

 pril 2008: Certified first in Japan under the Ministry of the Environment’s●A“Eco-First Program”
Took active steps to contribute to a circular economy

Developing urban, station-front, large-scale storesthat embody Bic Camera’s business model

エコ・ファーストの約束（更新書）
環境大臣

２．脱炭素社会実現のため、再生可能エネルギー事業を推進します。

〇当社サステナビリティ推進の取組みとして、再生可能エネルギーの活用及び温室効果ガス（GHG）排出量削減を目的に、メガソーラー発電所やオンサイト PPA 等の導入利用の取組みを推進します。
〇お客様の省エネ促進に寄与する再生エネルギーの利用プラン等の提案サービスを実現させます。
〇TCFD 提言への賛同を表明し、気候関連のリスク及び機会に関する「ガバナンス」、「戦略」、「リスク管理」、「指標と目標」についての取組みを情報開示します。

３．省エネ家電製品・サービスの普及促進を強力に推進します。

〇販売する製品、サービスの種類毎に、メーカーと協力して環境配慮型の製品、サービスを開発し提供します。
〇省エネ製品により、どのくらい温室効果ガス（GHG）排出量削減につながるかを見える化、定量化しお客様へのメリットを示すことで、省エネ製品の普及促進につとめます。
〇CO� の見える化（カーボンフットプリント）を推進し、省エネ製品の販売構成を大半にします。
〇エコキュート、二重窓、太陽光発電、蓄電装置等を提案し、省エネ型住宅設備の普及促進に取組みます。
〇サプライチェーン全体での温室効果ガス（GHG）排出量（Scope� を含む）について把握、管理について情報開示します。

４．低炭素・脱炭素社会における新たな市場を創出するソリューション企業を目指します。

〇IoT、スマートメーター、HEMS、蓄電池等の最新テクノロジーを活用したお客様の快適なライフスタイルを提案、普及促進に取組みます。
〇お客様への省エネの啓発や行動変容を促すエコツアーなどの環境教育、店内ポスターの掲示等の施策を推進します。
〇社内で従業員向けの環境教育に積極的に取組みます。

５．持続可能な経営を実現するために、事業活動の温室効果ガス（GHG）
排出量を削減します。

〇CO� 削減のために店舗、事務所等の空調設備、照明器具の高効率化による環境負荷低減を目指します。
〇���� 年度までに、当社の事業活動から排出される温室効果ガス（GHG）の排出量を ���� 年度比で ��％削減します。
〇���� 年度までに、当社の事業活動から排出される温室効果ガス（GHG）の排出量をカーボンニュートラルとする
目標に取組みます。

● J uly 2018: Started the comprehensive buyback service “RaKu-uru”

ビックカメラは、上記取組みの推進状況を確認するとともに、その結果について環境省への報告及び当社ホームページのサステナビリティサイト、統合報告書において情報開示を行ってまいります。

Our commitment to the “Eco-First Program”● 2001: Opened four large-scale stores with a floor area of 10,000 square meters each in
Tachikawa, Namba, Yurakucho, and Sapporo in a single year. Opened our Shinjuku West
Exit store in 2002, laying the foundation for our current “urban, station-front, largescale” business modelG

For the sake of our customers:
Providing services to pleasure our customers
 ecember 1992: Introduced Bic Point Card, offering a point service that was not yet widespread at the time●D
● J anuary 2005: Became the first home appliance retailer to introduce “Suica” digital cash as a payment method
Because Bic Camera has many stores near terminal stations, this enhanced customer convenience

Tachikawa store (opened in January 2001)

 arch 2006: Began registration for the Bic Camera Suica Card
●M
This is a card that is a Bic Point Card, a Suica card, and a credit card all in one, featuring convenient functions such as theability to exchange Bic Points for Suica credit, garnering a lot of praise from customers

Bic Point Card
Namba store (opened in May 2001)02

Yurakucho store (opened in June 2001)

Sapporo store (opened in July 2001)

Bic Camera Suica Card

Bic Camera Suica Card
10th Anniversary Campaign

BIC CAMERA INC. Integrated Report 2022

03

Value Creation Story

Our Value Creation Journey: Part Ⅱ
Bic Camera has refined its status as “a group of specialty departments” over the course of its history,
described in “Our Value Creation Journey: Part I.”
Let us look back on that history along with the company’s performance.

A Taking a customer-first approach and adapting to change
B A rich product lineup featuringexpertise and innovative spirit

D Personnel development and delegation of authority:

1992● Established Tokyo UMOKOBO
CO.,LTD.
(currently UMOKOBO CO.,LTD.)● Opened Ikebukuro main store
1994
Established BIC pasokonkan INC.

2001
Established Bic shuhan Co., Ltd.

Bic Camera’s Strengths

1980
Established BIC CAMERA INC.
Opened former Ikebukuro
North Exit store

1990

2015
Opened Osaka
Distribution Center(Osaka Prefecture)

2006
OpenedHigashimatsuyama
Distribution Center(Saitama Prefecture)

2017
Opened Funabashi Distribution Center(Chiba Prefecture)
2017
WILBY INC. made into a wholly
owned subsidiary
2018
Established
Bic Camera Rakuten, Inc

2001
Established Future ecology Co.,Ltd.

2006
Sofmap Co., Ltd.
made into a
subsidiary

2006
Began registration
for the Bic Camera
Suica Card2006
Listed on the
JASDAQ Securities
Exchange
1995

2008
Certified first inJapan under the
Ministry of theEnvironment’s“Eco-First Program”

2000

792.3

Number of
employees as ofAugust 31, 2022

9,699

2021
Established Bic Life Solution INC.
Founded corporate venture capital
firm “Bic Innovation Capital”

2008
Listed on the 1st Section of
the Tokyo Stock Exchange

2005

2010

2012
Made Kojima Co., Ltd.
into a subsidiary

2015
Founded Bic
Camera Takasaki
women’s softball
team

2017
Opened urban childcare
center Bic Kids (Tokyo)
to support childcare

2015

2022
Transferred from the 1st Section of
the Tokyo Stock Exchange to thePrime Market due to a review ofmarket segments

2020

1968 - 1978

1978 - 1999

1999 - 2005

2005 - 20122012 - 2020

2020 onward

Initial phase

Expansion phase

Rapid growth phase

Transformative phase

Venture phase

Transition phase

Global Events

Introduction of consumption tax (3%)● April 1989:● November 1989: Fall of the Berlin WallCollapse of Japan’s bubble economy● March 1991:
Great Hanshin-Awaji Earthquake● January 1995:
Revision of the consumption tax rate (3% to 5%)● April 1997:04● June 2000:	Implementation of the Act on the
Measures by Large-Scale Retail Stores for
Preservation of Living Environment● September 2001:	9/11 terrorist attacks in the United States● September 2008:
Lehman Brothers bankruptcy● May 2009:
Launch of the Home
Appliance Eco-point Systembillion yen

2010
Established
BicOutlet
Co.,Ltd.

2005
Introduced “Suica”
digital cash

1992
Introduced Bic Point Card(consolidated)* Years are in Western calendar format

Net Sales for the
fiscal year ended
August 31, 2022

1987
Established BIC Contact Co.,Ltd.

1985

Number of employees

2012
Opened BICQLO Shinjuku East Exit store(currently Shinjuku East Exit store)

2003
Launched internet shopping site
BicCamera.com

F Covering the entire product lifecycle
and contributing to a circular economy

1978
EstablishedNet sales

2002
Opened Shinjuku West Exit store

E Building and strengthening an in-houselogistics infrastructure and expanding the EC business

1980

2011
Started drug business at
Yurakucho store

2001
Opened Yurakucho, Tachikawa,Namba, and Sapporo stores

C Developing urban, station-front, large-scale stores

G Providing services to pleasure
our customers

respecting employee autonomy based on a corporate culture that prizes youth● March 2011: Great East Japan Earthquake arch 2011:●M
End of the Home Appliance Eco-point System● J uly 2011:
Termination of analog television broadcasting

Revision of the consumption tax rate (5% to 8%)● April 2014:● December 2015: Adoption of the Paris Agreement● January 2016: Bank of Japan introduces negative interest rates● October 2019: Revision of the consumption tax rate (8% to 10%)● April 2020:	State of emergency declared due to the
COVID-19 pandemic● July 2021:	Holding of the Tokyo Olympic andParalympic GamesBIC CAMERA INC. Integrated Report 202205

Value Provided to Stakeholders
Employees
Value Creation Story

Results

Value Creation Process

Net sales

792,368

The Foundation of Our Businessmillion yen

Pleasing Customers
Operating profit
Corporate Philosophy

Corporate
Strategy

A group of specialty departments persistently
seeking to evolve so that they can leverage their expertiseand innovative spirit to propose richer lifestyles

17,863

million yen

Ordinary profit

20,808million yen

Secure Bic Camera’s Competitive Advantage
Social Issues
Changing demographics
Changes in lifestyles

Maturing society

Expand business while leveraging strengths

Changes in consumer
behavior

Intermittent technological Growing environmental
innovation
awareness

F

Repairs andsupportInvested Capital(Fiscal year ended August 31, 2021)

Increasing
employeeengagement

Human capital

E
Sales

Delivery,
installation, andconstruction

9,699
Social andrelationship capital
Customers andbusiness partners

Intellectual capital

Increasing
customerengagement

A discerning eye andproduct planning capabilities

Net assets

179,523

The entire Bic Camera Group

261

storesEC conversion rate

18.3

%

Distribution centers9locations

Natural capital
Resource recovery network

06

Customer-firstprinciple

Delegation of
authority

Enhancing
initiatives
aimed at a
circular economy

yen

Customerfeedback

Productivity
improvement
strategy

8.7%

Energy consumption

189,249

G
Customerbase

MWh

CO2 emissions

91,961
Planning

t-CO2

Customers
We are committed to further
improving our services to enhancecustomer satisfaction.

