Coverage Indication••

Group：Dentsu Group Inc. and subsidiaries (consolidated)
dentsu: Group's brand name•••

Japan：dentsu Japan abbreviation
International/Int.： Collective name for the three EMEA, Americas, and APAC regions
APAC：excluding JapanThe following entities are treated as non-consolidated companies;• Dentsu Group Inc.
• DENTSU Inc.

Table of Contents*Clicking on the page number navigates to the relevant page.

Basic Data

Company Information

……… 5

P4

Environment

GovernanceCorporate Governance……… 72

P71
Editorial Policy……… 5

Executive Compensation……… 77

Dentsu's Sustainability……… 6

Risk Management……… 78Environment Management……… 9

Business Ethics & Compliance……… 80

Climate Change……… 11

Tax Transparency……… 83

Human Capital Development……… 28Supply Chain Management……… 84

DEI（Diversity, Equity and Inclusion）……… 36

Data Privacy & Cyber Security……… 90

Employee Engagement……… 41

Human Rights……… 93

Employment……… 41

Responsible Media……… 95

Occupational Safety and Health……… 60Brand Value……… 97

Social Contribution Activities……… 62

Certification……… 99

Third Party Assurance……… 63Award……… 103

Human Capital Development: Quantitative data
for DENTSU Inc.

……… 64

Evaluation……… 104

DEI（Diversity, Equity and Inclusion）:
Quantitative data for DENTSU Inc.

CR Award……… 105……… 64ESG Evaluation……… 106

Employment: Quantitative Data for DENTSU
Inc.

……… 65Initiative……… 108

Occupational Safety and Health: Quantitative
Data for DENTSU Inc.

……… 68P8Social
P27

External
Evaluation
P98

Initiative
P107

Basic Data

ESG Data Book 2024

5

Company Information
No.

Category

Details

Data

Website1Company nameDentsu Group Inc.

https://www.group.dentsu.com/en/about-us/datalocation.html

2

Location

1-8-1, Higashi-Shimbashi, Minato-ku, Tokyo 105-7050, Japan

https://www.group.dentsu.com/en/about-us/datalocation.html

3

Representative

Director, Representative Executive Officer, President & Global CEO: Hiroshi
Igarashihttps://www.group.dentsu.com/en/about-us/datalocation.html

4

Established

July 1, 1901** Date of establishment under Dentsu Inc.’s former trade name before it waschanged on January 1, 2020.

https://www.group.dentsu.com/en/about-us/datalocation.html

5Capital74,609.81 million yen (as of December 31, 2023)

https://www.group.dentsu.com/en/about-us/datalocation.html

6

Number of
consolidated
subsidiaries andaffiliates

Consolidated subsidiaries: 808 companies
Affiliated companies: 85 companies(as of December 31, 2023)

https://www.group.dentsu.com/en/ir/common/pdf/20
24_finance.pdf

7

Number of employees

Consolidated

71,127 (as of December 31, 2023)

8

Number of employees

Non-consolidated

165 (as of December 31, 2023)

9Department in chargeGroup Sustainability Office,Dentsu Group Inc.

10

Contact

Please refer to the Website.

https://www.group.dentsu.com/en/about-us/datalocation.html

https://contact.group.dentsu.com/m/en_total

Editorial Policy
No.

Category

Details

Data

11

Publication

Dentsu's “ESG Data Book 2024” facilitates the comprehensive and detailed
reporting of ESG data (information) in order to promote information disclosure to
stakeholders, including shareholders and investors, and external evaluation
organizations. The ESG Data Book has been published since 2023.

12

Issue period

July 2024 (Next edition scheduled for publication in July 2025)

WebsiteBasic Data

ESG Data Book 2024

Editorial Policy
No.

Category

13

Reporting period

It focuses on activities during FY2023 (January 1, 2023 through December 31, 2023),
but also refers to both preceding and more recent activities.
If an aggregate definition changes, there will not be any recalculation retroactive topast fiscal years.

14

Reporting organization

Dentsu Group and its Group companies in Japan and International.
Company names are each as of July 2024.

Third party Assurance“GHG emissions,” and “female managers ratio,” have been audited (with limited
assurance) by a third-party organization, KPMG AZUSA Sustainability Co., Ltd.
The details are described in the Independent Assurance Report.
https://www.group.dentsu.com/en/sustainability/common/pdf/third-partyassurance.pdf

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf

16

Relationship with otherreports

Dentsu's approach to sustainability has been disclosed to stakeholders in its Integrated
Reports since 2016.
The Integrated Report integrates financial and non-financial information, including
management policies and business strategies for medium to long-term value creation.
Some ESG data is also detailed in the Corporate Governance Report, the Financial
Report, and on dentsu’s website.

https://www.group.dentsu.com/en/sustainability/
reports/

17

Reporting Standard

The Integrated Report and ESG Data Book reference GRI Standards. Dentsu has also
published a GRI content index.

https://www.group.dentsu.com/en/sustainability/common/pdf/GRI2024.pdf

18

GRI content index

Please refer to the Website.

https://www.group.dentsu.com/en/sustainability/common/pdf/GRI2024.pdf

15

Details

Data

WebsiteDentsu's Sustainability
No.

19

Category

Approach

Details

Data
For dentsu, sustainability is a prerequisite and the core of management to realize our
purpose of “an invitation to the never before.”
Sustainability is not only about short-term profit, but also about medium- and longterm sustainability that goes beyond self-interest and aims for overall optimizationfrom a supply chain, industry, society, and, ultimately, a global perspective. Dentsu
aims to share these values with its stakeholders and build new relationships.
The 2030 Sustainability Strategy, which was updated in 2024, aims to achievesustainability for both dentsu and society by generating ideas for the future to solve
the challenges facing society, based on our Purpose, Vision, and Management Policy.
For more information on the position of the 2030 Sustainability Strategy within
dentsu's philosophy, please refer to dentsu’s website, the 2030 Sustainability Strategy,
and Integrated Report 2024.

Websitehttps://www.group.dentsu.com/en/philosophy/su
stainability-strategy-2030.html
https://www.group.dentsu.com/en/sustainability/common/pdf/integrated-report2024_all.pdf

6Basic Data

ESG Data Book 2024

7

Dentsu's Sustainability
No.

20

21

22

Category

Data

WebsiteGovernanceWith the Group’s transition to a global management structure led by the GroupManagement Team in January 2023, the Group Sustainability Committee wasestablished directly under the Group Management Board.
Yuko Kitakaze, Global Chief Sustainability Officer, has chaired the Committee since
January 2024. In 2024, the committee has eight members with diverse expertise andregional backgrounds. Members meet four times a year to monitor and evaluate fromdifferent perspectives our progress towards our goals in order to promote sustainability
management. Since 2022, progress in promoting ESG related initiatives has been oneof the factors reflected in the Group’s Executive Incentive Program.

https://www.group.dentsu.com/en/sustainability/

Materiality

Dentsu set out the 2030 Sustainability Strategy to realize our purpose, “an invitation to
the never before,” in the face of changes in the external environment. Materiality ispart of this strategy.
To maximize corporate value for stakeholders, dentsu conducted a two-axis materiality
assessment based on importance from management perspective and importance fromstakeholders’ perspective.
This identified five material issues: 1) Business Ethics & Compliance / Data Security,
2) DEI, 3) Human Capital Development, 4) Climate Action, and 5) Innovation
Leadership.
The reasons for the identification of the material issues is based on the perspective ofrisks and opportunities disclosed in Integrated Report 2024.
For details on the Materiality identification process, material issues, and KPIs,
stakeholders and please refer to the Materiality page on dentsu’s website.
For information on the positioning of the material issues within dentsu’s Value Creation
Model, see the Value Creation Model page on the same website.

KPI and Performance

Details

Under the 2030 Sustainability Strategy, KPIs, and action plans have been set for eachof the five material issues. The Group Management Team, a member of the Group
Sustainability Committee, is responsible for their implementation of each material
issues, and the Global Chief Sustainability Officer has overall responsibility.
For more information on KPIs and action plans, please refer to dentsu’s website andIntegrated Report 2024. Note that in these KPIs, the ratio of female leaders and GHG
emissions are non-financial indices for executive remuneration.

https://www.group.dentsu.com/en/philosophy/ma
teriality.html
https://www.group.dentsu.com/en/philosophy/sta
keholder.html
https://www.group.dentsu.com/en/sustainability/common/pdf/integrated-report2024_all.pdf

https://www.group.dentsu.com/en/philosophy/ma
teriality.html
https://www.group.dentsu.com/en/sustainability/common/pdf/integrated-report2024_all.pdf

8

Environment

ESG Data Book 2024

9

Environment Management
No.

1

2

3

Category

PolicyManagement
structure

Targets

Details

Data

Environmental
policyClimate change is an important issue that will have significant impact on society. The
Group is also aware of the potential financial impacts as well as other diverse impacts,
climate change may have on its shareholders, investors, partners, and customers. Climate
Action is incorporated in our 2030 Sustainability Strategy as one of our material issues,
and we have commitments to reduce our overall Scope 1-3 GHG emissions by 46.2% from2019 levels by 2030 and to achieve net zero emissions by 2040, based on the ScienceBased Targets initiative's Corporate Net-Zero Standard.
These commitments are reflected in the Dentsu Group Environmental Policy, signed by the
Global Chief Sustainability Officer, who is also responsible for tracking progress against
them. The policy applies to all Group businesses and employees. For more information,please refer to the policy on the website. The Group has also made commitments toachieve 100% renewable energy by 2030 and to enable one billion people to make moresustainable choices by the same year. Progress against these KPIs is tracked and managed
by the Group Sustainability Committee. Employee training is conducted in each market andregion through independent programs, details of which are disclosed in Integrated Report
2024. Engagement with key business partners is set out in a separate Group policy. For
information on how dentsu engages with public policy bodies and other bodies andlobbying on climate change, see the relevant ESG Databook section.

dentsuThe Group Sustainability Committee (GSC) reports on environmental management to theBoard of Directors via the Group Management Board in accordance with our Environmental
Policy. The Group Sustainability Office serves as the GSC Secretariat and oversees the
specific measures implemented by the sustainability promotion teams in each area. The
detailed structure is disclosed in the Securities Report and the Corporate Governance
Report. The Group is certified for its Environmental Management System (ISO 14001) andoperates a management system in accordance with the requirements (target market:
Japan).

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/governance_202403_en.pdf

Dentsu‘s net zero target is aligned with limiting global warming to 1.5°C to prevent theworst impacts of climate change. It includes a near-term target to reduce absolutegreenhouse gas (GHG) emissions by 46.2% by 2030 across Scope1-3 (from a 2019 baseyear) and a long-term net zero target to reduce absolute GHG emissions across our entire
value chain by 90% by 2040. Our focus is on GHG emissions reduction, and after reducing
our absolute GHG emissions by at least 90% compared to our 2019 base year, we will
neutralize the remainder through certified GHG removal projects. In 2023, we madeprogress in initiatives to expand the scope of our GHG reduction targets for ourinternational operations that were certified validated by the Science Based Targets
initiative (SBTi), the leading global standard for Paris-aligned target setting, to include theentire Group. Based on our ‘Business Ambition for 1.5°C’ commitment letter from 2022, we
submitted new GHG reduction targets to SBTi for validation in 2024, and these are still
under review as of July 2024. In addition, the Group properly manages and aggregatesboth water consumption and waste annually and discloses this information. Water use in
the offices we occupy is mainly for sanitation purposes, and we are now considering setting
appropriate targets for water conservation.

dentsuhttps://www.group.dentsu.com/en/sustaina
bility/reports/

Environmental
management
systemCoverage

Websitehttps://assets-eu-01.kcusercontent.com/7bf8ef96-9447-01611923-3ac6929eb20f/0961551f-b465-46dc8271828d33b92767/Dentsu%20Group%20Envir
onment%20Policy.pdf
https://www.group.dentsu.com/en/aboutus/common/pdf/governance_202403_en.pdf

Environment

ESG Data Book 2024

10

Environment Management
No.

4

Category

Third-party
memberships

Details

Data

Policy on
third-party
memberships

By applying the knowledge and experience gained from working with external
stakeholders, we aim to improve our sustainable management, including our response to
climate change.
Led by the Global Chief Sustainability Officer and the Group Sustainability Office, dentsu
has established strategic partnerships with the following organizations and initiatives
through its memberships: World Economic Forum (Strategic Partner), WBCSD (Member),
RE100 (Member), JCLP (Associate Member), CDP (Member), TCFD (Supporting Member),
TNFD Forum (Member), TCFD Consortium (Member).

•
•
•
•

5

Third-party
memberships
andcommitments•
Organizations
•
•

•
•
•
•

World Business Council for Sustainable Development (WBCSD) - dentsu is a member
of WBCSD, a global, CEO-led organization of over 230 leading businesses working
together to accelerate the transition to a more sustainable and inclusive world.
World Economic Forum Alliance of CEO Climate Leaders – dentsu’s President andGlobal CEO is a member of the WEF CEO Alliance, a CEO-led community committed tobold climate ambition and accelerating the net zero transition.
RE100 - As a member, dentsu is committed to source 100% renewable electricity
across our global operations by 2030.
UN Global Compact (UNGC) – dentsu is a signatory of this long-standing voluntarybusiness initiative to take strategic action to support the UN Sustainable Development
Goals (SDGs). This includes aligning our strategies and operations with the UNGC's
Ten Principles on human rights, labor, environment and anti-corruption; and taking
strategic actions to advance broader societal goals, including the SDGs, with anemphasis on collaboration and innovation.
Business Ambition for 1.5℃ - dentsu committed to the Business Ambition for 1.5°C
campaign to set ambitious targets in line with a 1.5°C future to response the mostdevastating impacts of climate change.
Ad Net Zero - dentsu is a founding global member of the Ad Net Zero, a global
program that supports the advertising industry in addressing the climate crisis, and alocal member in the US, UK, New Zealand and the UAE.
Ad Green - dentsu is a founding member of Ad Green, which unites the advertisingindustry to eliminate the negative environmental impacts of production.
Responsible Media Forum (RMF) - dentsu is a founding member of the RMF, apartnership between 27 leading media companies to identify and take action on thesocial and environmental challenges facing the sector .
Conscious Advertising Network (CAN) - dentsu is a global member of CAN, a UKbased voluntary coalition of more than 150 organizations who share the vision toensure industry ethics catch up with the technology of modern advertising.
Sustainable Brands - dentsu is a member of Sustainable Brands, a global communityof brand innovators who are helping to share the future of commerce worldwide.
Japan Climate Leaders' Partnership (JCLP) – dentsu is an associate member of the
JCLP, a coalition of Japanese companies aiming for a sustainable, decarbonizedsociety.

Coverage

Websitehttps://www.group.dentsu.com/en/sustaina
bility/dentsuhttps://www.group.dentsu.com/en/sustaina
bility/common/pdf/integratedreport2024_all.pdf

https://www.group.dentsu.com/en/sustaina
bility/dentsuhttps://www.group.dentsu.com/en/sustaina
bility/common/pdf/integratedreport2024_all.pdf

Environment

ESG Data Book 2024

11

Climate Change
No.

6

7

Category

Disclosure
based on
TCFD
recommendati
ons

Disclosure
based on
TCFD
recommendati
ons

Details

Data

Governance

The Group discloses climate-related information each year based on the recommendations of the
Task Force on Climate-related Financial Disclosures (TCFD). The Group Management Board (17members) is accountable for the Group’s greenhouse gas (GHG) emissions, and remuneration of
the Group Management Team, which consists of Group Management Board and Group Executive
Management (11 members), is linked to performance against annual GHG reduction targets
across Scope 1 and 2. Using 2019 emissions as the baseline volume, the Group aims to steadily
and consistently reduce its total emissions by an equal amount each year to achieve a 46.2%
reduction by 2030. Remuneration of Executive Management (17 members) at dentsu Japan islinked to performance against specified targets. We take detailed measurement of the Scope1-3
emissions in each of our four operating regions and are advancing specific measures to reduceoverall Group-wide GHG emissions by at least 46.2% by 2030 and by at least 90% by 2040
compared to a 2019 baseline.

Risk
management

The Group identifies climate change and other sustainability-related risks to determine material
issues to inform its current management strategies and to manage business risks. The 2030
Sustainability Strategy addresses the material issues, and the Group Sustainability Committee(GSC) meets quarterly to evaluate and manage progress towards the strategy. The Global Chief
Sustainability Officer is responsible for overall risk management regarding the material issues,and each issue is assigned to relevant GSC executive sponsor. The Global Chief Sustainability
Officer and Group Risk Committee are responsible for identifying when the strategies are notadequately progressing toward achieving the targets as planned and taking alternative action toensure the strategies remain effective. The Group Risk Committee is responsible for applying aGroup-wide enterprise risk management (ERM) approach to identify and assess material risks.
Risk sponsors are selected and assigned to form and implement risk-response plans to prevent
risks from arising and to mitigate the impact of risks that do arise. The pre-appointed risksponsors submit reports and regularly monitor the status of the risk and risk-response plans. We
analyzed climate-related risk scenarios over three time frames: short term (0–1 year), medium
term (1–3 years), and long term (3–15 years). For each risk, the potential impact on operating
profit was quantified and a threshold impact was set. The risks were then classified into sevencategories of extremely high risk, high risk, low to moderate risk, normal operations, extremely
large opportunity, large opportunity, and low to moderate opportunity. The risk assessments also
included simulations with factors that, based on the Group’s business structure, could delay
achievement of net zero emissions to 2050 or later. The factors were destabilizing regulations,greenwashing regulations, disclosure requirements, carbon pricing, a changing energy landscapeand energy costs, global GDP change and economic disruption, changing consumer behavior andconsumption patterns, contentious clients and declining sectors, emerging sectors, reputational
damage, increased severity and frequency of extreme weather events, and earlier and/or more
severe climate change.

Coverage

Websitehttps://www.group.dentsu.com/en/su
stainability/reports/
dentsuhttps://www.group.dentsu.com/en/su
stainability/common/pdf/TCFDreport2024.pdf

https://www.group.dentsu.com/en/su
stainability/reports/
dentsuhttps://www.group.dentsu.com/en/su
stainability/common/pdf/TCFDreport2024.pdf

Environment

ESG Data Book 2024

12

Climate ChangeNo.