Business Partners
We aim for coexistence and mutual
prosperity by maintaining sound and fairtransactions with our manufacturers andother business partners.

Shareholders and Investors
We continue to achieve sustainablegrowth and aim to improve our corporate
value to satisfy the trust and expectationsof our shareholders and investors.

Society
We fulfill our role by engaging on a deeplevel with local communities through ourstores and coexisting alongside them.
Government andAdministrative Agencies
We maintain appropriate relationships
with government and administrative
agencies and act in accordance with our
Corporate Conduct Charter.

Growthstrategy

B
Product
lineupE
E-commercebusiness withown website

million yen

Manufacturing
capital

Adapting tochangeStoresStore
operations

Financial capitalA

D
C

million yen

Percentage of womenin management positions

Bic Camera’s strengths

Foundation of our strengths:

Human
resources

5,765
15

Purchasing,used goods sales,
and recycling

A

D

Employees

Profit attributable toowners of parent

Dividend per shareF

After-sales
service

Materiality

Promoting
employeewell-being

We strive to improve both the material
and emotional satisfaction of ouremployees and provide opportunities andlocations that allow them to work where
they want and do the jobs they want.
We also support the growth of
our employees who are willing to learn.

Procurement

Bic Camera, in order to be the embodiment of a business that “pleases customers,”
will firmly implement its corporate philosophy of serving as“a group of specialty departments persistently seeking to evolve so that they canleverage their expertise and innovative spirit to propose richer lifestyles.”Since our foundation, we've constantly adapted to the changing times and theneeds of our customers, tirelessly refining our strengths along the way.
Beyond merely focusing on home appliances, Bic Camera has always stocked adiverse selection of goods, including non-home appliances, based on customer needs
and desires. This approach has earned us the trust and reliance of our customers,
which in turn has spurred growth and transformed into our signature strength.
Going forward, we will strive to continue our legacy as a company with ameaningful presence that provides value to all of its stakeholders.
Stay tuned to witness the future evolution of Bic Camera.

BIC CAMERA INC. Integrated Report 2022

07

Value Creation Story

Message from the President
By focusing on our most important management issue,“people-oriented management,”
we will continue to refine “a group of specialty departments.”
To achieve our corporate philosophy of being “a group of specialty departments persistently seeking to evolveso that they can leverage their expertise and innovative spirit to propose richer lifestyles,” we will promote store
operations that provide a one-of-kind experience to customers and people-oriented management that makes thegrowth of each individual the driving force behind our corporate growth.

Toru Akiho
Representative Director and President,
BIC CAMERA INC.

I took office as the Representative Director and President
on September 1, 2022. As a novice tasked with leading
our employees as the new president, I feel a strong senseof responsibility.
When I took office as president, I identified peopleoriented management as one of our important management
issues. All momentum starts with people, and we will
make strong efforts to promote management that turns
each individual’s growth into the driving force behind
corporate growth, thereby increasing our corporate value.
By utilizing the vitality and sensibilities of our young
employees to the fullest to make great strides, I am
determined to turn our company into a place where
employees, myself included, feel happy and proud to work.

Improving corporate value through stores
I believe that the value of the retail business lies in storesand sales areas.
I am determined to enhance the value of our storesand improve our corporate value by refining our corporate
philosophy of being “a group of specialty departments
persistently seeking to evolve so that they can leverage theirexpertise and innovative spirit to propose richer lifestyles.”Our stores focus on cameras, which comprise ouroriginal business, as well as consumer electronics and digitalelectronics such as computers and mobile phones. That being
said, we also offer a wide range of non-electronic products
such as liquor, bedding, bicycles, medicine, cosmetics,
and contact lenses. We have large stores offering theseproduct groups in front of terminal stations in many
metropolitan areas.
Each of the areas we handle is a specialty department,
which together comprise Bic Camera. There are specialized
personnel who provide this expertise in each area.

08

In addition, when it comes to consumer electronics,
computer-related products, and so on, we offer after-sales
services for both as well as installation services for theformer, each of which requires a high degree of skill. I am
proud of the high level of know-how we have accumulated
over the 40 years since our founding in terms of both
quality and quantity.
Our prime store locations, extensive product lineup,
expertise, and know-how are valuable assets and strengths.
I am confident that these strengths will continue to provide
a competitive advantage going forward. That’s why it isessential that we continue to refine our stores, which form
the foundation of our company‘s growth, and enhance ourcorporate value.

Creating a one-of-a-kind store experienceAs a group of specialty departments, the first thing wemust be particularly selective about is our product lineup.
We aim to create an experience that makes customers
think, “I couldn’t find this anywhere else, but I found it at
Bic Camera,” and eventually, “surely Bic Camera will haveit,” thus making our stores the go-to destination. We want
our customers to tell others that Bic Camera has a great
selection and for this perception to spread so that a lotof people get the impression that we have an
incredible lineup.
However, we do not want our stores to be used only forspecific purchases.
We need to create product lineups and spaces filledwith joy and anticipation, where customers can always
discover something new when they visit. We want themto find themselves spending a long time in the store or
realizing that there‘s still more to see when they leave sothat they want to come back again.
Our specialty departments are committed to offering
a wide range of products and highly knowledgeable sales
staff to help customers find solutions to their problems andsupport richer, happier lives.
It‘s not just about providing expert guidance, butalso about always being mindful to convey passion whencommunicating. Combining expertise with excellent
hospitality in customer service is what leads to experiencesthat move people. And it‘s not just customer service.
We believe that even a simple greeting can create amoving experience.
With a thoroughly curated product lineup, professionals
well-versed in hospitality, and exciting spaces, we aim

to create a store that enriches the hearts of not only
customers who make purchases, but also those who donot, all by providing a one-of-a-kind experience that only
our company can offer.

Keeping the focus on the customer
To provide a one-of-a-kind experience, we must focus
relentlessly on the customer.
This means carefully and consistently observing eachcustomer who visits our store, collecting their feedback invarious ways, and responding to their needs day by day.
We must also quickly notice changes in ourcustomers‘ needs.
The retail business is one where adapting to change isessential. Only companies that continue to adapt to change
swiftly can achieve sustainable growth.
To adapt to change, we must quickly detect changes inour customers‘ needs.
The constantly changing needs of our customers
must be our chief concern. Today, anyone can easily
obtain a wealth of information tailored to their needs ona daily basis in a variety of ways, so values and needs arediversifying, and the pace of change is accelerating. If wefail to notice these changes and remain bound by pastpractices or successful experiences, our competitiveness will
decline, and we will eventually become obsolete.
We might not notice these changes if we only focus on
our competitors.
That’s why we must focus relentlessly on our customers.

Enhancing the ability to adapt to change
through individual on-site initiative
As I mentioned, in today‘s world, where customer needs
are diversifying and the speed of change is accelerating,the ability of the retail business to adapt to change is being
tested now more than ever. This adaptability will determine
our competitiveness as a company.
What we are presently focused on is valuing theindividual initiative of each person on the front lines andcreating a self-sustaining cycle of improvement.
Our business is based on offering a wide range of
products and striving to be the No. 1 specialty departmentin the region for each one. If we want to constantly change
and evolve these specialty departments, everyone on thefront lines who interacts with customers daily must take

BIC CAMERA INC. Integrated Report 202209

Value Creation Story

Message from the President
initiative, or we will not be able to meet their needs.
To do this, we must improve our store staff bystreamlining headquarters, creating time to interact withcustomers through operational improvements, delegating
authority to the front lines, and making headquarters work
hard to support those on the front lines based on their
input and voices. This culture, which undoubtedly existed
when our company was smaller, has gradually faded as
we have expanded in scale. Headquarters has becomecomplacent at the expense of the hard work of our frontline staff.
We must restore the culture we had, where
headquarters would work hard to ease the burden on thefront lines, as soon as we can.

Enhancing the convenience ofEC improves store value
When I became president, I declared that strong andaccelerated EC growth would be one of our major
policies. The scale of our EC business has already reacheda considerable size, with Group net sales totaling 143.4
billion yen.
However, the reality is that we have received numerous
critiques and feedback from our customers on various
aspects regarding product lineup, ease of product use, anddelivery wait times, and many have hesitated to use our EC
website. Issues and challenges have been piling up.
Nevertheless, this can be seen as an opportunity for
growth if we maintain a positive outlook. By addressing
each issue in a quick and methodical fashion, we canachieve significant growth sooner.
To do this, we are determined to strengthen the system
related to our EC business, raise awareness of the EC
business in relevant departments and stores, coordinate andcollaborate, and unite to accelerate our growth.
However, our approach does not involve simply
expanding EC sales at all costs. Broadly speaking, our EC
website is also a store. From the customer’s perspective,
they must decide whether to make their purchase at a store
or on our EC website. This should be a choice made by
the customer based on their individual circumstances andneeds, not something we impose on them as the seller.
Our basic stance is that we want customers to choose
between our stores and our EC website based on what ismore convenient for them, as we have stores where theycan experience a wide range of products in convenient
locations and receive explanations from sales staff.

10

embarrassing that I was unable to grasp something so
obvious at the time, this was the state I was in.
As I grew tired of being berated on a daily basis, I
started wondering how I could gain the head’s approval.
The answer was simple.
I had to focus on thinking about the customer’s point ofview and work harder to make things easier for the frontline staff, even if just a little bit.

Management that fosters individual growth as
the driving force behind corporate growth
However, to achieve this, both our stores and our EC
website must be top-notch. We believe that combining
the improved convenience of EC with well-situated stores
will dramatically increase customers’ shopping options andenhance the value of our stores.

Learning objectivity in my 30s
What I always try to be mindful of is thinking from thecustomer’s point of view.
This means to consider yourself an average person,
consumer, and individual customer, and to not miss thehints hidden in casual conversations with family, friends,
and acquaintances. I always strive to be conscious of thisand put it into practice.
However, I did not always think this way. In the past, I
used to work based on my own perspective, imposing myown and the company’s convenience on customers.
I served as a buyer handling procurement for 17 years.
After working as a buyer for several years and accumulatinga certain level of achievements and experience, I gainedsome confidence as the person in charge of home
appliances, a glamorous position. At that time, the head ofsales department criticized and berated me for everything I
did on a daily basis.
I would hear things like, “Who would buy this?” “Secure
more inventory!” and “Why is this out of stock?”At the time, I felt that selling only popular, low-profit
items would not result in profits, and that if there was no
inventory at the manufacturers, asking me why somethingis out of stock would not lead to more stock.
While these were facts, a buyer with this kind ofmindset causes sales staff on the front lines to disappoint
customers, is regarded with doubt, and is occasionallyreprimanded, resulting in a lot of stress. While it is very

To achieve our corporate philosophy of being “a groupof specialty departments,” I believe the most importantmanagement issue is people-oriented management. The
driving force behind everything is people, and it is essential
to have management that transforms the growth of each
employee into the driving force behind corporate growth.
In the retail business, which is undergoing rapid change
and where customer needs are diverse, it is crucial for each
employee to be acutely aware of changes and take theinitiative to discover potential customer needs. That’s why I
am committed to enhancing employee motivation.
To support the growth and career development of eachand every employee, starting this term, we have launchedthe Human Resource Development Department directly
under the president as a replacement for the Human
Resources Department. In an effort to centralize tasks
related to our most important management resource—
human capital—and treat it as a valuable company asset,
we are designing personnel systems centered around the
Human Resource Development Department that harness
the diverse abilities of our employees. There are numerous
measures we are considering, such as creating a systemthat respects and realizes store employees’ ideas, a systemthat utilizes employees’ strengths and encourages themto take on challenges, a promotion system for parttime employees, initiatives for health management, andproviding opportunities for employee growth.
For example, we started the Kurashi Support Meister
System in September 2022, when I became president. Thissystem is for discovering and nurturing salespeople withadvanced expertise and skills, and for fairly evaluating
and supporting their career development. By designinga system in which a diverse range of individuals, such as
those working reduced hours while raising children or
those choosing our company to start their second career,
can showcase their abilities and have them fairly evaluatedand reflected in their compensation, we believe it ispossible to achieve our philosophy of being “a group of
specialty departments” and contribute to our competitive
advantage as a company.

Demonstrating leadership with a robust
customer-oriented approach
Bic Camera has continued to evolve to meet the changing
needs of customers and the times. We started withcameras, our original business, and expanded to include
camera accessories and video cameras. Once sales of VCRs
began, our transactions with electronics manufacturers
increased, and we further expanded our product offerings
to include TVs, washing machines, and refrigerators. This
product lineup expansion is backed by our commitment
to a robust customer-oriented approach that captures
customers’ genuine voices as well as the hidden changes inthe times.
Moving forward, we will continue to leverage thestrength of our stores and focus on growth strategies built
on a strong foundation and a solid earnings base. We
are also considering growth strategies that integrate thestrengths of our Group companies in an effort to harness
the collective power of the Group. Examples of this include
the work of Group company Sofmap Co., Ltd., such as
assisting customers who are facing issues and reusing
unwanted electronic products through purchases and salesof second-hand goods.
Keeping this Group management perspective in mind,
I intend to demonstrate leadership so that we can instill acustomer-oriented attitude in all employees by continuously
investing in our most critical management resources—storesand people—without being distracted by superficial trends.

BIC CAMERA INC. Integrated Report 2022

11

Addressing Social Issues for Long-Term GrowthMateriality and Corporate Strategy

Environmental Initiatives

In July 2021, Bic Camera Group identified social issues that could pose a threat to the realization of its Purpose, as
well as materiality that could be converted into business opportunities by addressing these social issues throughits businesses.
We are currently implementing a corporate strategy for this materiality, as well as reviewing it based on theassumption of further changes in the business environment.

Initiatives Related to the Task Force on Climaterelated Financial Disclosures (TCFD)

Our Commitment to the “Eco-First Program”(Updated)

Bic Camera believes that contributing to the creation of adecarbonized society is one of a company’s most importantroles, and we recognize that addressing climate change is an
important management issue. As such, in December 2021,
we declared our support for the recommendations of the
Task Force on Climate-related Financial Disclosures (TCFD*).
We disclose information about governance, strategy, risk
management, and metrics and targets related to climate risks
and opportunities on our website.

Bic Camera, as a company that wishes to offer a richer life tocustomers through retail, recognizes our social responsibility
and will thoroughly comply with laws and regulations
while contributing to society through eco-friendly initiatives
as follows:
1. Contribute to the realization of a circular economy(recycling-oriented society)2. Promote a renewable energy business to create adecarbonized society
3. Vigorously promote the spread of energy-saving electronic
products and services
4. Aim to become a solution provider that creates newmarkets in a low-carbon and decarbonized society
5. Reduce greenhouse gas (GHG) emissions from ourbusiness activities to achieve sustainable management

Materiality
Increasing Employee Engagement
Promoting employee well-being● 
An overlap between the development of employees’ careergoals and the company’s direction●

Corporate Strategy

Aim to enhance corporate value
by tackling three
corporate strategies

Web

Details of Information Disclosures Based on TCFD Recommendations(Japanese only)

https://www.biccamera.co.jp/ir/csr/tcfd.html

Social issues●

Changing demographics●

Changes in lifestyles

Increasing Customer Engagement
Strengthening product appeal as a purchasing agent

Promoting Employee
Well-Being
Improve employee
motivation

Build employee value
creation skills

Social issues●●

Changing demographics ● Changes in consumer behavior
Changes in lifestyles ● Intermittent technological innovation

Moreover, we aim to enhance our corporate value
by expanding climate-related financial information andpromoting constructive dialogue with stakeholders.
We will apply the insights gained from the disclosure
process to our corporate strategy, channeling them into
enhanced risk management, improving the value of thecustomer experience, and creating business opportunities.
We will also work to address climate change and help
achieve a sustainable society.

Web

Our Commitment to the “Eco-First Program” (Japanese only)

https://www.biccamera.co.jp/shopguide/report/eco_first/index.html* TCFD is the Task Force on Climate-related Financial Disclosures established by the
Financial Stability Board (FSB) in response to the wishes of the G20 Finance Ministers andCentral Bank Governors.

Strengthening sales ability as a purchasing agent

Social issues●●

Changing demographics ● Maturing society
Changes in the supply chain ● Store saturation

Productivity
Improvement Strategy
Deepen store
capabilities

Fundamental review/reform ofprofit structure

Strengthening marketing as a purchasing agent
Carefully selectedstrategic investments●

140,082 139,912

Maturing society ● Changes in consumer behavior
Changes in lifestyles

Enhancing Initiatives Aimed at a Circular Economy

Reporting Based on the Act on Promotion of Global
Warming Countermeasures（t-CO2)Social issues●

CO2 Emission Trends for Three Group Companies(Bic Camera, Kojima, and Sofmap)

126,854

Growth Strategy
Build and evolve a
robust profit basefor stores

Improve store appeal

Enhance/expand EC
and optimizing the
supply chain

Diversify businessportfolio

119,313113,191

103,087

87,857 91,961

Higashimatsuyama Distribution Center (Saitama Prefecture) On-site Power Purchase
Agreement (PPA) Initiatives

In accordance with “Our Commitment to the Eco-First
Program” (Updated), we actively utilize on-site and off-site
self-consumption solar power generation (PPA) as one of our
specific efforts to utilize renewable energy, thus helping to
make a decarbonized society a reality.