8Category

Disclosure
based on
TCFD
recommendati
ons

Details

Strategy

Data

At dentsu, we actively manage climate-related risks, encompassing both physical and transition
risks within our operations. We recognize the growing threat posed by extreme weather eventsand the evolving landscape towards a low-carbon economy. Acknowledging the increasing
frequency and severity of extreme weather occurrences, such as floods, storms, typhoons, andheatwaves, we conduct thorough assessments to gauge the vulnerability of our physical assets
and the potential impact on our employees and supply chains. Additionally, as we shift towards a
low-carbon, global economy, we have identified transition risks arising from regulatory changes,
market shifts, and technological advancements. To effectively address these risks, we adopt
cross-functional collaboration among our teams. This concerted approach ensures thedevelopment of robust mitigation and adaptation plans at global, regional, and local levels. Our
strategies include regular risk assessments, scenario analysis and exercises, business continuity
planning, and safety protocols to protect our employees during extreme weather events. We also
work closely with our suppliers to strengthen risk management practices. Our efforts are guided
by a team of experts across our markets, incorporating local insights and best practices into ourstrategies. In line with our commitment to decarbonization, we have set ambitious reduction
targets and are in the process of developing a comprehensive Climate Transition Plan. Within thetransition planning process, we will identify the necessary funding requirements and associatedcosts for our decarbonization efforts allowing the prioritization of opportunities based on theircost-effectiveness. This prioritization will guide our budgetary allocation for decarbonisation,
ensuring that investments are directed towards the most efficient measures. Dentsu continues tomake significant financial commitments to support climate-related initiatives, procuring
renewable energy and investment in ESG data analytics capabilities. We are also investing insustainability expertise globally through recruitment and training programs. Our market-specificinitiatives focus on energy reduction, awareness campaigns, and the integration of sustainable
practices into our daily operations as well as in the service offering to clients. By embedding
climate risk management into our broader business strategy, dentsu is dedicated to fosteringresilience and sustainability in the face of climate change. For more information, please refer tothe Dentsu Group TCFD Report 2024.

Coverage

Websitehttps://www.group.dentsu.com/en/su
stainability/reports/
dentsuhttps://www.group.dentsu.com/en/su
stainability/common/pdf/TCFDreport2024.pdf

The Group discloses climate-related information annually based on the recommendations of the
Task Force on Climate-related Financial Disclosures (TCFD).

9

Disclosure
based on
TCFD
recommendati
ons

Metrics andtargets

The Group’s climate change indicators and targets are as follows:- Achieve a 46.2% absolute reduction in greenhouse (GHG) emissions by 2030 (Scope1-3)
compared to a 2019 baseline- Achieve net-zero GHG emissions by 2040 (Scope1-3)- Achieve 100% renewable energy by 2030**Renewable energy in the context of dentsu’s sustainability strategy and commitments refers toelectricity generated from renewable sources. This definition aligns with RE100.
For details on our progress towards our targets, please refer to the sections on GHG Emissions
and Renewable Energy Ratio.

https://www.group.dentsu.com/en/su
stainability/reports/
dentsuhttps://www.group.dentsu.com/en/su
stainability/common/pdf/TCFDreport2024.pdf

Environment

ESG Data Book 2024

13

Climate ChangeNo.

Category

Details

Data

Coverage

Websitedentsuhttps://www.group.dentsu.com/en/sus
tainability/common/pdf/third-partyassurance.pdf

Dentsu calculates its greenhouse gas (GHG) emissions in reference with the WRI GHG Protocol.
Scope of calculation: Includes consolidated subsidiaries in Japan and abroad over which dentsu
exercises managerial control. Consolidated subsidiaries that can be judged to have a negligible
impact due to number of employees, type of use of bases, etc. are not included.

10

GHG
emissions

Calculation
methodology
and data
boundary

Calculation methodology:
Scope 1: Fuel used in buildings and vehicles x emission factor
Scope 2: Electricity, heat and steam used in buildings and supplied by other companies x
emission factor
Scope 3:• Category 1: IT and office-related purchase and lease costs, outsourcing costs, etc., as major
procurement x emission factor• Category 3: Energy resource consumption (electricity, fuel, etc.) x emission factor• Category 4: Postal and courier costs x emission factor• Category 5: Weight of industrial and general waste, etc. x emission factor• Category 6: Transport and accommodation costs, distance travelled x emission factor• Category 7: Commuting or FTE (Full Time Equivalent) x emission factor• Category 13: Energy consumption of the leased company x emission factor• Category 15: Revenues of the investee company x emission factor
Excluded from calculation:
Scope 1: Fugitive emissions are not included as dentsu is underway of working on data collection.
Scope 3:• Category 2: Excluded due to difficulties in collecting the data necessary to calculate emissions
in Japan. Included in Scope 3, Category 1 for International.
• Category 8: Emissions from applicable leases are calculated under Scope 1 and 2.
• Category 9: Excluded because dentsu’s products do not require transportation.
• Category 10: Excluded because none of dentsu’s products require further processing.
• Category 11: Excluded due to minor impact.
• Category 12: Excluded due to minor impact.
• Category 13: Excluded in Japan because the company does not engage in rental businesses.
• Category 14: Excluded because the company does not engage in franchise businesses.
• Category 15: Excluded in Japan due to difficulties in collecting the data necessary to calculate
emissions.

Environment

ESG Data Book 2024

14

Climate ChangeNo.

Category

Details

Data
FY2019(baseline)

FY2020Coverage

FY2021

FY2022

WebsiteFY2023

Total

33,962

26,955

24,103

16,03918,261dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Japan

24,546

21,227

19,653

11,592

12,655

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

GHG emissions

Int.

9,416

5,728

4,450

4,447

5,606

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

14

GHG emissions

Total

4,888

3,540

3,195

3,267

2,942

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

15

GHG emissions

Japan

344

355

310

348

924

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

16

GHG emissions

Int.

4,544

3,185

2,885

2,919

2,018

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

17

GHG emissions

Total

29,074

23,41520,908

12,771

15,318dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

18

GHG emissions

Japan

24,202

20,872

19,343

11,244

11,730Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

19

GHG emissions

Int.

4,872

2,543

1,565

1,527

3,588

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

20

GHG emissions

Total

408,846

82,329384,428

393,494440,911dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

11

GHG emissions

12

GHG emissions

13

Scope 1+2
(tCO2e)Scope 1
(tCO2e)Scope 2
(tCO2e)

Scope
1+2+3
(tCO2e)Environment

ESG Data Book 2024

15

Climate ChangeNo.

Category

Details

Data
FY201921

GHG emissions

Total

374,884

FY202055,374

Coverage

FY2021

FY2022

FY2023360,325

377,456

422,651

DentsuWebsitehttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

22

23

GHG emissions

Scope 3
(tCO2e)

GHG emissions

Japan

66,15243,06238,754

49,97270,052

Japanhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

308,732

12,312

321,571

327,485

352,599

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

24

GHG emissions

Total

265,960

25,615

316,082

294,923

310,775

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

25

26

GHG emissions

Scope 3Category 1:
Purchased
goods andservices(tCO2e)

GHG emissions

Japan

28,77325,202

24,28432,398

46,113

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

237,187413

291,798

262,525

264,662International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

27

GHG emissions

Total

N/A

N/A

N/A

N/A

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

28

29

GHG emissions

GHG emissions

Scope 3Category 2:
Capitalgoods(tCO₂e)

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

16

Climate ChangeNo.

Category

Details

Data
FY201930

GHG emissions

Total

FY2020

8,813

5,481

Coverage

FY2021

10,779FY2022

8,254

WebsiteFY2023

10,166dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

31

32

GHG emissions

Scope 3Category 3:
Fuel- andenergy-related
activities(tCO₂e)

GHG emissions

Japan

6,500

5,481

5,155

2,759

3,195

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

2,313

N/A

5,624

5,494

6,971

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

33

34

35

GHG emissions

GHG emissions

Total
Scope 3Category 4:
Upstreamtransportation
anddistribution(tCO2e)

GHG emissions

288

1,856

3,558

4,264

3,326

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Japan

0

1,856

2,978

3,416

2,525

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

288

N/A

580

848

801

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

36

GHG emissions

Total

1,246

1,098

1,207

904

900

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

37

38

GHG emissions

GHG emissions

Scope 3Category 5:
Waste
generated inoperations(tCO2e)

Japan

424

596

931

611

481

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

822

502

276

293

418

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

17

Climate ChangeNo.

Category

Details

Data
FY201939

GHG emissions

Total

79,417

FY202016,370Coverage

FY20219,909

FY202235,899WebsiteFY202362,906dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

40

41

GHG emissions

Scope 3Category 6:
Businesstravel(tCO2e)

GHG emissions

Japan

25,406

4,973

3,055

8,893

14,139Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

54,011

11,397

6,854

27,006

48,768International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

42

GHG emissions

Total

13,6604,954

14,66827,84827,669dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

43

44

GHG emissions

Scope 3Category 7:
Employeecommuting(tCO2e)

GHG emissions

Japan

5,049

4,954

2,350

1,893

3,599

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

8,611

N/A

12,31825,95524,070International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

45

GHG emissions

Total

N/A

N/A

N/A

N/A

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

46

47

GHG emissions

GHG emissions

Scope 3Category 8:
Upstreamleased assets(tCO2e)

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

18

Climate ChangeNo.

Category

Details

Data
FY201948

GHG emissions

Total

369,384

FY202055,374

Coverage

FY2021

FY2022

FY2023356,203

372,092

415,742dentsuWebsitehttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

49

50

GHG emissions

Total
upstream(tCO2e)

GHG emissions

Japan

66,15243,06438,75349,97070,052

Japanhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

303,232

12,312

317,450

322,121345,690

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

51

52

53

GHG emissions

GHG emissions

Total
Scope 3Category 9:
Downstream
transportation
anddistribution(tCO2e)

GHG emissions

N/A

N/A

N/A

N/A

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

54

GHG emissions

Total

N/A

N/A

N/A

N/A

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

55

56

GHG emissions

GHG emissions

Scope 3Category 10:
Processing ofsold products(tCO2e)

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

19

Climate ChangeNo.

Category

Details

Data
FY201957

GHG emissions

Total

N/A

FY2020

N/A

Coverage

FY2021N/A

FY2022

N/A

WebsiteFY2023

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

58

59

GHG emissions

Scope 3Category 11:
Use of soldproducts(tCO2e)

GHG emissions

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

60

GHG emissions

Total

N/A

N/A

N/A

N/A

N/A

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

61

62

GHG emissions

Scope 3Category 12:
End-of-life
treatment ofsold products(tCO2e)

GHG emissions

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf

https://www.group.dentsu.com/en/sustainability/reports/

63

GHG emissions

Total

3,469

N/A

331

309

291

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

64

65

GHG emissions

GHG emissions

Scope 3Category 13:
Downstream
leased assets(tCO2e)

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

3,469

N/A

331

309

291

International

https://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

20

Climate Change
No.

66

Category

Details

GHG emissions

Data

Total

Coverage

FY2019FY2020

FY2021

FY2022

FY2023

N/A

N/A

N/A

N/A

N/A

dentsuWebsitehttps://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

67

68

GHG emissions

Scope 3Category 14:
Franchises(tCO2e)

GHG emissions

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

N/A

N/A

N/A

N/A

N/A

International

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

69

GHG emissions

Total

2,031

N/A

3,790

5,055

6,617

dentsuhttps://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

70

71

GHG emissions

Scope 3Category 15:
Investments(tCO2e)

GHG emissions

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

2,031

N/A

3,790

5,055

6,617

International

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

72

GHG emissions

Total

5,500

N/A

4,121

5,364

6,908

dentsuhttps://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

73

74

GHG emissions

Scope 3Total
downstream(tCO2e)

GHG emissions

Japan

N/A

N/A

N/A

N/A

N/A

Japan

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Int.

5,500

N/A

4,121

5,364

6,908

International

https://www.group.dentsu.com/en/sustainability/common/
pdf/third-party-assurance.pdf
https://www.group.dentsu.com/en/sustainability/reports/

75

GHG emissions

Scope 1+2+3
Intensity Ratio(tCO2e/ JPY net
revenue)dentsu

0.435

N/A

0.373

0.352

0.317

dentsuEnvironment

ESG Data Book 2024

21

Climate ChangeNo.

Category

Details

Data

Coverage

Websitedentsuhttps://www.group.dentsu.com/en/sustainability/reports/

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/
third-party-assurance.pdf‘Planet’, one of the core themes of our 2030 Sustainability Strategy, encompasses not only the
global environment but also society as a whole, including the regions in which we operate.
Maintaining a healthy planet is a key prerequisite for us to provide value through our business.
In addition to reducing the environmental impact of our own activities, we leverage our uniqueposition, inform which we can collaborate with many stakeholders, including clients andconsumers, to proactively carry out activities that create future possibilities.
To achieve the goal of accelerating the transition to a low-carbon and sustainable consumer
society, we have set the following KPIs and will promote action plans accordingly from 2024.
76

Energyconsumption

Targets and reduction
policy• Achieve net-zero greenhouse gas (GHG) emissions by 2040 (Scope 1-3)
• Achieve a 46.2% absolute reduction in GHG emissions by 2030 (Scope 1-3), compared to a
2019 baseline• Achieve 100% renewable energy* by 2030
• Enable 1 billion people to make more sustainable choices by 2030
* Renewable energy in the context of dentsu’s sustainability strategy and commitments refers
to electricity generated from renewable sources. The definition for renewable electricity has
been aligned with RE100.
In March 2024, the Dentsu Group Environmental Policy was updated to reflect the updated
2030 Sustainability Strategy - https://www.group.dentsu.com/en/aboutus/common/pdf/environmental-policy_202403_en.pdf

77

78

Energyconsumption

Energyconsumption

Calculation
methodology and databoundary

Energy consumption is based on the calculation criteria of the World Resources Institute's
Greenhouse Gas (GHG) Protocol. Japan uses the latest emission coefficients by electric utility
published by the Ministry of the Environment and the Ministry of Economy, Trade andIndustry. In International, dentsu uses the most recent direct emission factors published byboth the UK government and the International Energy Agency (IEA).

Reduction efforts

Dentsu aims to increase the use of renewable energy while reducing our overall energy
consumption. We are actively promoting the following measures.
• Enabling remote work Group wide to lower energy consumption by reducing employee
mobility.
• Converting company gasoline vehicles to electric vehicles (EVs).
• Switching to LED lighting and installing energy-saving motion sensors in offices.
• Formulating and implementing a renewable energy strategy for procuring 100% renewableenergy worldwide by 2030.
• In 2023, the Group purchased renewable energy certificates and procured renewable electric
power for the Shiodome Building, one of the Group’s largest sites.
• Stepping up employee education and training on sustainability and climate change.
• Improving emissions data accuracy with a project to introduce Salesforce Net Zero Cloud to
the Japan market and collect comprehensive Group emissions data beginning in 2024.

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/environmentalpolicy_202403_en.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

22

Climate ChangeNo.

Category

Details

Data
FY201979

Energyconsumption

80

Energyconsumption

81

Energyconsumption

82

Energyconsumption

83

Energyconsumption

84

Energyconsumption

85

Energyconsumption

86

Coverage

FY2020

FY2021

FY2022

FY2023

Website

Total

N/A

86,675,340

72,751,938

83,661,353

65,485,764

dentsuhttps://www.group.dentsu.com/
en/sustainability/reports/

Japan

N/A

40,558,484

39,000,509

52,333,195

24,045,088

Japan

https://www.group.dentsu.com/
en/sustainability/reports/

Int.

57,805,729

46,116,856

33,751,429

31,328,158

41,440,676

International

https://www.group.dentsu.com/
en/sustainability/reports/

Total

51,520,464

46,382,752

35,397,299

29,756,238

36,207,570

dentsuhttps://www.group.dentsu.com/
en/sustainability/reports/

Japan

N/A

5,435,758

4,408,044

210,441

1,293,723

Japan

https://www.group.dentsu.com/
en/sustainability/reports/

Int.

51,520,464

40,946,994

30,989,255

29,545,797

34,913,847

International

https://www.group.dentsu.com/
en/sustainability/reports/

Renewable energy
usage rate (%)

Total

N/A

53.5%

48.7%

35.6%

55.3%

dentsuhttps://www.group.dentsu.com/
en/sustainability/reports/

Energyconsumption

Electricity
consumption (GJ)Int.

208,101

166,021

121,505

112,781

149,186

International

87

Energyconsumption

Gas consumption (GJ)Int.

17,99922,674

24,865

26,343

16,174

International

88

Energyconsumption

District heating
consumption (GJ)Int.

21,517

12,663

7,749

13,414

14,348International

89

Energyconsumption

Total energy
consumption (GJ)Int.

247,617

201,538

154,119

152,538

179,708

International

Total electricity
consumption(kWh)Amount of renewableenergy use(kWh)Environment

ESG Data Book 2024

23

Climate Change
No. Category

90

91

Details

Data

Water

Calculation
methodology
and data
boundary

Scope of calculation: Includes consolidated subsidiaries in Japan and abroad over which dentsu exercises
managerial control. Consolidated subsidiaries that can be judged to have a negligible impact due tonumber of employees, type of use of bases, etc. are not included.

Water

Reduction
efforts

The Group does not set water usage reduction targets because, unlike the manufacturing industry, theprimary use of water at its tenant facilities is for hygiene purposes. Awareness of water issues is part ofour training and other efforts to raise environmental awareness.

FY2019FY2021

FY2022dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/thirdparty-assurance.pdf

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/environmentalpolicy_202403_en.pdf

FY2023776,321497,525

367,482

201,817401,381dentsuhttps://www.group.dentsu.com/en/sustainability/reports/

Japan

315,808

213,321

164,712

21,21874,163

Japan

https://www.group.dentsu.com/en/sustainability/reports/

Water

Int.

460,513284,204

202,770

180,599

327,218

International

https://www.group.dentsu.com/en/sustainability/reports/

Waste

The Dentsu Group Environmental Policy commits to:- Complying, as a minimum, with our compliance obligations including relevant environmental legislation,
permits and other environmental requirements, such as the management of hazardous waste, the Waste
Electrical and Electronic Directive (WEEE), and Restriction of Hazardous Substances (RoHS).