Social issues
Intermittent technological innovation
Changes in consumer behavior● Growing environmental awareness● Shift to decarbonization and renewable energy● Marine plastics and other hazardous materials●●

12

2015/3 2016/3

2017/3 2018/3

2019/3 2020/3 2021/3 2022/3

BIC CAMERA INC. Integrated Report 2022

13

Addressing Social Issues for Long-Term Growth

Human Rights
Initiatives
Human Rights Policy
Bic Camera, based on its unique model of being “a group of
specialty departments persistently seeking to evolve so they
can leverage their expertise and innovative spirit to propose
richer lifestyles” as stated in our corporate philosophy, aims
to fulfill its Purpose of “serving customers as a purchasing
agent that provides helpful support for their lives” byincorporating the materiality (important management issues)
it has identified into corporate strategies and developing
business activities. In doing so, we will provide value to ourvarious stakeholders and work towards solving a diverse
array of social issues and achieving the SDGs.
The foundation of all our business activities is respect
for the human rights of everyone involved in our business,
which includes our employees, customers, business partners,
and shareholders.
In compliance with international human rights norms
and relevant laws, and in accordance with their spirit, wehave established the Bic Camera Human Rights Policy basedon the United Nations Guiding Principles on Business andHuman Rights to respect the human rights of everyone
involved in our business.
Web

Notice about Formulation of Bic Camera Human Rights Policy(Japanese only)

https://www.biccamera.co.jp/ir/news/pdf2022/20221124_2.pdf

Human Rights Due Diligence
The establishment of a human rights due diligencemechanism, the use of it to identify and assess negative
impacts on human rights, and the prevention and mitigation
measures employed are chiefly managed by the companywide Risk Management Department and the Sustainability
Promotion Department. They will perform checks from theperspective of rights holders and human rights risks in thevalue chain and consult with the Sustainability Promotion
Committee, which then reports to the Board of Directors.

Human Rights Consultation Service
Our company is a full member company of the Japan Centerfor “Engagement and Remedy on Business and Human
Rights (JaCER).”
By receiving and addressing complaints and reportsof human rights violations affecting a wide range ofstakeholders, including our business partners, through theuse of the “Engagement and Remedy Platform,” we will
strengthen our efforts to respect human rights throughout
the supply chain.

Human Capital
Human Resources Development Department
Newly EstablishedManagement That Values People and Makes
Them the Driving Force Behind Growth
As a business focused on “pleasing customers,” we haveestablished a specialized department to discover the valueof each and every employee and foster an environment andculture in which they can polish their skills. We will provide
opportunities for growth by offering career development,
education programs, evaluation systems, and more toenhance the value of our diverse staff. We conduct employee
engagement surveys and, based on the information
obtained, carry out 1-on-1 sessions to develop individual
skills. In addition, we identify issues within overall trends andincorporate them into our human resources development
initiatives.

Work-Life Balance
We are working on creating an environment that accommodates
a diverse array of lifestyles so that employees can continue
to work with peace of mind.
With regard to support for balancing work and childcare,
we established Bic Kids, a daycare center for the Bic Camera
Group, in 2017. In 2018, we received the Platinum Kurumin
certification from the Ministry of Health, Labour and Welfare
in recognition of our status as an excellent company forchildcare support that offers support systems that go beyond
the legal requirements.
We also have comprehensive measures for return-towork support, such as interviews, seminars, and job returnsystems, which have increased employee satisfaction andprevented turnover.
One area of focus in particular is promoting childcare
leave for male employees. We introduce employees who
have taken leave in our company newsletter, hold seminars
on childcare support systems, and provide training for
managers, which has resulted in an annual increase in thenumber of employees taking leave.
Engagement for employees who
have taken leave is very high, and both
men and women use their childcare
experience when creating sales areas andproviding customer service to address
customer needs.

Training System

Health and Productivity Management

1. Retention Support Program• Recognized as “Certified Health & Productivity
Management Outstanding Organization (White 500)”

Bic Camera is dedicated to pursuing the ideal way to “pleasecustomers” so that employees can continue to take pridein their work. We have built an educational program for
employees through their third year at the company.
When employees start work, we not only provide grouptraining, but also implement a partner system in which
senior employees provide 1-on-1 in-store guidance, as
well as OJT training conducted by in-store trainers. Bothheadquarters and stores work together to focus on training
new employees.
We will continue to nurture young employees’ awarenessand confidence as employees in a business focused on“pleasing customers” through follow-up training in theirfirst year, training in the lead-up to their second year, andtraining during their third year.

2. Management Training
We conduct store manager training with a focus on the
management level. In the future, we are planning to provide
training for leaders other than store managers. Moreover, we
conduct 360-degree surveys for executive officers and store
managers, including the president, to not only allow growthfrom annual self-assessments, but also align everyone’s
understanding of the elements required as Bic Camera
leaders, thereby leading to better management that allows
employees to engage in their work enthusiastically.
360-Degree Surveys
The purpose of the 360-degree survey is for the subject
to become aware of how their actions are perceived byothers through feedback from respondents, with the goal of
improving their behavior.

colleague

Acquisition rate

Sep. 2021Aug. 2022

4%

11%

21%

41%

95%

97%

99%

100%

100%

Stress checkparticipation rate

82%

93%

94%

96%

97%

Working while sick(Presenteeism)

75%

76%

76%

75%

80%

Smoking rate

26%

25%

24%

26%

20%

Health Management Promotion System
Bic Camera Employees/Families
Chief Wellness Officer (CWO)

Toru Akiho,

Representative Director and President
CWO AssistantHitoshi Kawamura,
Chairman of Health
Insurance Society

CWO AssistantShinichiro Iwami,
Human Resources
Management Office HeadCWO AssistantNachika Nemoto,
Human Resources Development
Department Head

Human Resources
Development Department,
Human Resources
Management Office

Bic Camera
Cooperation
Health InsuranceSociety

Human Resources
Development Department,
Career Design Office

Cooperation

Bic Camera
Labor Union

President’s Office/Public
Relations & Sustainability
Promotion Division
Health and Safety Committee

Manager

Bic Camera Takasaki,
BEEQUEEN

Evaluating your actions
from others’ perspectives

Insights(gifts from others)

14

Sep. 2018- Sep. 2019- Sep. 2020- Sep. 2021- Target
Aug. 2019 Aug. 2020 Aug. 2021 Aug. 2022 （2023）

Regular healthcheckupparticipation rate

A Mirror for Learning
about Yourself at Work

Younger
employee

Sep. 2020Aug. 2021

We have established a system and formulated a healthmanagement strategy map to facilitate effective and efficientinvestments in health. By using the map for visualization,
we have formulated and promoted health management
strategies by creating a seamless connection between
management issues and the initiatives for maintaining andimproving health that are necessary for addressing issues.

Item

Subject

Sep. 2019Aug. 2020

• Formulation and Promotion of HealthManagement Strategies

Annual Changes and Targets for Key HealthManagement Indicators

Trend in Male Ratio Taking Childcare Leave
Sep. 2018Aug. 2019

At Bic Camera, we believe that the physical and mental
health of employees and their families is the foundation forproviding the highest satisfaction andservice to our customers, and we aim
to create a company where employees
can be active on the job while
demonstrating their individual abilities.

Assessing ability

Web

Bic Camera Health Management Declaration (Japanese only)

https://www.biccamera.co.jp/csr/health.html

BIC CAMERA INC. Integrated Report 202215

Governance

Message from the Outside Directors

Takeshi Uemura
Outside Director(Independent officer)

Kiyoshi Tokuda
Outside Director(Independent officer)

Masaru Nakamura
Outside Directors

16

The business environment is undergoing significant
changes. Of course, the Bic Camera Group is no
exception, and it finds itself right in the midst of thisturbulence.
In this ever-changing environment, I believe it is ourduty and responsibility to carefully monitor these changes,
provide feedback from an independent third-party
perspective, and contribute to the sustainable growth andimprovement of our Group’s corporate value.
Throughout my career, I have served as a politicalreporter, covering domestic politics, diplomacy, andinternational politics. I later became involved in the
management of the general leisure industry andeducational institutions. By drawing on my experience, I
hope to offer valuable advice and feedback to contributeto the growth of our Group.

When I was a reporter for business newspapers andmagazines, my motto was to maintain a neutral stance,
being neither too close nor too distant. I approached thecompanies I covered with affection, sensing the passion of
their management and employees, all while maintaining
the cold, detached gaze of an outside observer. When thisapproach was working well, even if I occasionally wrote
an article that appeared negative on the surface, as longas it got to the heart of the matter, I would be thanked
for it.
My thoughts as an outside director of Bic Camera
have not changed much since my days as a reporter. I willcontinue to be passionate in my work while maintaining
a detached perspective, focusing on the interests ofshareholders and other stakeholders while keeping an eye
on medium- to long-term growth investments.

The most important responsibility of an outside director
is to supervise management. At the same time, it is also
crucial to provide a unique perspective on corporate
strategy and contribute to sustainable growth.
Our company has achieved growth by remaining
sensitive to the rate of change in society, but as we
look ahead, numerous challenges await. These include
environmental issues, digital transformation, supply chain
issues, and soaring procurement costs.
To address these challenges, our company must
confront the turbulent waves of change with clear andspeedy decision-making. I hope to contribute what I canas we navigate these stormy seas.

ProfileApril 1972
Joined The Yomiuri Shimbun
January 2002	Head of General Manager, Politics
Department, Tokyo Head Office, The
Yomiuri Shimbun
June 2003	Deputy General Manager,
Editorial Bureau, Tokyo Head Office,
The Yomiuri Shimbun
September 2003	Deputy Chief, Editorial Board,
The Yomiuri Shimbun
June 2008	Chairman, Yomiuri Instituteof Technology
June 2011	Chairman, Bunka Gakuin
June 2014	Representative Director and President,
YOMIURI LAND CO., LTD.
June 2017	Director and Senior Advisor,
YOMIURI LAND CO., LTD.
June 2020	Senior Advisor, YOMIURI LAND CO., LTD.
November 2020	Outside Director of the Company(to present)

Yukiko Kishimoto
Outside Director(Independent officer)
Audit and Supervisory Committee

ProfileApril 1977
Joined Nikkei Inc.
September 1994	Seconded to Nikkei Business Publications,
Inc. Deputy Editor of Nikkei Business
January 2005	Editor-in-Chief, The Nikkei MJ(Marketing Journal)
March 2008	Secretary General, General Affairs of
Editorial Bureau; Electronic Newspaper
Development Division, Nikkei Inc.
March 2013	Senior Managing Director,
Nikkei Digital Media, Inc.
July 2015	Senior Managing Executive Officer,
Nikkei Inc.
June 2016	Senior Executive Officer,
TV TOKYO Corporation
July 2020	Commissioned to TV TOKYO Holdings
Corporation (to present)
November 2020	Outside Director of the Company(to present)

ProfileApril 1979	Joined The Mitsui Bank, Limited (Currently
Sumitomo Mitsui Banking Corporation)
October 1996	Deputy General Manager, Osaka Sales
Department II, The Sakura Bank, Limited(Currently Sumitomo Mitsui Banking
Corporation)
June 1998	Deputy General Manager, Toranomon
Branch, The Sakura Bank, Limited
October 1999	Group Leader, Private Banking
Department, The Sakura Bank, Limited
April 2001	Group Leader, Private Banking Sales
Department, Sumitomo Mitsui
Banking Corporation
April 2007	General Manager, Private Banking Sales
Department, Sumitomo Mitsui
Banking Corporation
July 2010	General Manager and Executive
Private Banker, Private Banking Sales
Department, Sumitomo Mitsui Banking
Corporation (to present)
November 2022	Outside Director of the Company(to present)

Koichi Sunayama
Outside Director(Independent officer)
Audit and Supervisory Committee

To survive and grow, a company must not only return
profits to shareholders and employees, but also meet anumber of challenges in line with the demands of a better
society and the times.
These challenges include being environmentallyconscious in one’s business activities, using resources
efficiently, promoting gender equality and nondiscriminatory utilization of human resources, andensuring that employees can experience growth throughtheir work. I am committed to providing advice from an
independent standpoint. In addition, from a corporate
governance perspective, I believe it is the responsibilityof an outside director (a member of the Audit andSupervisory Committee) to prevent misconduct andcontribute to problem-solving.

As an outside director (a member of the Audit andSupervisory Committee), I believe my role is to contributeto improving the objectivity of management, promotingchange, and achieving sustainable growth and mediumto long-term corporate value. I hope to achieve thisby conducting impartial audits from an independent
standpoint, taking into account my practical expertise andexperience as a legal risk officer at a financial institution,
as well as the perspective of the ones providing loans. I
will also provide constructive advice and feedback about
management from an outside perspective at board of
directors and such based on my experience as a director
at manufacturers and other companies.

The scope of the Audit and Supervisory Committee’s
audits includes not only legality, but also the validity of
how directors execute their duties.
In the case of legal audits, when making determinations
by examining relevant laws and regulations, while
there is some room for interpretation of these laws andregulations, conclusions are often unambiguous. On theother hand, the conclusions reached during validity audits
may differ depending on each company’s management
philosophy and policies, even when applied to the same
execution of duties.
Takeshi Toshimitsu By drawing on my experience as a lawyer involved innumerous corporate management issues, I am committed
Outside Director(Independent officer)
to performing my duties by conducting not only legality
Audit and Supervisory Committee
audits, but also validity audits based on the company’s
management philosophy and policies.

ProfileApril 1976
Joined SHUEISHA Inc.
March 1981
Retired from SHUEISHA Inc.
1990	Started being active as a writer.
(to present)
April 2004	Part-time Lecturer, Department of
Journalism, Nihon University College of Law
January 2006	Corporate Auditor of the Company
November 2020	Outside Director (Audit and Supervisory
Committee Member) of the Company(to present)

ProfileApril 1981	Joined The Fuji Bank, Limited(currently Mizuho Bank Ltd.)March 2003	General Manager, Niigata Bandaibashi Branch,
Mizuho Bank Ltd.
April 2004	General Manager, Kamiyacho Branch,
Mizuho Bank Ltd.
August 2005	General Manager, Legal Affairs Division,
Mizuho Bank Ltd.
April 2010	Executive Officer; General Manager,
Legal Affairs Division, Mizuho Bank Ltd.
December 2012	Standing Outside Audit & Supervisory Board
Member, MARUYAMA MFG. CO., INC.
December 2015	Outside Director (Audit and Supervisory Committee
Member), MARUYAMA MFG. CO., INC.
December 2019	Advisor, MARUYAMA MFG. CO., INC.
March 2020	Outside Director (Audit and Supervisory
Committee Member), KYOWA ELECTRONICINSTRUMENTS CO., LTD.
November 2020	Outside Director (Audit and Supervisory Committee
Member) of the Company (to present)
June 2022	Outside Corporate Auditor, NIPPON KINZOKUCO., LTD. (to present)

ProfileMarch 2000	Established Asagao System Co.,
Ltd, Director
October 2002	Joined MTB Investment Technology
Institute Co., Ltd. (currently Mitsubishi
UFJ Trust Investment Technology InstituteCo., Ltd.)
December 2011	Registered as an attorney at law,
Joined MATSUDA & PARTNERS
July 2014	Established Seven Lights Law Firm,
Co-Representative Partner
April 2017	Auditor, Social Welfare Corporation
Keishoukai (to present)
November 2017	Director, Intense Project Co., Ltd.
(to present)
August 2022	Established Toshimitsu Law Firm,
Representative Partner (to present)
November 2022	Outside Director of the Company (Audit
and Supervisory Committee) (to present)

BIC CAMERA INC. Integrated Report 2022

17

GovernanceCorporate Governance
Our Basic Approach to Corporate Governanceextraordinary meetings as required. At Board of Directors
meetings, important matters are discussed and decided inaccordance with laws and internal regulations, and reports
on business performance, the status of business execution,and differences in budget performance are received from thevarious department directors.
The General Managers Meeting consists of the President,
Vice President, Corporate Officers, General Managers,
Deputy General Managers, Senior Executive Officers, andExecutive Officers. Internal Control Officers and directors
who are full-time Audit and Supervisory Committee
members also attend. The meeting is held once a month inprinciple, and decisions are made on matters to be presented
to the Board of Directors and other matters stipulated in
the internal regulations. General Managers on the General
Managers Committee report on the status of businessexecution once a month and, if there are any matters that
may conflict with relevant laws and regulations, make sure toreport them during the General Managers Meeting. Internal
Control Officers then investigate said matters as necessary
and report the implementation status of countermeasuresduring the General Managers Meeting.

At Bic Camera, to maximize the interests of stakeholders
by striving to improve corporate value, we have establishedmanagement and audit systems that enable each department
within the company to engage in highly productive and efficientbusiness activities based on thorough compliance. We believethat the fundamentals of corporate governance lie in creating
an organizational structure that enhances managementtransparency and allows for swift decision-making.
Corporate Governance Structure and Overview
Our Audit and Supervisory Committee consists of four
directors, including three outside directors, who audit andsupervise the legality and appropriateness of directors’
execution of their duties. We have adopted this system because
we believe that an auditing system carried out by an Audit andSupervisory Committee that includes outside directors functions
effectively as a management oversight mechanism.
The Board of Directors consists of 14 directors,
including four directors who are members of the Audit andSupervisory Committee, and six outside directors, including
three who are also members of the Audit and Supervisory
Committee. It decides on the execution of the company’s
operations and supervises the execution of duties bydirectors through a system of mutual checks and balances.
Based on the Board of Directors regulations, the Boardof Directors holds a regular monthly meeting in principle
and, when significant management issues arise, convenes

Outside Directors
Our company has appointed Takeshi Uemura, Kiyoshi
Tokuda, and Masaru Nakamura, who have abundant
experience and broad insights as corporate manager, as
outside directors. In terms of their roles and functions with

General Meeting of Shareholders
Election/Dismissal

Election/Dismissal

Audit
Supervision

Audit and Supervisory Committee

Election/Dismissal

Board of Directors
Director (excluding Directors who are Audit andSupervisory Committee Members) 10 Directors
Director (Directors who are Audit andSupervisory Committee Members) 4 Directors

Internal Control Headquarters
Cooperation

Education
Enlightenment
Internal audit

Affiliates

18

Representative Director
and President
ReportGroup Internal Control
Management Department

Internal
control audit

Governance Committee
Nominating Committee
Compensation Committee

Sustainability
Promotion
Committee

President’s OfficeEffectiveness Evaluation of the Board of Directors
Our company conducts a self-assessment questionnaire forall officers participating in Board of Directors meetings toevaluate the effectiveness of the board, among other things.
The questionnaire covers five items: the role of the Board of
Directors, the operation of the Board of Directors, compliancewith the Corporate Governance Code, an evaluation of thecomposition of the Board of Directors, and other matters.
After collecting the self-assessment sheets, the Secretariat
compiles, evaluates, and analyzes them, and the results arereported to the Board of Directors by the officer in charge.
With regard to the evaluation of the Board of Directors’
effectiveness for the fiscal year ended August 31, 2022,
the Board is generally considered to have maintained highly
effective governance. However, the Company will strive
for further improvement in its operations by implementing
measures such as providing advance explanations of mattersto be discussed.