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/environmentalpolicy_202403_en.pdf

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/thirdparty-assurance.pdf

Water

93

Water

94

96

FY2020Website

Total

92

95

Coverage

Waste

Water usage(m³)

Targets andreduction
policyCalculation
methodology
and data
boundary

Although we do not have a specific waste target, dentsu collects and publicly reports our waste data
annually.

Scope of calculation: Includes consolidated subsidiaries in Japan and abroad over which dentsu exercises
managerial control. Consolidated subsidiaries that can be judged to have a negligible impact due tonumber of employees, type of use of bases, etc. are not included.

Environment

ESG Data Book 2024

24

Climate Change
No. Category

97

Waste

Details

Reduction
efforts

Data• Complying with all environmental obligations, including hazardous waste management, environmental
laws and regulations, permits, and requirements in accordance with the European Union’s Waste
Electrical and Electronic Equipment (WEEE) Directive and Restriction of Hazardous Substances (RoHS).
• Regularly assessing and managing environmental risks and opportunities related to Group operations.
• Involving all stakeholders in the environmental management of Group business.
• Continuing to improve the Group’s environmental performance and integrating widely accepted
environmental management best practices into our operations.
• Reducing resource consumption and improving resource usage efficiency.
• Managing our business operations to reduce our environmental impact and protect the environment• Acquiring, designing, renovating, locating, and using buildings with due consideration of environmental
issues and energy performance.
The Dentsu Group Environmental Policy is to disclose all environmental data on the Group corporatewebsite.
FY2019FY2020

FY2021

FY2022

Websitedentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/environmentalpolicy_202403_en.pdf

FY2023

Total

6,456,545

5,270,342

4,469,072

2,498,981

2,170,007dentsuhttps://www.group.dentsu.com/en/sustainability/reports/

Japan3,246,545

2,706,342

2,893,072

1,221,981

1,029,007

Japan

https://www.group.dentsu.com/en/sustainability/reports/

Int.

3,210,000

2,564,000

1,576,000

1,277,000

1,141,000

International

https://www.group.dentsu.com/en/sustainability/reports/

Total volumeof landfilledwaste (kg)Int.

1,321,000

1,074,000

441,000

509,000

689,000

International

https://www.group.dentsu.com/en/sustainability/reports/

Waste

Total volume
of incinerated
waste (kg)Int.

588,000

405,000

643,000

174,000

182,000

International

https://www.group.dentsu.com/en/sustainability/reports/

Waste

Total volumeof recycled
waste (kg)Int.

1,301,000

1,085,000

492,000

594,000

270,000

International

https://www.group.dentsu.com/en/sustainability/reports/

Japan

74.1%

80.6%

75.9%

65.6%

62.3%

Japan

https://www.group.dentsu.com/en/sustainability/reports/

Int.

40.5%

42.3%

31.2%

46.5%

23.7%

International

https://www.group.dentsu.com/en/sustainability/reports/

98

Waste

99

Waste

100

Waste

101

Waste

102

103

Total volume
of waste
(kg)

104
Waste
105

Coverage

Recycling
Rate (%)

Environment

ESG Data Book 2024

25

Climate Change
No.

106

Category

Supplier
engagement

107

Engagementwith public
policyorganizations

108

Third-party
assurance

Details

Data

Coverage

WebsitePolicy on
supplier
engagement

As part of our supplier onboarding, new global suppliers utilized by our
global function’s teams across our international operations arerequested to complete ESG questions as part of their onboarding.
These questions include whether suppliers:• measure and report GHG emissions;• have an environmental management system in place;• report to CDP; and• have science-based targets and/or RE100-aligned targets.
This has been initially implemented for global functions and the UK
market only because for these teams, procurement is managed centrally
and utilizes the Coupa platform. This also covers our global technology
spend, which is our largest spend area.

UK andGlobalFunctionsindirectsuppliers(non-media)

Policy on
engagementwith public
policyorganizations

By applying the knowledge and experience gained from working withexternal stakeholders, we aim to improve our sustainability performance,
including our response to climate change.
Led by the Global Chief Sustainability Officer and the Group
Sustainability Office, dentsu has established strategic partnerships withthe following organisations and initiatives through its memberships:
World Economic Forum (Strategic Partner), WBCSD (Member), RE100,
JCLP (Associate Member), CDP (Supporter), TCFD (Supporting Member),
TNFD Forum (Member), TCFD Consortium (Member).

dentsuhttps://www.group.dentsu.com/en/sustainability/

Select environmental data has undergone third-party limited assurance
by KPMG AZSA Sustainability Co., Ltd.
The assurance statement is available here.

dentsuhttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf

https://www.group.dentsu.com/en/aboutus/common/pdf/environmental-policy_202403_en.pdf
https://www.group.dentsu.com/en/sustainability/reports/

Environment

ESG Data Book 2024

26

Notes on Data
No.

11－20

FY2019 (baseline)•

The 2019 baseline figures are as of December 31, 2023. We submitted new GHG reduction targets to the Science-Based Targets
initiative (SBTi) in 2024.

No.

11-75

GHG Emissions

Scope and Method of Calculation• Excluding some Dentsu Group companies• Calculation based on GHG protocol• Regarding Scope 1 and 2 emissions, for owned buildings, all equity usage is recorded, including tenant usage• Within CO2 emissions, Scope 3 is calculated for all categories (1–15), and values for applicable item categories 1, 3, 4, 5, 6, 7,
13 and 15 are listed. (Items that do not apply are not listed) From FY2021, the calculation range was expanded (category 1, 3, 4,
13 and 15), accordingly, figures from 2019 (both Japan and International), the base year of the Medium-term Management Plan,
and 2020 figures (JAPAN) were revised retroactively (LRQA verification is not complete for JAPAN’s 2019 and 2020 retroactive
calculations)• Japan uses a financial control approach. For owned buildings, all equity usage is recorded, including tenant usage. Dentsu willagree a consistent organizational boundary approach during 2023, as part of the integration program.

No.

11-84

Japan

•

Dentsu Group Inc. is calculated as dentsu Japan (nominal name: “Japan") where the headquarters building is located.

No.

85

Renewable Energy Rate••

The number is noted according to the RE100 definition.
Including the purchase of renewable energy from adjacent markets, Dentsu Group's renewable energy rate increases as follows:
2020: 59.5%, 2021: 52.5%, 2022: 37.7%, 2023: 59.0%

Social

ESG Data Book 2024

28

Human Capital Development
No.

Category

1

Structure2

Details

Data
Data management for human capital development is led by the Global Chief HR Officer (CHRO), dentsu. Progress isreported to the Board of Directors along with the Human Resource Strategy.
Targets for 2030
Percentage of female leaders: 45.0%
Improvement of engagement score

Targets

Coverage

Websitedentsudentsuhttps://www.group.dentsu.
com/en/sustainability/reports/This year's actual figures are from the ESG Data Book [No.78-85: Diversity data (Japan and DGI results through 2022
are excluded due to definitions being under review)] [No.131-136: Employee engagement survey results].

3

Strategy

Integrated Report 2024 [People Strategy] explains in detail.

dentsuhttps://www.group.dentsu.
com/en/sustainability/com
mon/pdf/integratedreport2024_all.pdf

4

Human
capital risk
assessment

The risks are described as 'risks related to securing human resources' in Integrated Report 2024 [Risk Management:
Major risk items that may affect investors' decisions and measures to deal with them].

dentsuhttps://www.group.dentsu.
com/en/sustainability/com
mon/pdf/integratedreport2024_all.pdf

At dentsu, we take a pro-active, strategic approach to executive succession planning, aiming to ensure we know:• What roles and types of leaders we need to achieve our strategic ambition, make a positive impact on society, andensure clients get great partnership from us• What talent we have internally, and what support is needed to enable them to thrive in their careers and deliver
great work for our clients, today and tomorrow• What strategic external partnerships we might need, to bring in market-leading external talent, and to join ourtalented dentsu teams

5

Training
program

Programname:Succession
Planning
programOur Group Management Team (GMT) members are actively involved in succession planning and development
conversations throughout the year. They set the tone from the very top of our organization, role-modelling how we
can all nurture and develop great talent via targeted, thoughtful development that makes a real difference to both anindividual employee and to our business.
⚫ We have defined the behavioral requirements that dentsu leaders should embody as "dentsu Leadership Attributes(dLA)." These attributes define what is important to successfully lead dentsu now and in the future and will serve as
significant guidelines for talent selection, evaluation, and development in our succession planning.
⚫ We have established a forum called "People Discussion," which utilizes dLA to discuss talent matters. Through thisprocess, we aim to visualize high-potential talent and identify successor candidates.
⚫ For talent visualized through "People Discussion," we strategically design development programs as growth
opportunities. For example, we have newly developed "dentsu Leadership Connect" to cultivate talent capable ofdelivering services at a high level by integrating multiple capabilities within dentsu. Additionally, we conduct global
programs such as "Path of Tabei" to develop female leaders and accelerate their career progression, thus engaging
in succession preparation activities for leadership.
Each Region takes a similar approach, in agile and diverse ways, as is appropriate for their business needs and talent.
In-scope are our GMT positions, key market CEOs, and other business critical positions as defined by each Region.
We track succession health, coverage & gender, to measure and enhance the impact of our investment in this workover time.

dentsuSocialESG Data Book 2024

29

Human Capital Development
No.

Category

Details

Data

Coverage

Annual required training launches annually to employees across our all markets. Core topics include Code of Conduct
affirmation, data protection & privacy, ethics and compliance, dentsu security, and intellectual property, with additional
regional/market level required courses.
6

Training
programAnnualrequiredtraining

Dentsu’s annual required training program:• Prepares our employees with the knowledge and skills needed to conduct business consistent with our standards of behavior
and policies.
• Mitigates ethical, reputational, and compliance risks at global, regional, and local levels to employees, the business, andclients.
• Meets regulatory requirements.
• Satisfies client and external audits which increasingly require proof of training.

7

Evaluation
andfeedbacksystems

Performancedevelopment(to include
goals andannualincentive
plans)

Employees at dentsu undergo training in all aspects of our talent rhythm including providing feedback and goal-setting, withstrategic priorities shared annually to ensure alignment between individual goals and company objectives. Regular performance
discussions occur between employees and managers to monitor progress and performance assessments at year-end are basedon goal achievement.

dentsu8

Evaluation
andfeedbacksystems

Senior leader
town hallmeetings

Senior leaders in markets have a regular cadence of bringing all employees together for the purpose of information sharing;
ex: town halls.

dentsudentsuAt dentsu, we deliver three global learning experiences for our top talent and high potentials helping to develop our next
generation of executive leaders. Our critical talent programmes are award-winning learning experiences.

9

Training
programGloballearning
experiencesfor Game
Changing
Talent• Game Changing Talent of dentsu (gct) - A virtual 12-month experiential learning & development programme for Game
Changing Talent across all dentsu entities. It spans a range of career levels, from Professional through to Management andDirector roles. gct has been specially designed to build soft skills and to inspire participants to (g) grow and (c) collaborate toaccelerate personal and business (t) transformation - gct.
• Path of Tabei - Inspired by pioneering mountaineer Junko Tabei, the learning experience progresses our journey toward
gender equity by providing a platform for personal growth and career acceleration for our high potential leaders who identify
as female.
• eigyo - eigyo is our flagship global learning experience for game-changing talent, focused on integrated client leadership.
Leveraging dentsu’s Japanese heritage, eigyo enables participants to architect, orchestrate & deliver integrated solutions tosolve clients’ business challenges, elevating them to trusted advisor status.

International

All global learning experiences for critical talent include 360 assessment opportunities as well as coaching.

10

Training
ProgramGloballearning
experience
for new
managers:
GuidedMe2We

Guided Me2We is a new People Leader training built to support and develop first time managers at dentsu (levels 25-40) as
they transition from independent contributors (Me) to people managers (We). The learning experience includes a blend of
OnDemand eLearning through Dentsu University, facilitated discussion with peer networking, and Leadership Labs and covers
critical topics like Building Team Engagement, Feedback, Emotional Intelligence, Navigating Conflict, and Leading through
Change.

International

WebsiteSocialESG Data Book 2024

30

Human Capital Development
No.

Category

11

Training
program12

Training
program13

Training
program

Details

Data

CoverageLive learning

Global Live learning sessions bring people together virtually to create conversations and shared learning opportunities foreveryone at dentsu. We drive a learning culture grounded in curiosity, collaboration, and connection by driving a deeper
understanding of ourselves, our business, and society to create long lasting impact. Sessions are offered two to three times permonth and cover topics of Business Strategy, Strategic Skills, Thought Leadership, Health & Wellbeing, Diversity & Inclusion,and Our Work & Our Clients. Some examples include dentsu's Approach to Generative AI, Ad Spend, Navigating Change, The
pace of progress - Media Trends, Intersectionality, and Mental Health. These are opt-in sessions and the number of participantsvaries based on the topic and time zone and can range between 50 all the way to 650 learners per event.

International

Mentoring

There are several mentoring programs available to meet the development needs of our people including in market as well as
for high-potential talent (HiPos). Mentoring is a developmental partnership through which one person shares knowledge, skills,
information, and perspective to foster the personal and professional growth of someone else. The power of mentoring is that it
creates a one-of-a-kind opportunity for collaboration, goal achievement, and problem-solving.

International

Onboarding

We have a welcoming, inclusive, people-centric approach to our global onboarding experience for all new hires – enabling
speed to productivity and a positive experience from the moment they are offered the role.
Over the course of 90 days, new joiners learn about our business and culture, our clients, how we positively impact society, ourcommitments to our DEI initiatives, and how they can cultivate a lasting and purposeful career at dentsu. As a result of ourholistic approach to onboarding and induction, they also have the opportunity to connect and collaborate with their newcolleagues within their market and across the globe.

International<Objective>
At dentsu Japan, the key issues are to spread the Dentsu Group Purpose “an invitaion to the never before” and Values “The 8
ways” to all dJ employees and to develop professional human resources in order to become an “Integrated Growth Partner”.
In line with the policy in the strategic human resources area of “Maximizing Human Resource Value,” we formulate andpromote various training programs and provide training support to each dJ brand. We also take advantage of the economies ofscale of dentsu Japan as a whole, share the assets of each brand as educational content, and develop and share training
programs that would be difficult for each brand to implement on its own.

14

Training
programdJ Training
System<Contents>
As part of the “dJ Training System,” we provide online and group training programs in the following areas:(1) Business domain (AX-CX, BX-DX) (2) Corporate domain (3) Common skills (4) Management positions (5) DEI andcompliance (6) Female leadership candidates
In addition to the above six areas, we also promote video learning through our online video platform RUUUN.
- "dJ Required Videos": Content (Vision, DEI and compliance) is provided in line with dJ's management policy.
- "dJ Optional Videos": Video programs on a wide range of themes useful for work, such as AX-DX, data science, insight intosocial issues, and liberal arts.
<Target>The maximum population is the entire 22,000 people of dentsu Japan, and targets are carefully selected for each area.
<Frequency> <Number of participants> is adjusted according to the domain/content/online/assembly.

Japan

WebsiteSocialESG Data Book 2024

31

Human Capital Development
No.

Category

Details

Data

Coverage<Objective>
By learning and thinking our philosophy shared by all Group brands together with the peers of each dJ brand,
to understand that all the capabilities and human networks of each Group brand are a treasure for ourselves, and to build afoundation to work with a high level of motivation with the awareness that everyone is a member of the Group.

15

Training
programNew
joiners
joint
program<Contents>
This is a two-day online training course including workshops.
Day 1: Aimed at understanding the Group, the program will focus on listening and input, such as “what is dentsu Japan” and “whatkind of senior employees are there in dentsu Japan”.
Day 2: Aiming to understand our Purpose "an invitation to the never before" and Values "The 8 ways", the program focuses on
outputs, mainly workshops.

Japan<Targets>
In principle, participation is mandatory for new employees of direct subsidiaries, and with the approval of the parent company, someindirect subsidiaries may also participate.
<Frequency>
Once a year in the first week of April<Number of participants>
582 participants in 2024
＜Summary＞
Training for employee development at Dentsu Inc. consists of mandatory training, voluntary training, and company nominated training.
＜Mandatory training＞
Mandatory training programs include: training for new hires, new hire start-up program and leader-sub-leader team structure, newhire follow-up program/trainer structure, career hire onboarding, 3rd and 7th year career program, and the "Dentsu Management
Program".

16

Training
programVariousemployeetraining
programs

The Dentsu Management Program is a mandatory training program designed to develop leadership skills. In FY 2023, 794 employees
participated in the "Knowledge Session" to acquire knowledge on compliance and other issues, since the course is for continuing andnewly-appointed employees, and 118 members will participate in the “Strategy Session Leadership,” “Strategy Session,” “Practical
Session,” and “Evaluation Session” for newly appointed employees, since the course is for newly appointed employees. The training
provides participants with the knowledge, skills, and mindset necessary to develop people and create an organization that produces
results, so they can manage in a way that makes the most of their management skills.
The program is designed to enable line managers to carry out appropriate organizational operations and support human resource
growth. It also ensures that general managers have the appropriate mindset for leadership, labor management, responsibility forevaluation, etc. that is required. It provides support on strategic thinking and output for managers to be able to identify mid- to longterm and current issues, and to be able to draw a roadmap for the team and each member to reach a desired objective. Other
programs include practical programs such as how to have 1-on-1's to build trusting relationships with their direct reports and,
programs to help understand one's own biases.
＜Voluntary open and company nominated training ＞
Voluntary open and company nominated training are designed to support employees who will embody the “Integrated Growth Partner(IGP)” in the future.

DENTSUInc.

WebsiteSocialESG Data Book 2024

32

Human Capital Development
No.