Officer Compensation

Security
Committee
Compliance
Committee

Each Meeting,such as Corporate
Officers Meeting, etc.
Administration
Instruction
Enlightenment

Corporate Planning Headquarters
MD Headquarters
EC/Logistics Headquarters
Related Business Headquarters
Business Management Headquarters

AdviceGuidance

Legal Advisor

Accounting Auditor (Auditing firm)

Risk Management
Committee

Audit

Committee is chaired by an outside director (excluding those
who are members of the Audit and Supervisory Committee)
and consists of a majority of outside directors (excluding
those who are members of the Audit and Supervisory
Committee), thus enhancing objectivity and transparency.
Director remuneration consists of basic remuneration basedon each individual’s role, performance-linked remuneration
based on company performance and individual goal
achievement as a short-term incentive, and share remunerationtype stock options as a medium-to-long-term incentive.
For outside directors (excluding those who are membersof the Audit and Supervisory Committee), only basic
remuneration is provided, as their role is to supervise andadvise the management of the company and the entire
Group from an objective standpoint.
For directors who are members of the Audit andSupervisory Committee, remuneration is determined throughdiscussion among the directors who are members of the
Audit and Supervisory Committee, taking into accountthe distinction between full-time and part-time positions,internal and outside directors, and division of responsibilities.
Additionally, directors who are members of the Audit andSupervisory Committee receive only basic remuneration,
as their role is to audit the execution of duties by directors(excluding those who are members of the Audit andSupervisory Committee) from an objective standpoint.

ReportReportGeneral Managers
Meetingregard to corporate governance, they are responsible forchecking management decisions from an independent andneutral standpoint based on their extensive experience so as
not to be biased in favor of the company’s stance.
We have also appointed Yukiko Kishimoto, who has
valuable experience and broad insight as an academic expert;
Koichi Sunayama, who possesses abundant experience,achievements, and insights cultivated at financial institutions;and Takeshi Toshimitsu, who has rich experience andextensive insight as a firm manager and a lawyer, as outside
directors who are members of the Audit and Supervisory
Committee. In terms of their roles and functions with regard
to corporate governance, we expect them to perform
auditing duties from an independent standpoint based on
the experience and knowledge they have acquired in theirrespective fields of expertise.
Apart from Masaru Nakamura, we have designated andreported to the Exchange five outside directors (including
three outside directors who are members of the Audit andSupervisory Committee) as independent officers based on
the provisions of the Tokyo Stock Exchange.
Our outside directors are appointed based on the Criteria
for Nominating Directors stipulated in “Principle 3.1 Full
Disclosure” of the Corporate Governance Code, and they are
members of the Governance Committee. When considering
particularly important matters related to nominations andremuneration, independent outside directors are involved
and provide advice as appropriate through the Nomination
Committee and the Compensation Committee. The
Nomination Committee and the Compensation Committee
are chaired by an outside director (excluding those whoare members of the Audit and Supervisory Committee) andconsist of a majority of outside directors (excluding those
who are members of the Audit and Supervisory Committee).

When determining remuneration for directors and Corporate
Officers, deliberations are held by an optional Compensation
Committee chaired by an outside director (excluding those
who are members of the Audit and Supervisory Committee),and a decision is made by the Board of Directors.
The Compensation Committee, upon consultationfrom the Board of Directors, also deliberates on theappropriateness of the remuneration system and reports
the results to the Board of Directors. The Compensation

Fiscal year ended August 31, 2021

Whistleblower

Executive classification
Education
Enlightenment

Total amount ofcompensation, etc.
(million yen)

Total amount of compensation, etc. by type (million yen)
Performance-linked Non-monetary compensation,
Fixed compensation
etc., of the left value
remuneration

Number of eligible
officers (persons)

Directors (excluding Outside Directors)

213

112

100

̶

7

Audit and Supervisory Committee Members(excluding Outside Directors)

15

15

̶

̶

1

Outside officer

32

32

̶

̶

5

BIC CAMERA INC. Integrated Report 2022

19

GovernanceCorporate Governance

Skills Matrix of
Directors

Hitoshi Kawamura
Director, Executive Vice PresidentInternal Control Headquarters
General Manager

Name

GenderManagement andSustainability*
Corporate Strategy

To achieve its Purpose,
the Company believes
that the core of corporate
governance is to promote
the materiality it has
specified. It has establishedthe 13 elements listed on
the right as the skills thatall directors should possess
to make this a reality.

Toru Akiho

Male

●

●

Hitoshi Kawamura

Male

●

●

Keiju Nakagawa

Male

●

●

Toru AbeMale* The Company requires all directors topossess sustainability-related skills.

Innovation

Product
Development

Marketing

●

●

●

Store
Development

M&A Business
Strategy

Finance
Accounting

●

●

●

●

Male

Nachika Nemoto

FemaleYuji Nakazawa

Male

●

●

Takeshi Uemura

Male

●

●

Kiyoshi Tokuda

Male

●

●

●

Masaru Nakamura

Male

●

●

Noriko Otsuka

Female●Yukiko Kishimoto

Female●Koichi Sunayama

Male

●

Takeshi Toshimitsu

Male

●

●
●
●

●
●

●
●

●

●

●

●

●

●

●

●

●

Information Security

strives to ensure it is fully implemented, and it has also
formulated the “Basic Policy for Handling My Number, etc.”
as a special provision. Moreover, the Group ensures that
personal information remains accurate and up-to-date, andhas established, implemented, and is maintaining a personal
information protection management system related to thepolicies, systems, plans, implementation, inspections, andreviews related to protecting the rights and interests ofindividuals to prevent and address leaks, losses, or damage of
personal information. It also takes necessary measures that
include maintaining security
systems, organizing internalmanagement systems, andthoroughly training employees.
In 2006, the Company obtained
the Privacy Mark, and it hascontinued to protect and■ Registration Number 10580036(09)manage personal information.

The Company recognizes the importance of properly
managing various information assets, including customer
information and business partner information. The Company
complies with laws and regulations concerning information
security, guidelines set by the government, and othernorms, and it strives to ensure the implementation of the Bic
Camera Group Information Security Policy.
Furthermore, the Company has established a Computer
Security Incident Response Team (CSIRT) and a private Security
Operation Center (SOC) to ensure the safety of information
systems and promote information security management.
Personal Information Security Initiatives
The Group handles a large amount of personal information,such as Bic Point Card member information and delivery
and repair information, and recognizes the importanceof protecting personal information. Accordingly, it hasestablished a personal information protection policy andInformation Security Management System
External

Bic Camera Group Compliance Committee

Employee consultants (employees from the Business Management Headquarters, Internal Audit Office, etc.)

Response

Law firm
President

Consultation Proposal

Female-only help desk

Security Committee

Report* There are female consultants as well.

Chief Information Security Officer (CISO)

20

●

●

●

Internal

Response

In an effort to boost transparency and enable prompt
decision-making, our Board of Directors, including our
Outside Directors, determines important management
issues. In 2021, we restructured our organization to alignwith the corporate strategy determined by establishingour corporate purpose and identifying our materiality.
This process led to the creation of a new Internal
Control Headquarters. The role of the Internal Control
Headquarters is to bolster our governance (internal audits
and controls) and to reinforce our risk management
practices. We understand that speedy decision-making
in business requires governance to support it, andthere is a need to take risks into account when making
management decisions. We will work alongside our
Outside Directors to monitor our management from a
position that strengthens these foundations.

●●

Compliance Help Desk

Consultation Whistleblower Proposal

IR Shareholder
Engagement●

order to develop a framework for gathering and utilizing
information obtained from within and outside the Company.
The compliance help desk is operated in accordance with theRegulations on Protecting Whistleblowers, and the Company
shall develop and hasten familiarity of a framework to allow
directors and employees to easily consult or report any
compliance violations, etc., within the Company, and toensure that persons who have consulted or reported are nottreated disadvantageously.
The department in charge of compliance creates anenvironment where directors and employees of relatedcompanies can easily consult or report on violations oflaws and regulations within the company, and provides
the necessary training to directors and employees of ourGroup according to their positions and job responsibilities.
Additionally, Corporate Conduct Charter states that it “willfirmly confront anti-social forces and organizations thatposes a threat to the order and safety of civil society,” anddeal with antisocial forces in a resolute attitude.

To ensure that execution of duties by directors andemployees complies with laws and regulations and the
Articles of Incorporation, and to respect corporate ethics
and fulfill social responsibilities, Bic Camera ensures thatthe Bic Camera Purpose and the Bic Camera Corporate
Conduct Charter, the Basic Policies on Risk Management,
and the Compliance Manual are fully understood by its
directors and employees.
The officer in charge of compliance shall be the
Director General of Business Management Headquarters,
and the Legal Affairs Office shall be the division in chargeof compliance. The General Affairs and Legal Affairs
Department produces a manual on compliance for
distribution to directors and employees, and conducts
training, etc. to increase knowledge on compliance among
directors and employees and to foster a sense of respect.
The Company has established a compliance help desk, aconsultation desk for inquires on personal information, anda consultation desk for inquires on product accidents, inDiversity HR
Wellbeing

Our Commitment to More Effective Governance●Compliance

Legal Risk●●

Eiji Tamura●

Global Strategic
Insight●●●●

IT Digital

Consultation Whistleblower Proposal

Consultation Whistleblower Proposal* Includes business partners (their staff, etc.). Consultations/
reports/proposals done by ❶Phone ❷E-mail ❸Post

Response

Employees, etc.*

Human Resources
Development Department

Corporate Planning
Headquarters

President
Committee Chair: Officer in charge
Vice Committee Chair: General Manager
Committee Members: Officers in charge of internal control; full-time Audit and Supervisory
Committee members; Senior Executive Officers; Executive Officers;
General Manager; Deputy General Managers; affiliated companies; heads oforganizations related to internal control, general affairs, legal affairs, risk, andcorporate planning; and other individuals appointed by the chairperson

MD Headquarters

EC/Logistics Headquarters

Related Business
Headquarters

Business Management
Headquarters

Internal Control
Headquarters

Secretariat

Affiliates

Audit and Supervisory Committee

BIC CAMERA INC. Integrated Report 2022

21

Company Data

Financial Review
Financial Highlights(Millions of yen)

Year ended
August 31, 2018Year ended
August 31, 2019Year ended
August 31, 2020

Year ended
August 31, 2021

Year ended
August 31, 2022

Net sales

844,029

894,021847,905

834,060

792,368

Operating profit

27,05522,943

12,066

18,217

17,863

3.2

2.6

1.4

2.2

2.3

29,24125,871

14,69021,62920,808

3.5

2.9

1.7

2.6

2.6

17,122

14,047

5,450

8,761

5,765

Operating profit margin (%)
Ordinary profit
Ordinary profit margin (%)
Profit attributable to owners of parent
Net profit margin (%)

2.0

1.6

0.6

1.1

0.7

Return on assets (ROA) (%)

8.2

6.8

3.4

4.7

4.6

Return on equity (ROE) (%)

13.6

10.6

4.0

6.2

4.2

Total assets

365,598

400,451

472,074

454,466

456,466

Net assets

155,765

163,342

169,791

179,523

169,133

35.5

33.4

29.0

31.6

28.8

20

20

13

15

15

Equity ratio (%)
Dividends per share (Yen)

Operating Results for the Fiscal Year Ended
August 31, 2022
Throughout the current fiscal year, the Japanese economy
has been gradually recovering. While there is some weakness
in corporate earnings, improvements can be seen overall,and both personal consumption and employment conditions
are steadily improving.
In the consumer electronics retail industry, while sales
were strong for mobile phones and steady for refrigerators,
sales of TVs, video games, and PCs were weak, so sales weresluggish overall.
Under these circumstances, given our corporate
philosophy of being “a group of specialty departments
persistently seeking to evolve so that they can leverage
their expertise and innovative spirit to propose richer
lifestyles,” our Purpose has identified the following
important management issues: enhancing initiatives aimed
at a circular economy, increasing customer engagement,
and increasing employee engagement. To achieve thesegoals, we are implementing three major strategies:
promoting employee well-being, productivity improvement
strategy, and growth strategy.
In terms of store expansion, we opened six new
stores including Kojima x Bic Camera Utsunomiya Terrace(Utsunomiya City, Tochigi Prefecture), and Sofmap Co., Ltd.
opened Sofmap AKIBA Ekimaekan (Chiyoda City, Tokyo) on
April 29, 2022.
As a result, consolidated net sales for the current fiscal
year were 792,368 million yen (834,060 million yen in the

22same period last year), operating profit was 17,863 million
yen (compared to 18,217 million yen in the same period lastyear), ordinary profit was 20,808 million yen (21,629 million
yen in the same period last year), and net profit before
income taxes was 14,649 million yen (19,540 million yen
in the same period last year). Total income taxes amounted
to 5,275 million yen, and profit attributable to noncontrolling interests was 3,608 million yen, resulting in profit
attributable to owners of the parent of 5,765 million yen(8,761 million yen in the same period last year) and a returnon equity (ROE) of 4.2%.

Status of Assets, Liabilities, and Net Assets
Total assets at the end of the fiscal year increased by 2,000
million yen (a 0.4% increase YoY) to 456,466 million yen.
The main factors behind this include an increase in accounts
receivable of 4,171 million yen, an increase in other current
assets including prepaid expenses of 5,553 million yen,
an increase in machinery, equipment, and vehicle costsof 2,430 million yen, an increase in deferred tax assets of
3,653 million yen, and an increase in other investments
and other assets, including long-term prepaid expenses, of
4,097 million yen, despite a decrease in cash and deposits of
17,891 million yen.
Total liabilities at the end of the fiscal year increased by
12,390 million yen (a 4.5% YoY) to 287,332 million yen.
The main factors behind this include an increase in contract
liabilities (current liabilities) of 34,390 million yen and anincrease in contract liabilities (fixed liabilities) of 8,942 million

yen, despite a decrease in provision for point card certificatesof 13,029 million yen and a decrease in long-term loans
payable of 22,545 million yen.
Total net assets at the end of the fiscal year decreasedby 10,389 million yen (a 5.8% decrease YoY), amounting to
169,133 million yen.

Cash Flows
In the current fiscal year, consolidated cash and cash
equivalents (hereinafter referred to as “funds”) decreasedby 19,321 million yen YoY, amounting to 89,536 million
yen at the end of the fiscal year. The status of various cash
flows and the factors behind them for the current fiscal
year are as follows.
Cash flows from operating activities
Funds obtained as a result of operating activities amounted
to 25,317 million yen (7,763 million yen in the same period
last year). This was mainly due to net profit before income
taxes of 14,649 million yen and depreciation amounting to
10,206 million yen, despite payments of 6,214 million yen incorporate taxes and other taxes.
Cash flows from investing activities
Funds used as a result of investment activities amounted to
18,076 million yen (12,356 million yen in the same period
last year). This was mainly due to expenditures of 7,566
million yen for the purchase of tangible assets, 3,760 million
yen for the purchase of intangible assets, and 4,413 million
yen for the purchase of shares of subsidiaries resulting in achange in the scope of consolidation.
Cash flows from financing activities
Funds used as a result of financing activities amounted to26,565 million yen (4,387 million yen in the same period
last year). This was mainly due to a net decrease of 25,168
million yen in long-term borrowings (difference between
income and expenditure) and 2,623 million yen paid in
dividends, despite a net increase of 7,630 million yen in
short-term borrowings.

Shareholder Returns
The Company regards returning profits to its shareholders
as one of its most important management challenges. It
has adopted a basic policy for implementing appropriate
distribution of profits commensurate with performance.
The Company will make effective use of internal reserves
as capital for aggressive investments to expand its businessfoundation and strengthen its financial structure as it strives
for continuous and stable growth.
The annual dividend for the current fiscal year was
15 yen per share (interim dividend of 5 yen and year-end
dividend of 10 yen), with a dividend payout ratio of 45.2%.

Outlook for the Fiscal Year Ending
August 31, 2023
The Japanese economy is expected to recover during
the fiscal year ending August 31, 2023, as the transition
toward life with COVID-19 progresses and the effects ofvarious policies take hold. However, it is necessary to pay
close attention to the impact of risks that could hold backthe global economy, such as the continuation of global
monetary tightening, rising prices, supply-side constraints,
and fluctuations in financial and capital markets.
Given these circumstances, based on the corporate
philosophy the Group has had since its founding of being “agroup of specialty departments persistently seeking to evolveso that they can leverage their expertise and innovative
spirit to propose richer lifestyles,” it will continue to work
toward its three major strategies: promoting employee wellbeing first and foremost, productivity improvement strategy
to refine quality, and implementing our growth strategy to
expand volume.
Net sales
While the inbound market has not yet fully recovered, we
expect the Group’s net sales to increase by 3.9% YoY to823,500 million yen due to the recovery of urban population
flow, the further expansion of our e-commerce business, andcorporate business.
Operating profit/Ordinary profit
While striving to reap results from our efforts to implement
the aforementioned three major strategies, the Company
will continue to focus on improving our gross profit margin
and reducing expenses to expand profits. The Company
expects to increase its own profits as well as those of KojimaCo., Ltd., but it anticipates a decrease in profits for Bic Life
Solution INC. which will begin its water delivery businessin September 2022, and for Nippon BS Broadcasting
Corporation, due to content enhancements. As a result, theGroup’s overall operating profit is expected to decrease by
3.2% YoY to 17,300 million yen, and ordinary profit by 7.3%
YoY to 19,300 million yen.
Profit attributable to owners of parent
We expect profit attributable to owners of the parent
to increase by 35.3% YoY to 7,800 million yen, with an
anticipated Return on equity (ROE) of 5.8%.