Category

Details

Data

Coverage＜Voluntary open training ＞
Voluntary open training includes programs designed to support career autonomy, such as the "Business Profile Creation," and programs
designed to strengthen the knowledge and business skills required of all employees to promote IGP, such as "GLOBIS Unlimited
Learning".
The "Business Profile Creation" program was newly introduced in 2022, through which participants take stock and reaffirm their paststrengths and values, as well as consider the future career achievements that they would like to be able to write in their profiles. The
program is open to all employees, with 632 employees taking the course in 2023.
GLOBIS Unlimited Learning and other programs are designed to support the continuous and autonomous growth of employees so thatthey can learn as much as they need to, when they need to.
GLOBIS Unlimited Learning: Priority is given to young employees (up to 5th year employees) for the purpose of acquiring basic
marketing knowledge, with 130 employees enrolled in 2023.
From 2023, in addition to the above, we began supporting employees to take certification examinations. We support the acquisition of
three certifications: IT Passport, UX Certification, and Marketing Certification, which cover the basic knowledge of digital/data marketingthat can be applied to business operations at business sites. In 2023, 260 employees took the exam.
＜Voluntary company nominated programs ＞
Voluntary company nominated programs such as "Hasegawa Juku," "NewSchool," and "Minerva University Program" are designed tocultivate each employee's mindset towards the mission and practical skills.

16

Training
programVariousemployeetraining
programs

Hasegawa Juku: Selected workshops led by former Facebook Japan CEO Susumu Hasegawa. The program is designed to increasebusiness skills, including the ability to acquire skills and leadership that transcend time and organizations and the perspective and drive
to produce change for clients and society. The program covers such topics as “Strategic thinking,” “Thinking through and deciding,”“Building consensus and building allies,” and “Communicating and propagating the vision". In 2023, the program was limited to
employees who were eligible for promotion to PC. In 2023, 50 employees in their fifth year of employment as new graduates
participated.

NewSchool: A program that aims to develop dentsu's core competency of creativity in a broad sense in an integrated, systematic,
comprehensive, and practical manner, and to cultivate directors with management skills that are indispensable for the future of dentsu
and applicable to all fields. In collaboration with internal and external experts, the program provides a variety of learning opportunities
on a regular basis, ranging from the latest trends in various fields to basic business skills, languages, and more. The program isdesigned to provide a learning opportunity for motivated young people to develop not only practical skills in management, but also thedesire to lead the business and contribute to the expansion of dentsu's business. The program is designed to provide comprehensive
learning through lectures, exercises, and assignments from internal and external leaders in a variety of fields, including strategy, digital,business development, creative, and media. This six-month program and consists of 25 lectures of 4-5 hours each. 20 participants wereenrolled in the program in 2023.
Minerva University Program: Co-sponsored by Dentsu Digital Inc. and other dJ brands. The program is a systematic study of leadershipskills necessary in an increasingly complex business environment. The program mainly targets managers who have a desire to grow andare facing challenges, and aims to immediately apply what they learn to their own management style. The goal is to systematicallylearn what competence is necessary for leaders in an increasingly complex global business environment. Specifically, participants willlearn practical systems thinking, stakeholder management to realize co-creation and innovation, and communication methods to involveothers as a leader through flipped learning and active learning. The course is designed to help participants acquire the thinking habits ofadaptive leadership, which is indispensable in a rapidly changing and uncertain business environment. The program was held 10 times
over a period of three months, with each lecture lasting two hours. 18 Dentsu Inc. employees were members in 2023.
The "INPUT! Channel"：a platform that offers a diverse array of training programs, including e-learning, applications for group seminars,
and links to external learning sites, thereby encouraging employees to take advantage of opportunities for skill development.

DENTSUInc.

WebsiteSocialESG Data Book 2024

33

Human Capital Development
No.

17

Category

Training
program

Details

DentsuUniversity

Data

Dentsu University (DU) is our learning management system that connects ~48,000 employees to over 80,000 learning assets in
DU, with representation from approximately 30 languages.* Learning can take many forms and DU enables learning in a variety
of ways. As part of the online content, there are 800+ skill benchmark assessments, 1,800+ hands-on practice labs, 60+ AI
simulations, 22,000+ books/summaries, 4,000+ audiobooks/summaries, 80+ partner certification pathways, and 200+ precurated learning paths. By centralizing learning content from internal subject matter experts, required learning, and external
content providers, DU supports professional and leadership development, as well as technical and craft skills. A few examples ofinternally-created leadership content include Guided Me2We, a new people manager learning experience and Leading with
Strengths, a Clifton Strengths based learning experience. Additionally, content targeted for dentsu’s practice areas is readily
available and created in-house via partnership between our L&D team and subject matter experts. New joiners are welcomed todentsu via blended learning journeys enabled in DU, providing an opportunity to attend live sessions with other new joiners, aswell as learn about the culture and company via on-demand content.

Coverage

International*not all content is available in all languages, however most Percipio courses can provide auto-translation via cc text18

Training
programPrivately
funded study
leave scheme

The privately funded study leave program is a growth support program that is currently utilized by 5 employees, with anaverage of about 5 applications per year.
Employees set their own studies, take programs at universities, graduate schools, business schools, and other educational
institutions in Japan and overseas, and acquire new knowledge and skills through degree acquisition, etc., before returning towork. The program is an unpaid leave of absence. If they wish, the company provides a loan of up to 80% of the employee's
lump-sum severance payment and 80% of those taking a study leave of absence are currently taking advantage of thisprogram.

19

Training
program

Cooperation
programeswith external
educational
institutions

The Global Learning Experience program, 'Leading a High Performing Organization’ was developed as a training for businessleaders across our organization in collaboration with Duke University, and has been offered to our high potential leaders through2024. In 2023/2024, 60 leaders participated in the program, including 24 leaders located in the Americas. Moving forward,
Leading a High Performing Organization will be sunset and replaced with dentsu Leadership Connect.

DENTSU Inc.

International

WebsiteSocialESG Data Book 2024

34

Human Capital Development
No.

Category

Details

Data

Coverage

All employees are subject to 1-on-1 meetings with their direct manager, with recommendation tomeet at least once a month (75% of employees).

20

Evaluationand feedback
systems

1-on-1 feedback

1-on-1 dialogue is recommended throughout the year, starting with goal setting at start of theyear, feedback during mid-year and at year end, while also taking the opportunity to communicate
their future career and transfer preferences.
As listed below, the company sets mandatory 1-on-1 sessions in specific months. Employees
however are free to engage in 1-on-1 sessions in months not directed by the company to havemore touch points as necessary.
February: Set the mission for the year and feedback the “Mission Grade”. March: Discuss their
future career and transfer requests. July/August: Feedback during the term.
January of the following year: Feedback on the degree of achievement of the previous year's
mission.

DENTSU Inc.

From September onward, a Potential Finder (human resource development meeting) is held for
employees in each division, where all line managers discuss the current experience and strengthsof each employee and consider future assignments to support their growth. 1-on-1s are also
conducted based on the content of these discussions.

21

Sharing Meeting is an interactive live webinar broadcast for employees of Japan.
The purpose is to share information and exchange opinions on management and businessdevelopment that should be shared between executives and front-line employees. Viewers canwatch the live broadcast and ask questions on the spot.
The broadcast is targeted at approximately 17,000 employees of Japan, of whom an average ofapproximately 1,000 to 2,000 viewers tune in each time, with the largest number of viewers todate being approximately 4,300.
In 2023, the event was held 9 times.

Sharing
Meeting

FY2019FY2020

FY2021

FY2022Japan

FY202322

HR Data

Japan

N/A

N/A

33.0%

37.0%

39.2%

Japan

23

HR Data

Int.

N/A

N/A

29.6%

31.5%

29.9%

International

24

HR Data

Americas

N/A

N/A

N/A

27.7%

28.9%

Americas25

HR Data

EMEA

N/A

N/A

N/A

24.9%

25.8%

EMEA

26

HR Data

APAC

N/A

N/A

N/A

43.2%

34.2%

APAC

CT&T personnel
composition ratio

Ratio

WebsiteSocialESG Data Book 2024

35

Human Capital Development
No. Category

Details

Data
FY201927

HR Data28

HR Data

FY2020Coverage
FY2021

FY2022

FY2023

Int.

N/A

N/A

13,25914,77013,587

International

Americas

N/A

N/A

4,270

4,286

3,157

Americas

Number of CT&T personnel
29

HR Data

EMEA

N/A

N/A

3,377

4,233

4,345

EMEA

30

HR Data

APAC

N/A

N/A

5,612

6,251

6,085

APAC

31

HR Data

Int.

N/A

N/A

135,851

244,052

229,601

International

32

HR Data

Americas

N/A

N/A

N/A

N/A

84,650Americas33

HR Data

EMEA

N/A

N/A

N/A

N/A

69,603EMEA

34

HR Data

APAC

N/A

N/A

N/A

N/A

75,347

APAC

35

HR Data

Int.

N/A

N/A

2.7

4.9

5.2

International

36

HR Data

Americas

N/A

N/A

N/A

N/A

7.9

Americas37

HR Data

EMEA

N/A

N/A

N/A

N/A

4.3

EMEA

38

HR Data

APAC

N/A

N/A

N/A

N/A

4.4

APAC

39

HR Data

DGI＋Japan¥1,925,872,733¥908,097,247¥892,528,519¥1,070,038,757¥861,573,823

Dentsu Group
Inc.+Japan40

HR Data

N/A

N/A

¥0

¥0

¥0

Dentsu Group
Inc.

41

HR DataJapan¥1,925,872,733¥908,097,247¥892,528,519¥1,070,038,757¥861,573,823

42

HR Data

DGI＋Japan¥111,986¥50,954¥49,797¥63,708¥46,986

Dentsu Group
Inc.+Japan

N/A

N/A

¥0

¥0

¥0

Dentsu Group
Inc.

¥111,986¥50,954¥50,285¥64,145¥47,372

43

HR Data44

HR Data

Total hours of training andeducation (hours)

Average hours of training
and development per
employee (hours)

Total cost of training andeducation

Average amount spent on
training and development
per employee

DGI

DGI
Japan

Japan

Japan

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36

Human Capital Development
No.

Category

Details

Data
FY2019FY2020Coverage
FY2021

FY2022

WebsiteFY202345

HR Data

Human Capital Return on
Investment

Group

25.3%

25.0%

30.6%

30.6%

22.5％

dentsu46

HR Data

Revenue per employee

Group¥15,781,350¥14,554,464¥16,744,721¥17,896,968¥18,341,167

dentsu47

HR Data

Operating profit per employee

Group¥-50,579¥-2,179,127¥3,730,292¥1,721,931¥637,065

dentsu48

HR DataOrganic growth rate

Group

-1.0%

-11.1%

13.1%

4.1%

-4.2％

dentsuDiversity, Equity and Inclusion
No.

Category

Details

Data

Coverage

WebsiteAt dentsu, we are committed to creating long-term, sustainable change in society
and within our company. This begins with the values of equality, respect,
empowerment, and inclusion, which supports our commitment to create a fair andequitable workplace where everyone feels they belong, and that they can unleash
their full creativity, empathy, and courage to be champions for progress.

dentsuhttps://www.dentsu.com/who-weare/social-impact/diversity-equityand-inclusion-report-2023

49

Approach

Diversity, Equity &Inclusion Report
2023

50

PolicyDentsu Group Codeof Conduct

Through our commitment to Diversity, Equity and Inclusion, we pledge to seek out
diverse perspectives, celebrate differences, and build an inclusive culture where
everyone is empowered to bring their authentic self to work.

dentsuhttps://www.group.dentsu.com/en/ab
outus/governance/codeofconduct.html

51

Initiatives

Diversity, Equity &Inclusion Report2023

Dentsu has published the Diversity, Equity and Inclusion (DEI) Report 2023.
Details of our policies, commitments, structures, and initiatives on DEI are
integrated in this report.

dentsuhttps://www.dentsu.com/who-weare/social-impact/diversity-equityand-inclusion-report-2023

52

Initiatives

dentsu Japan DEI
Action10

Please refer to the Website.

Japanhttps://www.japan.dentsu.com/en/deandi.html

DEI representation

To realize "representation," a state in which minority groups are treated fairly andwith due representation, dentsu has been promoting a variety of awareness-raising
initiatives for all 71,000 employees globally. Each of dentsu’s four regions isdeveloping and implementing its own measures to address the DEI-related issues it
faces and promotes representation on a global basis.

dentsuhttps://www.group.dentsu.com/en/su
stainability/representation/

53

Initiatives

SocialESG Data Book 2024

37

Diversity, Equity and Inclusion
No.

Category

Details

Data
FY2019FY2020Coverage
FY2021

FY2022

FY2023

54

Diversity Data

Group

48.1%

47.6%

47.8%

48.2%

48.1%

dentsu55

Diversity DataDGI+Japan

34.4%

35.6%

35.4%

36.1%

36.8%

Dentsu Group Inc.+Japan

56

Diversity Data

DGI

N/A

N/A

24.6%

29.5%

24.8%

Dentsu Group Inc.

57

Diversity Data

Japan

34.4%

35.6%

35.5%

36.1%

36.9%

Japan

58

Diversity Data

Int.

53.9%

53.1%

53.4%

54.0%

53.5%

International

59

Diversity Data

Americas

N/A

N/A

N/A

53.8%

53.2%

Americas60

Diversity Data

EMEA

N/A

N/A

N/A

54.5%

53.7%

EMEA

61

Diversity Data

APAC

N/A

N/A

N/A

53.5%

53.7%

APAC

62

Diversity Data

Group

16.7%

16.7%

23.1%

25.0%

20.0%

dentsu63

Diversity DataDGI+Japan

11.2%

11.6%

12.9%

13.8%

15.3%

Dentsu Group Inc.+Japan

64

Diversity Data

N/A

N/A

21.4%

21.9%

16.2%

Dentsu Group Inc.

65

Diversity Data

11.2%

N/A

12.8%

13.8%

15.3%

Japan

66

Diversity Data

Int.

N/A

N/A

N/A

N/A

48.8%

International

67

Diversity Data

Americas

N/A

N/A

N/A

N/A

55.8%

Americas

68

Diversity Data

EMEA

N/A

N/A

N/A

N/A

49.5%

EMEA

69

Diversity Data

APAC

N/A

N/A

N/A

N/A

41.3%

APAC

70

Diversity Data

Int.

N/A

N/A

N/A

N/A

49.5%

International

71

Diversity Data

Americas

N/A

N/A

N/A

N/A

56.8%

Americas72

Diversity Data

EMEA

N/A

N/A

N/A

N/A

50.6%

EMEA

73

Diversity Data

APAC

N/A

N/A

N/A

N/A

41.6%

APAC

Percentage of female
employees

Percentage of female
directors
Percentage of female
workers inmanagement
positions(above managers,
including Executive
Directors)

Percentage of female
workers inmanagement
positions(Level 35-70)

Percentage of female
workers in juniormanagement
positions(Level 35-50)

DGI
Japan

WebsiteSocialESG Data Book 2024

38

Diversity, Equity and Inclusion
No.

Category

Details

Data
FY201974

Diversity Data

75

Diversity Data

76

Diversity Data

77

FY2020Coverage
FY2021

FY2022

FY2023

Int.

N/A

N/A

N/A

N/A

41.9%

International

Americas

N/A

N/A

N/A

N/A

50.4%

Americas

EMEA

N/A

N/A

N/A

N/A

42.3%

EMEA

Diversity Data

APAC

N/A

N/A

N/A

N/A

31.9%

APAC

78

Diversity Data

Group

N/A

N/A

N/A

N/A

32.4%

dentsu79

Diversity DataDGI+Japan

N/A

N/A

N/A

N/A

11.1%

Dentsu Group Inc.+Japan80

Diversity Data

DGI

N/A

N/A

N/A

N/A

16.0%

Dentsu Group Inc.

81

Diversity Data

Japan

N/A

N/A

N/A

N/A

10.6%

Japan

82

Diversity Data

31.9%

34.7%

34.0%

37.2%

39.6%

International

83

Diversity Data

Americas

N/A

N/A

N/A

N/A

45.0%

Americas

84

Diversity Data

EMEA

N/A

N/A

N/A

N/A

36.2%

EMEA

85

Diversity Data

APAC

N/A

N/A

N/A

N/A

34.3%

APAC

86

Diversity Data

Int.

N/A

N/A

N/A

N/A

48.4%

International

87

Diversity Data

Americas

N/A

N/A

N/A

N/A

56.1%

Americas88

Diversity Data

EMEA

N/A

N/A

N/A

N/A

49.6%

EMEA

89

Diversity Data

APAC

N/A

N/A

N/A

N/A

40.2%

APAC

90

Diversity Data

Int.

N/A

N/A

N/A

N/A

31.6%

International

91

Diversity Data

Americas

N/A

N/A

N/A

N/A

33.7%

Americas92

Diversity Data

EMEA

N/A

N/A

N/A

N/A

29.5%

EMEA

93

Diversity Data

APAC

N/A

N/A

N/A

N/A

32.1%

APAC

Percentage offemale workers in
middlemanagement
positions (Level 50)

Percentage offemale leaders(Japan: Executive
level, International:
Level 55+)

Share of women in
management
positions inrevenue-generating
functionsShare of women in
STEM-related
positionsInt.

WebsiteSocialESG Data Book 2024

39

Diversity, Equity and Inclusion
No.

Category

Details

Data

FY201994

Diversity Data

95

Diversity Data

96

Diversity Data

97

FY2020Coverage

FY2021

FY2022

FY2023

<30

21.0%

21.4%

21.4%

21.7%

21.4%

Dentsu Group Inc.+Japan

30-39

32.3%

30.8%

30.7%

30.8%

29.7%

Dentsu Group Inc.+Japan

40-49

27.2%

27.3%

27.5%

27.9%

27.4%

Dentsu Group Inc.+Japan

Diversity Data

50-59

16.2%

16.8%

16.3%

15.9%

16.4%

Dentsu Group Inc.+Japan

98

Diversity Data

60+

3.3%

3.6%

4.0%

3.8%

4.8%

Dentsu Group Inc.+Japan

99

Diversity Data

<30

N/A

3.2%

2.3%

3.1%

2.3%

Dentsu Group Inc.

100

Diversity Data

30-39

N/A

17.5%

25.9%

30.1%

27.1%

Dentsu Group Inc.

101

Diversity Data

40-49

N/A

25.9%

37.6%

42.8%

42.5%

Dentsu Group Inc.

102

Diversity Data

50-59

N/A

23.6%

26.4%

18.8%

23.1%

Dentsu Group Inc.

103

Diversity Data

60+

N/A

6.9%

7.8%

5.2%

5.0%

Dentsu Group Inc.

104

Diversity Data

<30

21.0%

21.4%

21.6%

21.8%

21.5%

Japan

105

Diversity Data

30-39

32.3%

30.8%

30.8%

30.8%

29.7%

Japan

106

Diversity Data

40-49

27.2%

27.3%

27.4%

27.8%

27.3%

Japan

107

Diversity Data

50-59

16.2%

16.8%

16.2%

15.8%

16.3%

Japan

108

Diversity Data

60+

3.3%

3.6%

3.9%

3.7%

4.8%

Japan

109

Diversity Data

<30

35.8%

35.9%

38.9%

38.4%

33.7%

International

110

Diversity Data

30-39

38.2%

39.8%

37.7%

37.7%

40.0%

International

111

Diversity Data

40-49

16.7%

17.1%

16.3%

16.6%

17.5%

International

112

Diversity Data

50-59

5.9%

6.2%

6.0%

6.1%

6.4%

International

113

Diversity Data

60+

1.0%

1.1%

1.1%

1.2%

1.1%

International

Percentage of
employees byage

DGI+Japan

DGI

Percentage of
employees by
age

Japan

Int.

WebsiteSocialESG Data Book 2024

40

Diversity, Equity and Inclusion
No.

Category

Details

Data
FY2019FY2020Coverage
FY2021

FY2022

FY2023

114

Diversity Data

<30

N/A

N/A

N/A

N/A

25.5%

Americas

115

Diversity Data

30-39

N/A

N/A

N/A

N/A

44.7%

Americas

116

Diversity Data

40-49

N/A

N/A

N/A

N/A

18.9%

Americas

117

Diversity Data

50-59

N/A

N/A

N/A

N/A

8.5%

Americas118

Diversity Data

60+

N/A

N/A

N/A

N/A

2.3%

Americas

119

Diversity Data

<30

N/A

N/A

N/A

N/A

22.6%

EMEA

120

Diversity Data

30-39

N/A

N/A

N/A

N/A

44.2%

EMEA

121

Diversity Data

40-49

N/A

N/A

N/A

N/A

20.5%

EMEA

122

Diversity Data

50-59

N/A

N/A

N/A

N/A

8.3%

EMEA

123

Diversity Data

60+

N/A

N/A

N/A

N/A

1.2%

EMEA

124

Diversity Data

<30

N/A

N/A

N/A

N/A

35.9%

APAC

125

Diversity Data

30-39

N/A

N/A

N/A

N/A

46.4%

APAC

126

Diversity Data

40-49

N/A

N/A

N/A

N/A

13.9%

APAC

127

Diversity Data

50-59

N/A

N/A

N/A

N/A

3.2%

APAC

128

Diversity Data

60+

N/A

N/A

N/A

N/A

0.2%

APAC

Americas

Percentageof
employees
by ageEMEA

APAC

2020/6/1

129

Diversity Data

Percentageof
employees
withdisabilities

DGI+Japan

2.38%

2021/6/1

2.71%

2022/6/1

3.13%

2023/6/1

3.11%

2024/6/1

3.36%

Total of six companies under the
special subsidiary system (Dentsu
Group Inc., Dentsu Solari Inc., Dentsu
Inc., Dentsu Corporate One Inc.,
Dentsu Casting & Entertainment Inc.
and Dentsu Runway Inc.), until 2022,
four companies combined (Dentsu
Group Inc., Dentsu Solari Inc., Dentsu
Inc. and Dentsu Corporate One Inc.)

Web
site

SocialESG Data Book 2024

Employee Engagement
No.

Details

Data
FY2019Number of internallyreported complaints(cases)

FY2021

FY2022

194

106

136

106

164

Dentsu Group
Inc.+Japan

131

Group

N/A

N/A

68

68

66

dentsu

132

DGI+
Japan

N/A

N/A

N/A

N/A

60

Dentsu Group
Inc.+Japan

Int.

N/A

N/A

N/A

N/A

69

International

Americas

N/A

N/A

N/A

N/A

68

Americas

EMEA

N/A

N/A

N/A

N/A

68

EMEA

APAC

N/A

N/A

N/A

N/A

69

APAC

133
134

Employeeengagement
survey results

135

Engagement Score(points)(calculated from
Satisfaction andRecommend scores)

136

WebsiteFY2023

DGI+
Japan

130

Harassment
violations

Coverage

FY2020137

Employeeengagement
survey results

Employee satisfaction(points)

Group

N/A

N/A

68

68

66

dentsu138

Employeeengagement
survey results

Employee satisfaction(points)

Group

N/A

N/A

67

68

66

dentsu139

Evaluation andfeedbacksystems

Check In: global
employee engagement
surveyCheck In is our global survey tool to understand employee engagement in our business. It provides
essential insight to help us drive the actions needed to create a high performing and inclusive
culture. It creates a voice for our people to share where they think we are doing well and where we can
improve. We ask a focused set of questions each year, many of which are consistently included to allow
us to understand trend data over time to see where we are improving and where we are falling behind.

dentsuEmployment
No.

140

Category

Details

Data
Dentsu Japan has announced the following two policies to reduce overwork:(1) No employee should work more than 2,400 hours per year (effort target)(2) No employee should work more than 250 hours per month (effort target)
In addition, the following three measures are strongly recommended.
- Proactive introduction of PC logging tools for proper monitoring of working hours and confirmation of discrepancies.
- Interviews with doctors for employees who work long hours to ascertain their health status (mandatory)- Early acquisition of 5 days of paid holidays (all employees must acquire this by the end of September)

PolicyCoverageJapan

Dentsu Inc. uses a performance-based bonus system targeted at all employees.

141

Talentattraction
andretention

Long-term
incentives• In response to the transition to a holding company structure in 2020, the organic growth rate of Japan and International
businesses is partially reflected in the bonus KPI. This is to ensure employees work and share results across the Group whilepursuing the Code of Conduct for Group management.
• In addition, an additional incentive bonus is to be awarded when the target performance of Dentsu Inc.’s Medium-Term
Management Plan for 2021-2024 is achieved.
• Beginning in 2023, we have expanded our bonus resources to return higher compensation to employees who create highvalue-add and returns.

DENTSU Inc.

Website41

SocialESG Data Book 2024

42

Employment
No.

142

Category

Talentattraction
andretention

Details

Variousleave andabsenceschemes

Data
US• We are proud to offer a 16-week, 100% paid parental leave to employees who become a parent by birth, adoption, foster
placement, or guardianship. We also offer a 6-week, paid caregiver leave to employees to care for seriously ill family
members.
• We support our people with Flexible Time Off (FTO). All regular employees who are scheduled to work a minimum of 21 hours
per week are eligible to take advantage of FTO.
• We also provide all employees with 80 hours of Sick & Safe Time which allows our people to take time off for their own ortheir family’s occasional physical or mental illness, doctor appointments, school-related activities for their children, etc.
• We close offices and offer paid holiday leave for roughly 20 company holidays per year including a year-end closure between
Christmas and New Year’s Day.
Canada• Beginning in 2022, we enhanced the government-run provincial programs by providing a “top-up” of the government
payments to provide 75% income replacement for 15 weeks.

Coverage

Americas(US, Canada,
Brazil)Brazil• The update in 2023 also increased leave entitlement for the first caregiver, allowing for an additional 60 days, totaling 180
days of paid leave. The second caregiver may choose to extend their leave from 5 days to an additional 25 days, totaling 30
days of paid leave.

UK• Maternity & Shared Parental Leave Policy: It entitles employee's to take up to 20 weeks of paid leave.
• Paternity/partner leave (launched in July 2023) : We increased entitlement by 4 weeks offering a total of 6 weeks for
expecting partners.

143

Talentattraction
andretention

Variousleave andabsenceschemesFrance• Working hours for pregnant women: Pregnant women are authorized to start work in the morning 30 minutes after and end
in the evening 30 minutes before the collective work schedule, without reduction in salary.
• Breastfeeding breaks: An employee may breastfeed or express milk during working hours for 1 year from the date of birth. In
this case, and in accordance with legal provisions, the employee benefits from a reduction in working hours of one hour perday.
• Paternity leave: The paternity leave take-up rate at dentsu France exceeded 95% over the following three-year term: 100%in 2018, 94.5% in 2019 and 99.5% in 2020.
Germany• Maternity leaves: Before giving birth (6 weeks) and after giving birth (8 weeks), paid by the company/health insurance• Parents are entitled to maternity leave up to 3 years• During materinity leave it is possible to work part time (15 to 30 hrs) with the current employer or a different one.
Netherlands• Pregnancy leave and Maternity leave: The employee is entitled to 6 weeks’ pregnancy leave and is entitled to at least 10
weeks' maternity leave after birth.
• Paternity leave: One-time paternity leave will last for a maximum of the number of hours the employee normally works per
week, and the maximum of additional paternity leave is 5 weeks.

EMEA(UK, France,
Germany,
Netherlands)

WebsiteSocialESG Data Book 2024

43

Employment
No.

Category

Details

Data
India• Maternity leave: Total 26 weeks of leave is provided as per the policy to an expecting woman employee having no or lessthan two surviving children. As per policy she is eligible for maximum 8 weeks of pre-natal leave and 18 weeks of post-natal
leave.
• Paternity leave: All confirmed male employees with less than 2 surviving children may be granted paternity leave for a
maximum of 15 days from the date of delivery of child.
• Bereavement leave: 3 days leave will be granted to an employee who has suffered a bereavement of an immediate family
member.
• Annual leave: 20 days, Contingency leaves: 12 days, Global Wellness days: 3 days, Volunteer leave: 2 days, Public
holidays: 13 days.

144

Talentattraction
andretention

Variousleave andabsenceschemesIndonesia• Annual leave: 15 days (local law: 12 days), Full-paid Sick leave/Marriage leave 5 days (local law: 3 days), Birthday leave,
Wellness Days, Volunteer leaves
Philippines• Maternity leaves (105 days in total), Solo parent leave (7 days)

Coverage

APAC(India,Indonesia,
Philippines,
Malaysia,
Singapore)

Malaysia• Annual leave: (0-2 years: 14 days, 2-4 years: 16 days, 4-6 years: 18 days, Over 6 years: 21 days), Exam leave: 3 days,
Maternity leave: 98 days, Birthday leave

Singapore• Annual leave min. 18 days (local law indicates min. 7 and increases per year of service), Global Wellness days, Marriage
leave, Compassionate leave, Study/Examination leave, Military training leave - as per required, Volunteer days: 2 days
【Leave and Leave of Absence】
Maternity leave before and after childbirth/childbirth leave
Female employees can take leave for 6 weeks before childbirth (14 weeks for twins or more) and 8 weeks after childbirth.
Male employees can take special leave for childcare purposes for a total of 5 days within 2 months from the day before thebirth of the child.
Postpartum father childcare leave system
This leave can be taken in two installments of up to 4 weeks (28 days) within 8 weeks after the birth of a child.
145

Talentattraction
andretention

Variousleave andabsenceschemes

Childcare leave
In principle, leave may be taken until the child reaches the age of 1 year old, but may be taken for as long as the employee
desires.
Childcare leave can be taken even if the spouse is a full-time housewife (husband).
If both parents are to take the leave, they can take the leave until the child reaches the age of 1 year and 2 months old.
(The leave period for each parent can be taken for 1 year, including the period after childbirth)
In addition, for reasons such as inability to enroll the child in a daycare center, leave may be extended until the child reaches
the age of 2.
Leave to care for preschool children
Employees who are taking care of a child who has yet to enter primary school can receive leave for vaccinations to prevent
illness and health problems, and take care of a child's illness or injury.
In addition, 10 days of leave per year can be taken for immunizations and medical checkups to prevent illnesses.

DENTSU Inc.

WebsiteSocialESG Data Book 2024

44

Employment
No.

Category

Details

Data

Coverage

Family nursing care leave
5 days per year can be taken to care for a sick or injured family member, or to assist a disabled family member in attending
day care centers.
※The leave may be taken for 5 days per year to care for a child, spouse, parent, spouse’s parent, grandparent, andgranchildren.
※If the family nursing care leave has been used up, up to 15 days of continuous nursing care leave can be taken from theaccumulated leave.
Maternity leave (female employees only)
Available during pregnancy and within 1 year after childbirth when employees need to take leave in accordance with the"Guidelines for Maternity Health Care Measures".
Family caregiving leave
Employees may take 10 days per year when they need to take leave to care for a family member in need of caregiving.
Fertility treatment leave
Employees may take the required number of days (within the employee's accumulated annual leave) off to undergo fertility
treatment at a medical institution.

【Leave for other than annual leave and leave of absence】

145

Talentattraction
andretention

Variousleave andabsenceschemesTime off for hospital visits during working hours
Employees are allowed to reserve time during working hours to receive medical checkups or health guidance during pregnancy
and within one year after childbirth.
Caregiver time (female employees only)
Until the child reaches the age of 1 year old, employees can take 1 hour or 30 minutes x twice a day during their regular
working hours.
Childcare work (shortened hours for childcare)
Until the child reaches the age of 3 years old, employees can work for 5 hours per day.
Employees who have the same family name can work the prescribed four-hour workday in addition to the above "childcare
time".
Female employees can work regular 6-hour workdays until their children reach primary school age (6th grade). Female
employees can work in conjunction with the above "childcare hours".
Exemption from overtime and holidays
Employees who have a child up to the 6th grade of primary school can be exempted from working overtime and holidays.
Limitation of overtime work for childcare
Employees with children up to primary school 6th grade can limit their overtime and holiday work to a certain number of hours.
Support for children
・Discount of ¥1,000 per hour when using the babysitting service introduced at the Benefit Station.
(Up to 2 hours per day / 30 hours per month)Childcare Mirai Concierge
A support service by Nippon Life Insurance Life Care Partners to help employees apply for preschools and other daycare centers.
Information is provided according to the location of the employee's residence to help alleviate ”Child waiting list problem".
(For fixed-term employees, the available hours and periods of leave may differ in some cases.)

DENTSUInc.

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45

Employment
No.

Category

Details

Data

Coverage

WebsiteAmericashttps://www.dentsu.c
om/us/en/careers/hy
brid-work

In the Americas, we have three leadership commitments for our future of work approach: supporting flexibility, guiding
principles not mandates, and intentionally cultivating connection.

146

Talentattraction
andretention

Diverseworkingsystems• Supporting flexibility:
We believe in the power of flexible and purposeful work. We have put our people at the center of our workplace strategy, andbelieve that our hybrid approach fosters creativity, cultivates connection, drives growth, and awards us an edge in thecompetitive talent marketplace.
Since 2022, we have formally instituted an Agile Working Policy for U.S.
employees. https://www.dentsu.com/us/en/careers/hybrid-work• Principles not mandates:
Rather than enforce controversial mandates for in-office work, we have chosen to engage with shared principles. If we leadwith a sense of purpose and principles, we can build team morale and win people back into the office.
• Intentionally cultivating connection:
We encourage our leaders to bring their teams together in our modernized offices for meaningful and impactful time
together.

UK• Hybrid Working Policy: It allows colleagues to make arrangements for flexible or remote working.
• Summer Fridays: Dentsu UK continued the practice of having Summer Fridays in 2023 where people can finish at 2pm on
Fridays during the summer months.

147

Talentattraction
andretention

Diverseworkingsystems

France• Remote working: Minimum 1 day of telecommuting per week (20% monthly), Maximum 4 teleworking days per week (80%monthly). Dentsu France will pay employees a lump-sum monthly allowance to cover the cost of remote working, and will
grant its employees financial assistance to help them acquire useful furniture.

EMEA

Germany• Workation: 12 days to up to 3 months in an EU country possible, employees bear additional costs• Remote work/Home office: Possible up to 100%, depending on local regulations by entity
Netherlands• Hybrid Working Policy: It allows colleagues to make arrangements for flexible or remote working. Remote working: we offer
employees (longer employed than 1 year) to work a maximum of 30 days at a remote location outside of the Netherlands
within Europe.

148

Talentattraction
andretention

Diverseworkingsystems

Our Hybrid Working Policy allows colleagues to make arrangements for flexible or remote working in APAC as well.
◼ Taiwan: Remote working policy - one day per week
◼ Thailand: Hybrid working policy, flexible working hours, maximum 30 days of work from hometown per year,◼ Malaysia: Hybrid working arrangements, flexible working hours, Flex Friday (half day working on second Friday of the month)

APAC

SocialESG Data Book 2024

46

Employment
No.

Category

Details

Data
The "home-based system": Introduced in the working environment reforms from 2017 onward. Based on this system, full support for
remote work was completed from the first half of 2020. In implementing the home-based system, the following initiatives are also being
promoted:• Partial approval for assignment without relocation• Some assignments at the family home (including residences of third-degree relatives, hospitals, hospices, etc.) are also approved.
• Trial implementation of work at travel destinations during long vacations• Introduction of a remote work allowance to promote a work-at-home environment• Utilization of satellite offices

Coverage Website

Talentattraction
andretention

Diverseworkingsystems

150

Talentattraction
andretention

Employeeshareholding
systemThe Dentsu Group Employee Shareholding Association is participated in by Dentsu Group Inc. and 25 (unlisted) Group companies (as ofMarch 31, 2024), and aims to promote the welfare of the members (employees of eligible companies who wish to become members),enhance their asset formation, increase their sense of participation in management, and foster a sense of community. Contributions
from members' monthly remuneration and bonuses, plus an 8% incentive from the company, are purchased from the market at market
value. Dividends on members' equity are also invested to fund the purchase of shares.

Japan

151

Talentattraction
andretention

Welfareschemes

Based on dentsu Japan's basic welfare policy, dentsu Japan offers different welfare measures with some examples including, "babysitting
service", "nursing care consultation service", "investment education", and "Benefit Station".