BIC CAMERA INC. Integrated Report 2022

23

Company Data

Bic Camera Group by the Numbers
Equity Ratio

28.8 %

01

07

09

4,552
Male: 3,390 Female: 1,162
Female employee ratio: 25.5%

Ratio of Female Directors

10

21.4 %Bic Camera Consolidated Fiscal Year Ended August 31, 2022

* Officers, full-time employees, contract employees* As of August 2022, Bic Camera only

To promote diversity among directors, the Company has appointed
three female directors.
In addition, it has appointed six outside directors, resulting in a ratioof 42.8%.
* As of November 2022; Bic Camera only

ROA

ROE

Percentage of Women in
Management Positions

Number and Rate of Male Employees
Taking Childcare Leave

4.6 %

04

4.2 %

11

8.7 %

12

35 employees 41%+14 employees, +20 points YoY

Bic Camera Consolidated Fiscal Year Ended August 31, 2022

Bic Camera Consolidated Fiscal Year Ended August 31, 2022

The numbers include managers (store managers, managers andabove) and assistant store managers (considered section chief-level
employees).
Utilizing their unique characteristics, women play an active role instores and departments.
* As of August 2022, Bic Camera only

By holding childcare system seminars and sharing case studies, theCompany is fostering an environment where both men and womencan easily take childcare leave.
* As of August 2022, Bic Camera only

CO2 Emissions

Energy Consumption

Percentage of Employees with a Disability

Reemployment Rate after Retirement+4.6 %

06

YoY-0.9 %
YoY

13

2.47 %+0.0 YoY

Through initiatives such as converting all store lighting to LEDs, theCompany will contribute to reducing CO2 emissions.
* Data as of March 31, 2022; combined results for Bic Camera,
Kojima, and Sofmap (April 2021 - March 2022)

In addition to installing LEDs in stores, the Company contributes
to reducing energy consumption via thorough implementation ofenergy-saving rules.
* Data as of March 31, 2022; combined results for Bic Camera,
Kojima, and Sofmap (April 2021 - March 2022)

More than 160 employees are active mainly in stores.
There are job coaches (workplace adaptation supporters) to support
them in their work and daily lives.
* As of June 2022, Bic Camera only

Small Rechargeable Battery
Collection Results

Small Home Appliance Recycling andResource Recovery Results

Average Monthly Overtime Hours

29,351 kg 122.5 %YoY

The company actively participates in the Small Rechargeable Battery
Recycling Power-up Campaign sponsored by the Japan Portable
Rechargeable Battery Recycling Center (JBRC), collecting small
rechargeable batteries used in digital cameras, notebook PCs, and so on.
*D ata as of March 31, 2022; combined results for Bic Camera,
Kojima, and Sofmap (April 2021 - March 2022)

24

5.3 years

02

Number of Employees

Bic Camera Consolidated Fiscal Year Ended August 31, 2022

03

05

Cash Flow to Interest-Bearing Debt Ratio

08

162.7 t 87.8 %YoY

The Company collaborates with enterprises certified under the Act
on Promotion of Recycling of Small Waste Electrical and Electronic
Equipment recognized by the Ministry of the Environment andthe Ministry of Economy, Trade and Industry to collect and recycle
computers and small home appliances.
* Data as of March 31, 2022; combined results for Bic Camera, Kojima,and Sofmap (April 2021 - March 2022)

15

12.50 hours+2.06 hours YoY

Each organization clearly defines overtime targets and manages
overtime hours, and weekly totals are calculated and distributed to
managers, thus raising awareness of overtime hours.
* Fiscal year ended August 31, 2022, Bic Camera only

14

100 %
+16.7 points YoY

100% of those who continue to be employed after retirement as contract
employees. The post-reemployment retirement system has been extended
to 70 years of age. The Company is creating an environment that allows
highly skilled members to thrive for a long time.
* As of August 2022, Bic Camera onlyHome Appliance
Product Advisers*

16

2,141

Photo Masters

860

The Company aims to acquire advanced knowledge and improvecustomer service skills to provide proposals that stay a step ahead ofcustomer needs.
* The number of Home Appliance Product Advisers includes Home
Appliance Engineers and Smart Masters.
* As of February 2023; combined data for Bic Camera and Kojima

BIC CAMERA INC. Integrated Report 2022

25

Company Data

Group Network

Company Information(As of February 28, 2023)

Company Overview
Company name

BIC CAMERA INC.

Head office

3-23-23, Takada, Toshima-ku, Tokyo

Ikebukuro Headquarters

2-49-7 Minami-Ikebukuro, Ikebukuro Park Building 5th & 6th Floors, Toshima-ku, Tokyo

EstablishedMay 1978

Company established

November 1980

Capital25,929 million yen (Fiscal year ended August 31, 2022)

Total

Bic Camera Group

Number of employees

Consolidated: 9,699 employees   Non-consolidated: 4,552 employees (Fiscal year ended August 31, 2022)
Consolidated: 792,368 million yen   Non-consolidated: 405,608 million yen (Fiscal year ended August 31, 2022)

Business description

Sales of audio visual products (cameras, TVs, recording devices/video cameras, audios), home appliances (refrigerators, washingmachines, kitchen appliances, seasonal home electronics, personal care electronics, mobile phones), information communications
equipment products (PCs, PC peripherals, mobile phones), other (video games, watches, used PCs, sporting goods, toys, glasses andcontact lenses, liquors, food and soft drinks, drugs and daily goods)

45

141

storesHokuriku/
Koshinetsu/Tokai

Toru Akiho

Representative Director and President

Kiyoshi Tokuda

Outside Director

Hitoshi Kawamura

Director

Masaru Nakamura

Outside Director

Keiju Nakagawa

Director

Noriko Otsuka

Toru Abe

Director

Director and Audit andSupervisory Committee Member

Yukiko Kishimoto

Outside Director and Audit andSupervisory Committee Member

Nachika Nemoto

Director

Yuji Nakazawa

DirectorTakeshi Uemura

Outside Director

KojimaChugoku/Shikoku

Koichi Sunayama

Outside Director and Audit andSupervisory Committee Member

Bic Camera

Takeshi Toshimitsu

Outside Director and Audit andSupervisory Committee Member

KojimaSofmap9

JANPARA

storesBusiness overview

WILBY INC.

JANPARA Co., Ltd.

Purchases and sales of used mobile phones,
used computers, etc.

UMOKOBO CO.,LTD.

Manufacturing and sales of bedding

Somobile co.,ltd.

Operation of mobile phone distributors

Sofmap Co., Ltd.

Purchases and sales of used computers,
digital devices and mobile phones, as well as
sales of new computers, digital devices andmobile phones

TOSHIMA CABLE NETWORK
Cable television broadcasting businessCO., LTD.

Tokyo Keikaku Co., Ltd.

Advertising agency, rental and managementof real estate, operation of golf courses

Bic shuhan Co., Ltd.

Sales of liquors, food and soft drinks

BIC DIGITAL FIRM INC.

Development and maintenance of coresystems of the Bic Camera Group

Bic Life Solution INC.

Nippon BS Broadcasting
Corporation
Kojima Co., Ltd.

Hiroshima
Distribution Center

Bic Camera
KojimaSofmapJANPARASales of home appliances, etc.

Kyushu/Okinawa

Renovation and remodeling of houses, etc.

Planning, development, manufacturing,and sales of drinking water

Kokudosya co.,ltd.

Publication and sales of children’s books,
etc.

KojimaRironsya co.,ltd.

SofmapBic Logistics Service INC.

General cargo transport business andwarehousing business

Publication and sales of children’s books,
etc.

Ranet Co., Ltd.

Operation of mobile phone distributors

Future ecology Co.,Ltd.

Waste recycling processing

Tokyo Camera Distribution
Association

Joint financial business

SELEN co.,ltd.

Planning, development, and sales of security
and safety equipment

Bic Camera

JANPARA19

Osaka
Distribution Center

KojimaSaitama/Chiba
Bic Camera

28

Bic Camera

stores4 stores9 stores1 store5 stores

Bic Camera

Funabashi
Distribution Center

NagoyaDistribution Center

Kansai

BS digital broadcasting businessHokkaido/
TohokuIbaraki/Tochigi/
Gunma

Fukuoka
Distribution Center

BICCAMERATOTAL REFORM INC.

26

4 stores18 stores
2 stores5 stores

Higashimatsuyama
Distribution Center
Company namestoresTohokuDistribution Center

Major Group Companies (As of February 28, 2023)
Business overview

stores2 stores4 stores2 stores1 storeJANPARA

Planning, development, and operation of
web services

50

stores

SapporoDistribution Center

29

Bic Camera

SofmapCompany name24

storesDistribution Centers

List of Officers (As of November 17, 2022)

Director

storesBreakdown

Net sales

Eiji Tamura

260

KojimaSofmapJANPARAKojimastores5 stores11 stores
4 stores8 storesSofmapJANPARATokyo/
Kanagawa
Bic Camera
KojimaSofmap

Okinawa
Distribution Center

JANPARA

22

stores

1 store16 stores
1 store4 stores17

stores2 stores15 stores

38

stores5 stores28 stores
2 stores3 stores98

stores22 stores
40 stores
12 stores
24 stores

BIC CAMERA INC. Integrated Report 202227