Japan

WelfareschemesUS
We provide resources to align with our 4 pillars of well-being (Healthy, Prepared, Resilient & Balanced).
• Employee Assistance Program:This 24/7 service helps with things such as identifying childcare options, providing parent-child communication resources, and finding
K–12 education support.
• Bright Horizons Care Advantage:
Employees can find backup care, get exclusive tuition discounts, and access up to 20 days of backup childcare each year. ThroughSittercity, our employees also have access to additional enhanced family support and caregivers, as well as a 20% discount on
tutoring with trusted partners.
• ReThink:This service specializes in helping care for children with learning, social or behavioral challenges. Employees have 24/7 access to tools
and resources designed to help them and their care team in understanding, teaching and better communicating with their child.
• Maven Milk:
Maven’s mobile app makes breast milk shipping simple for work travel with kits to safely store or ship milk. Employees also get ondemand access to expert Care Advocates and Lactation Consultants to help them choose the right travel kit and answer any
breastfeeding questions.
• Retirement Planning Guidance:
Through our 401(k) plan, employees can receive personalized financial advice at no additional cost to help with saving and investingwith their retirement plan account.
• Financial Concierge:
Employees can receive financial guidance and planning support from The Schwab Financial Concierge™ team.
• SoFi Dashboard:
Employees have access to SoFi’s online platform to set on the path for financial independence. Through the platform, employees canaccess a personalized debt navigator, advice for debt repayment options, and receive a discounted refinancing rate.

149

152

Talentattraction
andretention

DENTSUInc.

Flextime system: Introduced in the working environment reforms from 2017 onward. In principle, a core-free flextime system is applied.
Interval system: A system in which employees are required to not work from the end of the day to the beginning of the next day givinga "fixed rest period" (non working time) to ensure adequate rest and sleep.
The "interval system": An "effort target" to have a "fixed rest period" interval of 11 hours from the end of a workday to the start of thenext day to ensure appropriate rest and sleep time.

Americas(US)SocialESG Data Book 2024

47

Employment
No.

Category

152

Talentattraction
andretention

153

Talentattraction
andretention

Details
Welfareschemes

Welfareschemes

Data
Canada• Employees have access to Lulafit and Self Care, a mental well-being app by Able To. Canada also has an Employee
Assistance Program, providing 24/7 service for things such as identifying childcare options, providing parent-childcommunication resources, and finding K–12 education support.

UK• Neurodiverse Pathways: available via AVIVA helps speed up access to diagnosis and treatment for Attention Deficit
Hyperactivity Disorder (ADHD), Autism Spectrum Disorder (ASD) and Tourette’s syndrome.
• Fertility financial support: available via AVIVA healthcare
France• Family solidarity leave: dentsu France has supplemented the legal provisions that set up the "congé proche aidant"(caregiver leave) and the "congé de solidarité familiale" (family solidarity leave), by providing 100% salary continuation for 1
month in addition to the state aid, as well as an extra month in the event of renewal of the leave.

Coverage
Americas(Canada)

EMEA(UK, France)

China• From DEI perspective, dentsu China hires disabled employees under its different legal entities.
India• Group insurance for Self/Spouse/2Kids, Group Personal Accident (Self), Term Insurance (Self), Voluntary Parent Insurance
Taiwan• Group insurance, New born baby welcome gift, Discount for babysitting facility, Marriage/new born subsidy cash

154

Talentattraction
andretention

Thailand• Group insurance, New born/marriage/compassionate subsidy cash, Provident fundWelfareschemesIndonesia• Group insurance (+spouse for male employee and up to 3 children), Wedding gift, Newborn baby gift, Employee
bereavement gift, Company team building (minimum working continuouosly 6 months)

APAC(China,India,Taiwan,
ThailanfIndonesia,
Malaysia,
Singapore)

Malaysia• Insurance (medical benefit), Flex+ benefits ( Dental / Optical / health screening / flight ticket (personal travel) / fitness clubmembership), Employee Assistance Program-Intellect
Singapore• Group Insurance and Flexible Spending Account, Wedding gift, Newborn baby gift, Hospitalization/Illness gift, Condolence
gift, Meal & Transport Claims if worked beyond 9pm in the office, Work-From-Home Office Equipment Subsidy, Various
Corporate Discounts, Employee Assistance Program (EAP) with Intellect for employees and up to 3 dependents each in thesame household

155

Talentattraction
andretention

Support forbalancing
cancertreatment

Support for balancing cancer treatment: As measures to support work-life balance, Dentsu Inc. introduced a "reduced working
hour system (allowing employees to work 4 days a week or 6/5 hours a day)" and a policy to subsidize treatment costs (up to
4 million yen per year for advanced cancer treatment).

DENTSU Inc.

WebsiteSocialESG Data Book 2024

48

Employment
No.

156

Category

Talent attraction
and retention

Details

Leave system

Data
Donor leave: In addition to the existing volunteer leave, the new leave covers donor registration with thebone marrow bank and donors who need to go to the hospital or be hospitalized for donation. Expanded thenumber of days taken for volunteer leave to 10 days within the scope of accumulated leave only for theabove reasons.

Employee Data

158

Employee Data

159

DENTSU Inc.

Refreshment holidays: A special leave to create an environment where employees can recover from fatigue
and refresh themselves both mentally and physically. Paid leave once a quarter, in addition to annual paid
leave.
FY2019157

Coverage

FY2020

FY2021

FY2022

FY2023

Total

66,40064,53364,832

69,066

71,127dentsuMale

34,46033,82233,81535,75836,914dentsuEmployee Data

Female31,94030,71131,01733,30834,213dentsu160

Employee Data

Total

19,842

20,32520,062

22,147

23,051

Dentsu Group Inc.+Japan

161

Employee DataMale

13,01313,094

12,96914,163

14,575

Dentsu Group Inc.+Japan

162

Employee Data

Female

6,829

7,231

7,093

7,984

8,476

Dentsu Group Inc.+Japan

163

Employee Data

Total

N/A

N/A

195

129

165

Dentsu Group Inc.

164

Employee Data

Male

N/A

N/A

147

91

124

Dentsu Group Inc.

165

Employee Data

Female

N/A

N/A

48

38

41

Dentsu Group Inc.

166

Employee Data

Total

19,842

N/A

19,86722,01822,886

Japan

167

Employee DataMale

13,013

N/A

12,822

14,072

14,451

Japan

168

Employee Data

Female

6,829

N/A

7,045

7,946

8,435

Japan

169

Employee Data

Total

46,55844,20844,77046,91948,076

International

170

Employee Data

Male21,447

20,72820,846

21,59522,339International

171

Employee Data

Female25,111

23,48023,92425,32425,737

InternationalGroup

DGI+Japan

Number of
employees

DGI

Japan

Int.

WebsiteSocialESG Data Book 2024

49

Employment
No.

Category

Details

Data
FY2019172

Employee Data

173

Employee Data

174

Coverage

FY2020

FY2021

FY2022

FY2023

Total

N/A

N/A

N/A

15,455

15,378Americas

Male

N/A

N/A

N/A

7,144

7,198

Americas

Employee Data

Female

N/A

N/A

N/A

8,311

8,180

Americas

175

Employee Data

Total

N/A

N/A

N/A

16,992

17,972

EMEA

176

Employee Data

Male

N/A

N/A

N/A

7,725

8,316

EMEA

177

Employee Data

Female

N/A

N/A

N/A

9,267

9,656

EMEA

178

Employee Data

Total

N/A

N/A

N/A

14,472

14,726

APAC

179

Employee Data

Male

N/A

N/A

N/A

6,726

6,825

APAC

180

Employee Data

Female

N/A

N/A

N/A

7,746

7,901

APAC

181

Employee Data

Total

2,734

4,197

4,140

3,627

3,639

Dentsu Group
Inc.+Japan

182

Employee Data

Male

2,428

3,709

3,605

3,125

3,081

Dentsu Group
Inc.+Japan

183

Employee Data

Female

306

488

535

502

558

Dentsu Group
Inc.+Japan

184

Employee Data

Total

N/A

N/A

42

32

37

Dentsu Group
Inc.

185

Employee Data

Male

N/A

N/A

33

25

31

Dentsu Group
Inc.

186

Employee Data

Female

N/A

N/A

9

7

6

Dentsu Group
Inc.

187

Employee Data

Total

2,734

N/A

4,098

3,595

3,602

Japan

188

Employee Data

Male

2,428

N/A

3,572

3,100

3,050

Japan

189

Employee Data

Female

306

N/A

526

495

552

Japan

Americas

Number of
employees

EMEA

APAC

DGI+Japan

Number ofmanagers

DGI

Japan

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50

Employment
No.

Category

Details

Data
FY2019Coverage

FY2020

FY2021

FY2022

FY2023

190

Employee Data

Total

N/A

N/A

N/A

N/A

1,074

dentsu191

Employee Data

Not declared

N/A

N/A

N/A

N/A

5

dentsu192

Employee Data

No Data

N/A

N/A

N/A

N/A

2

dentsu193

Employee Data

Male

N/A

N/A

N/A

N/A

719

dentsu194

Employee Data

Female

N/A

N/A

N/A

N/A

348

dentsu195

Employee Data

Total

N/A

N/A

N/A

N/A

270

Dentsu Group
Inc.+Japan

196

Employee Data

Male

N/A

N/A

N/A

N/A

240

Dentsu Group
Inc.+Japan

197

Employee Data

Female

N/A

N/A

N/A

N/A

30

Dentsu Group
Inc.+Japan

198

Employee Data

Total

N/A

N/A

N/A

N/A

25

Dentsu Group Inc.

199

Employee Data

Male

N/A

N/A

N/A

N/A

21

Dentsu Group Inc.

200

Employee Data

Female

N/A

N/A

N/A

N/A

4

Dentsu Group Inc.

201

Employee Data

Total

N/A

N/A

N/A

N/A

245

Japan

202

Employee Data

Male

N/A

N/A

N/A

N/A

219

Japan

203

Employee Data

Female

N/A

N/A

N/A

N/A

26

Japan

204

Employee Data

Total

527

502

799

816

804

International

205

Employee Data

Not declared

N/A

N/A

6

1

5

International

206

Employee Data

No Data

N/A

N/A

N/A

4

2

International

207

Employee Data

Male

359

328

521

509

479

International

208

Employee Data

Female

168

174

272

302

318

InternationalGroup

DGI+Japan

Number ofleaders

DGI

Japan

Int.

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51

Employment
No.

Category

Details

Data
FY2019Coverage

FY2020

FY2021

FY2022

FY2023

209

Employee Data

Total

N/A

N/A

N/A

N/A

333

Americas210

Employee Data

Not declared

N/A

N/A

N/A

N/A

2

Americas211

Employee Data

No Data

N/A

N/A

N/A

N/A

0

Americas212

Employee Data

Male

N/A

N/A

N/A

N/A

181

Americas213

Employee Data

Female

N/A

N/A

N/A

N/A

150

Americas214

Employee Data

Total

N/A

N/A

N/A

N/A

337

EMEA

215

Employee Data

Not declared

N/A

N/A

N/A

N/A

3

EMEA

216

Employee Data

No Data

N/A

N/A

N/A

N/A

2

EMEA

217

Employee Data

Male

N/A

N/A

N/A

N/A

210

EMEA

218

Employee Data

Female

N/A

N/A

N/A

N/A

122

EMEA

219

Employee Data

Total

N/A

N/A

N/A

N/A

134

APAC

220

Employee Data

Not declared

N/A

N/A

N/A

N/A

0

APAC

221

Employee Data

No Data

N/A

N/A

N/A

N/A

0

APAC

222

Employee Data

Male

N/A

N/A

N/A

N/A

88

APAC

223

Employee Data

Female

N/A

N/A

N/A

N/A

46

APAC

224

Employee Data

Int.

4.0

4.0

3.5

3.7

3.8

International

225

Employee Data

Americas

N/A

N/A

N/A

N/A

3.8

Americas226

Employee Data

EMEA

N/A

N/A

N/A

N/A

4.4

EMEA

227

Employee Data

APAC

N/A

N/A

N/A

N/A

3.2

APAC

Americas

Number ofleaders

EMEA

APAC

Averagenumber ofconsecutive
years served

WebsiteSocialESG Data Book 2024

52

Employment
No.

Category

Details

Data
FY2019228

Recruitment Data

229

Recruitment Data

230

Coverage

FY2020

FY2021

FY2022

FY2023

Total

549

544

422

460

577

Dentsu Group Inc.+Japan

Male

259

264

214

252

303

Dentsu Group Inc.+Japan

Recruitment Data

Female

272

259

191

208

274

Dentsu Group Inc.+Japan

231

Recruitment Data

Total

N/A

0

0

0

0

Dentsu Group Inc.

232

Recruitment Data

Male

N/A

0

0

0

0

Dentsu Group Inc.

233

Recruitment Data

Female

N/A

0

0

0

0

Dentsu Group Inc.

234

Recruitment Data

Total

549

544

422

460

577

Japan

235

Recruitment Data

Male

259

264

214

252

303

Japan

236

Recruitment Data

Female

272

259

191

208

274

Japan

237

Recruitment Data

Total

17,137

11,826

18,29318,712

10,950dentsu238

Recruitment Data

Total

1,963

1,414

1,517

2,185

2,144

Dentsu Group Inc.+Japan

239

Recruitment Data

Male

1,082

745

823

1,173

1,092

Dentsu Group Inc.+Japan240

Recruitment Data

Female

823

608

632

1,012

1,052

Dentsu Group Inc.+Japan

241

Recruitment Data

Total

N/A

5

9

8

4

Dentsu Group Inc.

242

Recruitment Data

Male

N/A

3

6

6

4

Dentsu Group Inc.

243

Recruitment Data

Female

N/A

2

3

2

0

Dentsu Group Inc.

244

Recruitment Data

Total

1,963

1,409

1,508

2,177

2,140

Japan

245

Recruitment Data

Male

1,082

742

817

1,167

1,088

Japan

246

Recruitment Data

Female

823

606

629

1,010

1,052

Japan

247

Recruitment Data

Int.

Total

15,174

10,412

16,776

16,527

8,806International

248

Recruitment Data

Americas

Total

N/A

N/A

N/A

N/A

2,123

Americas249

Recruitment Data

EMEA

Total

N/A

N/A

N/A

N/A

2,871

EMEA

250

Recruitment Data

APAC

Total

N/A

N/A

N/A

N/A

3,812

APAC

DGI+Japan

Number of new
graduates hired

DGI

Japan

Group

DGI+Japan

DGI
Number of new
recruitsJapan

WebsiteSocialESG Data Book 2024

53

Employment
No.

Category

Details

Data

FY2019251 Recruitment Data

FY2020Coverage

FY2021

FY2022

FY2023

Total

1,414

870

1,086

1,725

1,567

Dentsu Group Inc.+Japan

Male

823

481

603

921

789

Dentsu Group Inc.+Japan

253 Recruitment Data

Female

551

349

438

804

778

Dentsu Group Inc.+Japan

254 Recruitment Data

Total

N/A

5

9

8

4

Dentsu Group Inc.

Male

N/A

3

6

6

4

Dentsu Group Inc.

256 Recruitment Data

Female

N/A

2

3

2

0

Dentsu Group Inc.

257 Recruitment Data

Total

1,414

865

1,077

1,717

1,563

Japan

Male

823

478

597

915

785

Japan

Female

551

347

435

802

778

Japan

49.5%

47.6%

45.3%

45.2%

47.5%

N/A

N/A

N/A

N/A

N/A

Japan

49.5%

47.6%

45.3%

45.2%

47.5%

Japan

DGI+Japan

39.0%

40.1%

40.3%

46.6%

49.6%

Dentsu Group Inc.+Japan

N/A

40.0%

33.3%

25.0%

0.0%

Dentsu Group Inc.

Japan

39.0%

40.1%

40.4%

46.7%

49.8%

Japan

Percentage of
mid-careerhires inmanagement
positions

DGI+Japan

42.2%

43.8%

43.9%

49.6%

50.1%

Dentsu Group Inc.+Japan

N/A

3.0%

2.4%

3.1%

35.1%

Dentsu Group Inc.

Japan

42.2%

44.2%

44.5%

50.0%

50.2%

Japan

Percentage of
foreignnationals inmanagement
positions

DGI+Japan

0.6%

0.7%

0.7%

0.9%

2.1%

Dentsu Group Inc.+Japan

DGI

N/A

0.0%

2.4%

6.3%

0.0%

Dentsu Group Inc.

Japan

0.6%

0.8%

0.6%

0.8%

2.1%

Japan

252 Recruitment Data

255 Recruitment DataDGI+Japan

Number of mid
career recruits

258 Recruitment Data

DGI

Japan

259 Recruitment Data
260 Recruitment Data

261 Recruitment DataDGI+Japan
Percentage offemale newgraduate hires

262 Recruitment Data
263 Recruitment Data
264 Recruitment Data
265 Recruitment Data
266 Recruitment Data
267 Recruitment Data

268 Recruitment Data
269 Recruitment Data
270 Recruitment Data
271 Recruitment Data

Percentage of
mid-career
hired female
employees

DGI

DGI

DGI

Dentsu Group Inc.+Japan

Dentsu Group Inc.

WebsiteSocialESG Data Book 2024

54

Employment
No.

Category

Details

Data

272 Recruitment DataDGI+Japan

273 Recruitment Data

DGI

274 Recruitment Data

Recruitment
costs

Japan

Coverage

FY2019FY2020

FY2021

FY2022

FY2023¥1,335,040,771¥842,883,961¥1,282,664,458¥2,611,942,364¥2,884,784,173

N/A¥15,400¥26,541,389¥15,370,487¥16,097,938¥1,335,040,771¥842,868,561¥1,256,123,069¥2,596,571,877¥2,868,686,235

Japan

Dentsu Group Inc.+Japan
Dentsu Group Inc.

¥2,251,571,848¥1,369,874,092¥2,604,207,216¥3,063,889,582¥1,698,705,343

International
・CIS(Russia andKazakhstan) data are
excluded from 2022-2023¥773,040¥673,768¥854,540¥1,195,397¥1,106,576

Dentsu Group Inc.+Japan

N/A¥3,080¥2,949,043¥1,921,311¥4,024,485

Dentsu Group Inc.

Japan

¥680,102¥598,203¥832,973¥1,192,729¥1,101,122

Japan

Int.

¥148,281¥131,268¥154,774¥185,387¥192,903

International
・CIS(Russia andKazakhstan) data are
excluded from 2019-2023

83.9%

86.7%

86.6%

88.9%

91.6%

Dentsu Group Inc.+Japan

N/A

100.0%

100.0%

96.9%

100.0%

Dentsu Group Inc.

Japan

83.9%

84.5%

85.3%

87.8%

90.5%

Japan

283 Employee DataDGI+Japan

92.0%

91.8%

87.2%

89.9%

92.9%

Dentsu Group Inc.+Japan284 Employee Data

DGI

N/A

100.0%

77.8%

42.9%

70.4%

Dentsu Group Inc.

285 Employee Data

Japan

92.0%

91.8%

87.5%

89.9%

93.0%

Japan

Int.

66.0%

91.8%

61.7%

70.0%

74.0%

International

275 Recruitment DataInt.

276 Recruitment DataDGI+Japan

277 Recruitment Data

DGI

278 Recruitment Data

Recruitment
cost perperson279 Recruitment Data

280 Employee Data
281 Employee Data
282 Employee Data

286 Employee Data

Internal
appointment
rate for key
positions

Employeeretention rate

DGI+Japan
DGI

287 Employee Data

Americas

N/A

N/A

N/A

N/A

72.0%

Americas288 Employee Data

EMEA

N/A

N/A

N/A

N/A

80.0%

EMEA

289 Employee Data

APAC

N/A

N/A

N/A

N/A

69.0%

APAC

WebsiteSocialESG Data Book 2024

55

Employment
No.

Category

Details

Data
FY2019290

Employee Data

291

Employee Data

Coverage

FY2020

FY2021

FY2022

FY2023

Less than 1 year

N/A

21.3%

37.1%

31.1%

17.0%

International

1-3 years

N/A

35.1%

22.7%

30.9%

43.1%

International

Int.
292

Employee Data

3-5 years

N/A

18.0%

14.7%

13.5%

11.9%

International

293

Employee Data

More than 5 years

N/A

25.6%

25.5%

24.6%

28.0%

International

294

Employee Data

Less than 1 year

N/A

N/A

N/A

N/A

15.2%

Americas295

Employee Data

1-3 years

N/A

N/A

N/A

N/A

43.6%

Americas

3-5 years

N/A

N/A

N/A

N/A

12.0%

AmericasMore than 5 years

N/A

N/A

N/A

N/A

29.1%

AmericasLess than 1 year

N/A

N/A

N/A

N/A

15.8%

EMEA

1-3 years

N/A

N/A

N/A

N/A

37.9%

EMEA

Americas296

Employee Data

297

Employee Data

298

Employee Data

299

Employee Data

Percentageof employees
by years ofservice

EMEA
300

Employee Data

3-5 years

N/A

N/A

N/A

N/A

12.9%

EMEA

301

Employee Data

More than 5 years

N/A

N/A

N/A

N/A

33.4%

EMEA

302

Employee Data

Less than 1 year

N/A

N/A

N/A

N/A

19.2%

APAC

303

Employee Data

1-3 years

N/A

N/A

N/A

N/A

47.5%

APAC

APAC
304

Employee Data

3-5 years

N/A

N/A

N/A

N/A

11.0%

APAC

305

Employee Data

More than 5 years

N/A

N/A

N/A

N/A

22.3%

APAC

306

Employee Data

Int.

34.0

34.0

33.1

34.1

34.6

International

307

Employee Data

Americas

N/A

N/A

N/A

N/A

35.9

Americas308

Employee Data

EMEA

N/A

N/A

N/A

N/A

36.0

EMEA

309

Employee Data

APAC

N/A

N/A

N/A

N/A

32.6

APAC

Average ageof
employees

WebsiteSocialESG Data Book 2024

56

Employment
No.

Category

Details

Data
FY2019Coverage

FY2020

FY2021

FY2022

FY2023

310

Employee DataGroup

13,963

12,795

16,93014,882

13,003dentsu311

Employee DataDGI+Japan

1,403

1,496

2,288

1,845

1,416

Dentsu Group Inc.+Japan

312

Employee Data

DGI

N/A

0

8

4

4

313

Employee Data

Japan

1,403

1,496

2,280

1,841

1,412

Japan

Int.

12,56011,29914,642

13,037

11,587

International
・CIS(Russia and Kazakhstan) data
are excluded from 2019-2023

Number of
employees
leaving jobs

Dentsu Group Inc.

314

Employee Data

315

Employee Data

Americas

N/A

N/A

N/A

N/A

3,161

Americas316

Employee Data

EMEA

N/A

N/A

N/A

N/A

3,224

EMEA

317

Employee Data

APAC

N/A

N/A

N/A

N/A

5,202

APAC

318

Employee DataDGI+Japan

8.1%

8.4%

12.8%

10.1%

7.1%

Dentsu Group Inc.+Japan

319

Employee Data

DGI

N/A

0.0%

177.8%

57.1%

29.6%

Dentsu Group Inc.

320

Employee Data

Japan

8.1%

8.4%

12.7%

10.1%

7.0%

Japan

321

Employee Data

Int.

34.0%

30.0%

38.3%

30.0%

26.0%

International
・CIS(Russia and Kazakhstan) data
are excluded from 2019-2023

322

Employee Data

Americas

N/A

N/A

N/A

N/A

28.0%

Americas323

Employee Data

EMEA

N/A

N/A

N/A

N/A

20.0%

EMEA

324

Employee Data

APAC

N/A

N/A

N/A

N/A

31.0%

APAC

Turnover rate

WebsiteSocialESG Data Book 2024

57

Employment
No.

Category

Details

Data
FY2019325

Employee DataDGI+Japan

326

Employee Data

327

Employee Data

328

Employee Data

329

Employee Data

330

FY2020Coverage
FY2021

FY2022

FY2023

5.3%

5.7%

6.2%

5.7%

4.2%

Dentsu Group Inc.+Japan

DGI

N/A

0.0%

44.4%

0.0%

22.2%

Dentsu Group Inc.

Japan

5.3%

5.7%

6.2%

5.7%

4.2%

Japan

Int.

26.0%

18.8%

31.0%

25.9%

19.0%

International
・CIS(Russia and Kazakhstan) data
are excluded from 2019-2023

Americas

N/A

N/A

N/A

N/A

17.0%

Americas

Employee Data

EMEA

N/A

N/A

N/A

N/A

15.0%

EMEA

331

Employee Data

APAC

N/A

N/A

N/A

N/A

24.0%

APAC

332

Employee DataDGI+Japan

1.1%

0.6%

0.7%

0.7%

0.6%

Dentsu Group Inc.+Japan333

Employee Data

DGI

N/A

0.0%

0.0%

0.0%

0.0%

Dentsu Group Inc.

334

Employee Data

Japan

1.1%

0.6%

0.7%

0.7%

0.6%

Japan

335

Employee DataDGI+Japan

424

459

505

598

508

336

Employee Data

DGI

N/A

2

3

4

4

337

Employee Data

Japan

424

457

502

594

504

Japan

338

Employee DataDGI+Japan

N/A

N/A

N/A

261

314

Dentsu Group Inc.+Japan

339

Employee Data

DGI

N/A

N/A

N/A

0

4

340

Employee Data

Japan

N/A

N/A

205

261

310

341

Employee DataDGI+Japan

N/A

N/A

N/A

64.1%

67.8%

Dentsu Group Inc.+Japan

342

Employee Data

DGI

N/A

N/A

N/A

0.0%

100.0%

Dentsu Group Inc.

343

Employee Data

Japan

N/A

N/A

44.1%

64.8%

67.5%

Japan

344

Employee DataDGI+Japan

N/A

N/A

N/A

N/A

189.1days

345

Employee Data

DGI

N/A

N/A

N/A

N/A

0.0days346

Employee Data

Japan

N/A

N/A

N/A

N/A

189.1days

Voluntary
turnover rate

High-performer
turnover rate

Number of
employees
utilizingchildcare leave

Number of male
employees
utilizingchildcare leave
Percentage ofmaleemployees
utilizingchildcare leave
Averagenumber of daysof childcare
leave taken

Dentsu Group Inc.+Japan
Dentsu Group Inc.

Dentsu Group Inc.
Japan

Dentsu Group Inc.+Japan
Dentsu Group Inc.
Japan

WebsiteSocialESG Data Book 2024

58

Employment
No.

Category

Details
FY2019347

Employee
Data

348

Employee
Data

349

Employee
Data

350

Salary Data

351

Salary Data

352

Salary Data

353

Coverage

Data
FY2020

FY2021

FY2022

FY2023

DGI+Japan

N/A

N/A

N/A

N/A

49.8days

Dentsu Group
Inc.+Japan

DGI

N/A

N/A

N/A

N/A

0.0days

Dentsu Group
Inc.

Japan

N/A

N/A

N/A

N/A

49.8daysJapan

DGI+Japan

N/A

N/A

N/A

N/A

361.8days

DGI

N/A

N/A

N/A

N/A

0.0days

Japan

N/A

N/A

N/A

N/A

361.8days

Japan

Salary DataGroup

¥522,136,296,125¥472,672,572,704¥526,528,384,130¥601,762,340,518¥648,738,254,790

dentsu354

Salary DataDGI+Japan¥168,174,432,990¥165,643,431,880¥173,394,874,758¥181,515,353,584¥190,803,393,202

355

Salary Data

DGI

N/A

¥2,685,226,820¥5,686,492,122¥5,224,243,264¥1,836,665,508

356

Salary DataJapan

¥168,174,432,990¥162,958,205,060¥167,708,382,636¥176,291,110,320¥188,966,727,694

Japan

357

Salary DataInt.

¥353,961,863,135¥307,029,140,824¥353,133,509,372¥420,246,986,934¥457,934,861,588

International

358

Salary Data

Americas

N/A

N/A

N/A

N/A

¥191,983,576,572

Americas359

Salary Data

EMEA

N/A

N/A

N/A

N/A

¥162,350,715,256

EMEA

360

Salary Data

IAPAC

N/A

N/A

N/A

N/A

¥71,685,493,736

APAC

361

Salary Data

Total

61.2%

61.7%

62.8%

62.4%

63.2%

362

Salary Data

Full-time
employment

68.5%

67.9%

68.4%

67.9%

67.1%

363

Salary Data

Contract
employment

67.6%

68.9%

71.2%

57.5%

67.8%

364

Salary Data

Total

N/A

69.5%

65.5%

57.2%

71.7%

365

Salary Data

Full-time
employment

N/A

66.4%

63.9%

60.7%

72.8%

366

Salary Data

Contract
employment

N/A

171.2%

78.2%

62.8%

31.1%

Dentsu Group
Inc.

367

Salary Data

Total

61.2%

61.7%

62.9%

62.8%

63.4%

Japan

368

Salary Data

Full-time
employment

68.5%

68.0%

68.6%

68.3%

67.3%

Japan

369

Salary Data

Contract
employment

67.6%

69.4%

71.5%

57.5%

68.5%

Japan

Averagenumber of daysof childcare
leave taken by
males
Averagenumber of daysof childcare
leave taken byfemales

Total monetarycompensation

DGI+
Japan

Mean
gender
pay
gap

Total
com
pens
ation

DGI

Japan

Dentsu Group
Inc.+Japan
Dentsu Group
Inc.

Dentsu Group
Inc.+Japan
Dentsu Group
Inc.

Dentsu Group
Inc.+Japan
Dentsu Group
Inc.+Japan
Dentsu Group
Inc.+Japan
Dentsu Group
Inc.
Dentsu Group
Inc.

Web
site

SocialESG Data Book 2024

59

Employment
No.

Category

Details

Data
FY2019FY2020

FY2021

FY2022

Coverage

WebsiteFY2023

Salary

UK

27.8%

23.7%

22.3%

17.6%

18.2%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

371 Salary Data

Bonus

UK

69.1%

64.4%

66.1%

56.3%

44.2%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

372 Salary Data

Salary

UK

17.0%

18.4%

19.4%

15.3%

15.1%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Bonus

UK

29.7%

32.8%

39.6%

31.9%

43.9%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-reportMean% differences between
Black, Asian and Ethnic
Minority and Non-Black,
Asian and Ethnic Minority

Salary

UK

N/A

N/A

5.4%

14.3%

17.1%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Bonus

UK

N/A

N/A

16.8%

113.0%

41.9%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Median% differences between
Black, Asian and Ethnic
Minority and Non-Black,
Asian and Ethnic Minority

Salary

UK

N/A

N/A

3.9%

13.5%

19.9%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Bonus

UK

N/A

N/A

15.7%

5.0%

48.0%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Salary

UK

N/A

N/A

8.9%

15.7%

12.5%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Bonus

UK

N/A

N/A

N/A

61.5%

29.1%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Salary

UK

N/A

N/A

6.1%

17.1%

21.1%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

Bonus

UK

N/A

N/A

N/A

30.6%

29.1%

dentsu UK

https://www.dentsu.com/uk/en/policies/gender-pay-gap-report

370 Salary Data
Mean gender pay gap

Median gender pay gap
373 Salary Data

374 Salary Data

375 Salary Data

376 Salary Data

377 Salary Data

378 Salary Data

379 Salary Data

380 Salary Data

381 Salary Data

Mean
% differences between
LGBTQ+ and Non-LGBTQ+Median% differences between
LGBTQ+ and Non-LGBTQ+

SocialESG Data Book 2024

60

Occupational Safety and Health
No.

Category

382

Data

Coverage

WebsitePolicyDetails are explained on the Dentsu Inc. website [Sustainability: Ensuring a Safe and CivilizedWorking Environment].

DENTSU Inc.

https://www.dentsu.co.jp/en/sus
tainability/workingenvironment/

383

Targets

Details are explained on the Dentsu Inc. website [Sustainability: Ensuring a Safe and CivilizedWorking Environment].

DENTSU Inc.

https://www.dentsu.co.jp/en/sus
tainability/workingenvironment/

384

Program

Details are explained on the Dentsu Inc. website [Sustainability: Ensuring a Safe and CivilizedWorking Environment].

DENTSU Inc.

https://www.dentsu.co.jp/en/sus
tainability/workingenvironment/

Initiatives

The promotion of work-life balance, health management systems, and emergency safety
confirmation initiatives are part of our occupational health and safety program. Details are
explained on the Dentsu Inc. website [Sustainability: Ensuring a Safe and Civilized Working
Environment].

DENTSU Inc.

https://www.dentsu.co.jp/en/sus
tainability/workingenvironment/

385

Details

FY2019386

Data

Total working hours(hours)387

Data

Total hours worked
per employee (hours)

388

Data

389

Data

390

FY2020

FY2021

FY2022

FY2023

N/A

N/A

34,879,276

33,477,397

36,167,926

Dentsu Group
Inc.+JapanDGI+Japan

N/A

N/A

2,000

1,958

1,986

Dentsu Group
Inc.+JapanDGI+Japan

N/A

N/A

N/A

61.7%

66.7%

Dentsu Group
Inc.+Japan

DGI

N/A

N/A

N/A

35.7%

42.3%

Dentsu Group
Inc.

Data

Japan

N/A

N/A

50.4%

62.1%

67.1%

Japan

391

Data

DGI+Japan

28.1%

27.8%

26.4%

23.6%

32.1%

Dentsu Group
Inc.+Japan

392

Data

N/A

0.0%

0.0%

0.0%

0.0%

Dentsu Group
Inc.

393

Data

28.1%

28.0%

26.6%

23.8%

32.4%

Japan

Usage rate of annual
leavePercentage of
employees who
belong to a union

DGI+Japan

DGI

Japan

SocialESG Data Book 2024

61

Occupational Safety and HealthNo. Category

Details

Data
FY2019

394

Data

395

Data

396

FY2020Coverage
FY2021

FY2022

FY2023

DGI+Japan

53

24

23

25

42

Dentsu Group Inc.+Japan

DGI

N/A

0

0

0

0

Dentsu Group Inc.

Data

Japan

53

24

23

25

42

Japan

397

Data

DGI+Japan

47

23

22

23

42

Dentsu Group Inc.+Japan

398

Data

DGI

N/A

0

0

0

0

Dentsu Group Inc.

399

Data

Japan

47

23

22

23

42

Japan

400

Data

DGI+Japan

0

1

1

2

0

Dentsu Group Inc.+Japan

401

Data

DGI

N/A

0

0

0

0

Dentsu Group Inc.

402

Data

Japan

0

1

1

2

0

Japan

403

Data

DGI+Japan

0

0

0

0

0

Dentsu Group Inc.+Japan

404

Data

DGI

N/A

0

0

0

0

Dentsu Group Inc.

405

Data

Japan

0

0

0

0

0

Japan

406

Data

DGI+Japan

0

0

0

0

0

Dentsu Group Inc.+Japan

407

Data

DGI

N/A

0

0

0

0

Dentsu Group Inc.

408

Data

Japan

0

0

0

0

0

Japan

409

Data

1.8%

0.8%

0.7%

0.8%

1.2%

Dentsu Group Inc.+Japan

DGI

N/A

0.0%

0.0%

0.0%

0.0%

Dentsu Group Inc.

Japan

1.8%

0.8%

0.7%

0.8%

1.2%

Japan

DGI+Japan

0.0%

0.0%

0.0%

0.0%

0.0%

Dentsu Group Inc.+Japan

DGI

N/A

0.0%

0.0%

0.0%

0.0%

Dentsu Group Inc.

Japan

0.0%

0.0%

0.0%

0.0%

0.0%

Japan

410

Data

411

Data

412

Data

413

Data

414

Data

Total Number of
Cases-Injury

Number ofOccupational
Accidents-Disease-Disability-DeathDGI+Japan

Occupational
Accident
IncidenceRate

Occupational
Accident Incidence
Rate

Mortality Incidence
Rate

WebsiteSocialESG Data Book 2024

62

Social Contribution Activities
No.

Category

Details

Data

Coverage

415

Socialcontribution
activities

The Code"The Code" is dentsu's youth social education program aimed at providing digital skills training to young
people from predominantly disadvantaged backgrounds, fostering future digital talent. Launched in the UK in2017 and expanded globally in 2018, the program was active in nine countries by 2023. "The Code" educatesyoung people about the advertising industry and teaches a variety of skills, including social media, branding
and storytelling, marketing strategies, and data analytics.
• Countries where the program was implemented in 2023: Croatia, China, Denmark, France, Italy, Poland,
Romania, Taiwan, UK.
• Conducted 7 times in total, with 5,378 participants in 2023.

416

Socialcontribution
activities

Activity ofdelivering picture
books to children

Employees affix translation stickers to picture books published in Japan and deliver them to children in Asian
countries where children's books are scarce.
・Started in 2018, conducted a total of 6 times, with 100 participants per event.

DENTSU Inc.

417

Socialcontribution
activities

Volunteer Activity
for sorting foreign
currency coins

Employees volunteer to sort foreign currency coins collected from donation boxes set up by the Japan Habitat
Association at international airports. These coins are sorted by country of origin. Furthermore, the foreign
currency coins are exchanged into dollars and used to support disaster recovery efforts in affected areas.
・Started in 2018, conducted a total of 3 times, with 30 participants per event.

DENTSU Inc.

418

Socialcontribution
activities

Activity involving
donating usedclothing todeveloping
countries to provide
vaccines

Employees receive a "Vaccine through Used Clothing" collection kit at home, pack their used clothing, andsend it back to the headquarters. The collected clothing is then donated to developing countries. As a result,
employment opportunities are created in the recipient countries, and for each donation, a mechanism
ensures the provision of polio vaccines for five people.
・Started in 2021, conducted a total of 3 times, with 100 participants per event.

DENTSU Inc.

419

Socialcontribution
activities

Activity for creating
compost fromhousehold foodwaste

Employees are individually provided with composting kits delivered to their homes, enabling them to collect
food scraps from their households to create compost. This initiative was designed to address food waste
issues and foster environmental awareness among employees.
・Started in 2021, conducted once, with 100 participants per event

DENTSU Inc.

420

Socialcontribution
activities

Activity forcollecting unused
cosmetics andrecycling them into
crayons

A project where the company collects unwanted cosmetics from employees. The collected cosmetics areprocessed and transformed into crayons called "Haloyon."・Started in 2024, conducted once, exact number of participants unknown.

DENTSU Inc.

421

Socialcontribution
activities

Activity involving
creating educational
puzzles using
wooden cubes anddonating them tochildrenEmployees create educational puzzles using domestically sourced wooden cubes. The completed puzzles areplanned to be donated to children's homes. This initiative was designed to teach employees the importanceof responsibly "using, i.e., harvesting" wood and to foster environmental awareness.
・Started in 2024, conducted once, with 46 participants per event

DENTSU Inc.

Activity supporting"UNESCO World
TerakoyaMovement"

Dentsu Japan companies have supported the objectives of the "UNESCO World Terakoya Movement," which
has been continuously implemented by the Japan UNESCO Association Federation for over 30 years since1989. Through this initiative, a total of 535 "terakoya" (traditional Japanese educational institutions) havebeen constructed in 44 countries and 1 region, providing educational opportunities for approximately 1.35
million individuals. In addition to collaborating on the development and provision of original characters forthis initiative by dentsu creatives, dentsu Japan companies also participate in campaigns to collect unused
postcards, stamps, and gift certificates, which are utilized as funds for the activities.
・Started in 2003, conducted 20 times, exact number of participants unknown.

422

Socialcontribution
activities

International(Croatia, China,
Denmark, France,
Italy, Poland, Romania,
Taiwan, UK)

WebsiteSocialESG Data Book 2024

63

Social Contribution Activities
No.

Category

423

Socialcontribution activities

424

Details

Data

This program is implemented as a means to enhance sustainability awareness and engagement throughvolunteer activities. Each year, a global activity theme is set, and in Japan, various dentsu Japan
companies participate in volunteer activities aligned with that theme.
・Started in 2022, conducted twice, with 700 dentsu Japan participants in 2023 per event.

One Day for
ChangeDentsu’s partnership with Malaria No More is arguably one of the our strongest examples of social
contribution using its products and services. In 2023, dentsu supported Malaria No More’s “Change theStory” campaign around eradicating malaria

Activity
Data

426

Activity
Data

427

Activity
Data

428

Donation
Data

429

Donation
Data

430

Donation
Data

Volunteer
activities

Amount of
donations

FY2021

FY2022Japandentsuhttps://www.dentsu.com/n
ews-releases/dentsusupports-zero-malariacampaign-to-change-thestory

FY2023

513

355

542

259

1,761

Japan

https://www.group.dentsu.
com/en/sustainability/repo
rts/

Int.

14,428

4,869

3,082

9,333

10,579International

https://www.group.dentsu.
com/en/sustainability/repo
rts/

Group

14,941

5,224

3,624

9,592

12,340dentsuhttps://www.group.dentsu.
com/en/sustainability/repo
rts/

Japan

￥664,412,477￥43,951,110￥1,267,443,980¥202,954,980¥539,341,000

Japan

https://www.group.dentsu.
com/en/sustainability/repo
rts/

Int.

￥143,641,694￥935,297,756￥555,284,038¥219,556,677￥250,352,740

International

https://www.group.dentsu.
com/en/sustainability/repo
rts/

Group

￥808,054,171￥979,248,866¥1,822,728,018¥422,511,657￥789,693,740

dentsuhttps://www.group.dentsu.
com/en/sustainability/repo
rts/

Japan
Num
ber
of
parti
cipa
nts

FY2020Websitehttps://www.group.dentsu.
com/en/sustainability/com
mon/pdf/integratedreport2024_all.pdf

Dentsu implements various social contributions in each of its markets.
Among them, One Day for Change is a global volunteering event, uniting teams all over the world as a
global force for good. One Day for Changeis explained in Integrated Report 2024.

SocialContributi
onActivities

FY2019425

Coverage

Third-party AssuranceNo.

Category

431

Third-party assurance

Details
Third-party assurance

Data
Some social data as undergone limited assurance by KPMG AZSA
Sustainability Co.,Ltd.
Assurances statements are available on dentsu’s website.

CoveragedentsuWebsitehttps://www.group.dentsu.com/en/sustainability/common/pdf/third-party-assurance.pdf

SocialESG Data Book 2024

64

Human Capital Development: Quantitative data for DENTSU Inc.
No.

Category

Details

Data
FY2019FY2020Coverage
FY2021

FY2022

WebsiteFY2023432

Human Capital
Development Data

Average hours of training
and development per
employee（hours）

Male

N/A

N/A

33

43

43

DENTSU Inc.

433

Human Capital
Development Data

Average amount spent on
training and development

Female

N/A

N/A¥96,748¥88,288¥51,608

DENTSU Inc.

Diversity, Equity and Inclusion: Quantitative data for DENTSU Inc.
No.

Category

Details

Data
FY2019FY2020Coverage
FY2021

FY2022

FY2023434

Diversity
Data

<30

1,141

1,131

1,006

854

883

DENTSU Inc.

435

Diversity
Data

30-39

2,309

2,159

2,071

1,727

1,779

DENTSU Inc.

436

Diversity
Data

40-49

1,897

1,856

1,818

1,662

1,769

DENTSU Inc.

437

Diversity
Data

50-59

1,437

1,459

1,338

1,138

1,167

DENTSU Inc.

438

Diversity
Data

60+

287

302

345

246

306

DENTSU Inc.

439

Diversity
Data

<30

16.1%

16.4%

15.3%

15.2%

15.0%

DENTSU Inc.

440

Diversity
Data

30-39

32.7%

31.3%

31.5%

30.7%

30.1%

DENTSU Inc.

441

Diversity
Data

40-49

26.8%

26.9%

27.6%

29.5%

30.0%

DENTSU Inc.

442

Diversity
Data

50-59

20.3%

21.1%

20.3%

20.2%

19.8%

DENTSU Inc.

443

Diversity
Data

60+

4.1%

4.4%

5.2%

4.4%

5.2%

DENTSU Inc.

Number of employees by age

Percentage of employees by age

WebsiteSocialESG Data Book 2024

65

Employment: Quantitative Data for DENTSU Inc.
No.

Category

Details

Data
2019/12444

Employee Data

445

Employee Data

446

Employee Data

447

Employee Data

Total

Executive officers,
others2020/12

Coverage

2021/122022/122023/12

Total

7,071

6,907

6,578

5,627

5,513

DENTSU Inc.

Male

4,765

4,611

4,352

3,900

3,811

DENTSU Inc.

Female

2,306

2,296

2,226

1,727

1,702

DENTSU Inc.

Total

49

31

34

27

28

DENTSU Inc.

Male

45

29

32

25

27

DENTSU Inc.

4

2

2

2

1

DENTSU Inc.

448

Employee Data

449

Employee Data

Female450

Employee Data

Total

1,753

1,706

1,611

1,389

1,458

DENTSU Inc.

451

Employee Data

Male

1,587

1,543

1,445

1,265

1,315

DENTSU Inc.

452

Employee Data

Female

166

163

166

124

144

DENTSU Inc.

453

Employee Data

Total

3,470

3,388

3,235

3,088

3,083

DENTSU Inc.

454

Employee Data

Male

2,391

2,317

2,169

2,070

2,043

DENTSU Inc.

455

Employee Data

Female

1,079

1,071

1,066

1,018

1,040

DENTSU Inc.

456

Employee Data

Total

681

698

599

260

195

DENTSU Inc.

Male

313

310

263

112

82

DENTSU Inc.

Managers

Non-managers

Number of
employees

457

Employee Data

458

Employee Data

Female

368

388

336

148

113

DENTSU Inc.

459

Employee Data

Total

490

486

468

272

265

DENTSU Inc.

460

Employee Data

Male

0

0

0

0

0

DENTSU Inc.

461

Employee Data

Female

490

486

468

272

265

DENTSU Inc.

462

Employee Data

Total

218

265

314

213

228

DENTSU Inc.

463

Employee Data

Male

174

216

253

177

185

DENTSU Inc.

464

Employee Data

Female

44

49

61

36

43

DENTSU Inc.

465

Employee Data

Total

85

65

50

29

27

DENTSU Inc.

466

Employee Data

Male

51

31

25

16

15

DENTSU Inc.

467

Employee Data

Female

34

34

25

13

12

DENTSU Inc.

468

Employee Data

Total

325

268

267

349

231

DENTSU Inc.

469

Employee Data

Male

204

165

165

235

146

DENTSU Inc.

470

Employee Data

Female

121

103

102

114

85

DENTSU Inc.

Contract employees

Clerical staff

Partners / senior staff

Part-timers, others

Assigned Employees

WebsiteSocialESG Data Book 2024

66

Employment: Quantitative Data for DENTSU Inc.
No.

Category

Details

Data
2019/12

Coverage

2020/122021/122022/122023/12471

Employee Data

Executive Officers, others

0.7%

0.4%

0.5%

0.5%

0.5%

DENTSU Inc.

472

Employee DataManagers

24.8%

24.7%

24.5%

24.7%

26.4%

DENTSU Inc.

473

Employee Data

Non-managers

49.1%

49.1%

49.2%

54.9%

55.9%

DENTSU Inc.

474

Employee Data

Contract employees

9.6%

10.1%

9.1%

4.6%

3.5%

DENTSU Inc.

475

Employee Data

Clerical staff

6.9%

7.0%

7.1%

4.8%

4.8%

DENTSU Inc.

476

Employee Data

Partners / senior staff

3.1%

3.8%

4.8%

3.8%

4.1%

DENTSU Inc.

477

Employee Data

Part-timers, others

1.2%

0.9%

0.8%

0.5%

0.5%

DENTSU Inc.

478

Employee Data

Assigned employees

4.6%

3.9%

4.1%

6.2%

4.2%

DENTSU Inc.

Employee composition
ratio

2020/4479

Recruitment Data

480

Recruitment Data

481

Recruitment Data

482

Recruitment Data

Number of new
graduates hired

2021/42024/4

122

115

97

120

143

DENTSU Inc.

Male

66

63

52

58

67

DENTSU Inc.

Female

56

52

45

62

76

DENTSU Inc.

45.9%

45.2%

46.4%

51.7%

53.1%

DENTSU Inc.

FY2019483

Recruitment Data

484

Recruitment Data

485

Recruitment Data

486

Recruitment Data

Female Ratio

487

Recruitment Data

488

Recruitment Data

489

Recruitment Data

Number of employees
rehired after retirement

2023/4

Total

Female ratio

Number of mid career
recruits

2022/4FY2020

FY2021

FY2022

FY2023

Total

68

24

44

78

254

DENTSU Inc.

Male

50

18

25

57

101

DENTSU Inc.

Female

18

6

19

21

153

DENTSU Inc.

26.5%

25.0%

43.2%

26.9%

60.2%

DENTSU Inc.

Total

67

96

101

55

86

DENTSU Inc.

Male

55

79

80

42

62

DENTSU Inc.

Female

12

17

21

13

24

DENTSU Inc.

WebsiteSocialESG Data Book 2024

67

Employment: Quantitative Data for DENTSU Inc.
No. Category

Details

Data
FY2019

490

Data

491

Data

492

FY2020Coverage

FY2021

FY2022

FY2023

Total

40.9

41.2

41.5

41.6

41.3

DENTSU Inc.

Male

42.8

43.2

43.5

42.9

42.6

DENTSU Inc.

Data

Female

37.0

37.1

37.5

37.9

37.2

DENTSU Inc.

493

Data

Total

13.8

14.2

14.5

16.2

15.8

DENTSU Inc.

494

Data

Male

16.1

16.6

17.0

17.2

17.0

DENTSU Inc.

495

Data

Female

9.1

9.2

9.6

13.1

12.3

DENTSU Inc.

496

Data

Total

232

205

205

192

214

DENTSU Inc.

497

Data

Male

164

150

155

140

166

DENTSU Inc.

498

Data

Female

68

55

50

52

48

DENTSU Inc.

499

Data

Total

N/A

250

267

210

224

DENTSU Inc.

500

Data

Male

N/A

195

217

158

176

DENTSU Inc.

501

Data

Female

N/A

55

50

52

48

DENTSU Inc.

502

Data

Total

N/A

82.0%

77.0%

91.0%

95.5%

DENTSU Inc.

503

Data

Male

N/A

76.9%

71.4%

88.6%

94.3%

DENTSU Inc.

504

Data

FemaleN/A

100.0%

100.0%

100.0%

100.0%

DENTSU Inc.

505

Data

Total

100.0%

100.0%

100.0%

100.0%

100.0%

DENTSU Inc.

506

Data

Male

100.0%

100.0%

100.0%

100.0%

100.0%

DENTSU Inc.

507

Data

Female100.0%

100.0%

100.0%

100.0%

100.0%

DENTSU Inc.

Average age

Average years of service

Number of childcare leave recipients

Total number of eligible childcare leaverecipientsChildcare leave acquisition rate

Return to work rate from leave due tochildcare, nursing care, etc.

WebsiteSocialESG Data Book 2024

68

Occupational Saftey and Health: Quantitative Data for DENTSU Inc.
No. Category

Details

Data
FY2019

508

Data

509

Data

510

FY2020Coverage

FY2021

FY2022

FY2023

Total

12.6

9.3

12.7

14.8

13.9

DENTSU Inc.

Male

12.2

9.2

12.4

14.7

14.3

DENTSU Inc.

Data

Female

13.4

9.5

13.4

15.0

13.3

DENTSU Inc.

511

Data

Total

N/A

20

20

20

20

DENTSU Inc.

512

Data

Male

N/A

20

20

20

20

DENTSU Inc.

513

Data

Female

N/A

20

20

20

20

DENTSU Inc.

514

Data

Total

62.8%

46.5%

63.5%

73.9%

74.2%

DENTSU Inc.

515

Data

Male

N/A

46.1%

62.0%

73.3%

73.3%

DENTSU Inc.

516

Data

Female

N/A

47.3%

67.0%

75.2%

76.2%

DENTSU Inc.

517

Data

Total hours worked per employee(hours)

Total

1,903

1,838

2,023

1,957

2,000

DENTSU Inc.

518

Data

Absentee rate

Total

0.25%

0.13%

0.18%

0.20%

0.24%

DENTSU Inc.

Average days of annual leave used

Number of days of annual leave
grantedUsage rate of annual leave days

WebsiteSocialESG Data Book 2024

Notes on Data
CT&T personnel composition ratio

CT&T Personnel Composition Ratio for Japan is measured differently by each company. This includes headcount and other relevant
factors.

46

Revenue per employee

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.3

47

Operating profit per employee

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.3

From 2022, treatment of companies in scope, reference date and seconded employees have changed resulting in difference
calculation method from pervious disclosures.

No.

22-26

No.
No.

No.

63-65

Percentage of female workers inmanagement positions(above managers, including Executive
Directors)

No.

129

Percentage of employees withdisabilities

Total of six companies under the special subsidiary system (Dentsu Group Inc., Dentsu Solari Inc., Dentsu Inc., Dentsu
Corporate One Inc., Dentsu Casting & Entertainment Inc. and Dentsu Runway Inc.), until 2022, four companies combined (Dentsu
Group Inc., Dentsu Solari Inc., Dentsu Inc. and Dentsu Corporate One Inc.)

No.

130

Number of internal reported complaints(cases)Main report content topics include internal harassment, improper treatment, fraud in business operations and misgivings about
Company systems.

No.

131-136

Employee engagement survey results

The scores of employee satisfaction and the recommend are the average scores of the respondents (five-step grades between 0100). The engagement score is the average of the Satisfaction score and the Recommend score.

No.

157-189

Number of employees / managers

・From 2022/12, the treatment of seconded employees in the calculation has been changed to “including seconded employees andexcluding seconded employees”

No.

190-223

Number of leaders

・The persons in the “Not declared” and “No data” categories are included in the denominator to calculate the percentage of female
leaders.
・“Leader” is defined as employees in job levels 55 and above (International). Executive-level employees of each company areincluded for Japan.
・Even if an employee holds concurrent posts (i.e. is a leader multiple organizations), the person is counted as one employee.
・Seconded employees are counted as part of their main work location.

No.

228-236

Number of new graduates hired・The data covers new hires who joined the company between January and December.
・Some companies do not have gender breakdowns.

No.

237-250

Number of new recruits

・The data covers new hires who joined the company between January and December.
・Some companies do not have gender breakdowns.

No.

251-259

Number of mid career recruits

・The data covers new hires who joined the company between January and December.
・Some companies do not have gender breakdowns.

No.

272-275

Recruitment costs

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.3

No.

276-279

Recruitment cost per person

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.3

No.

332-334

High-performer turnover rate

Coverage of 2019 data is limited to 45.5%.

No.

338-340

Number of male employees utilizingchildcare leave

69

SocialESG Data Book 2024

Notes on DataNo.

341-343

Percentage of male employees utilizingchildcare leave

From 2022, treatment of companies in scope, reference date and seconded employees have changed resulting in difference
calculation method from pervious disclosures.

No.

353-360

Total monetary compensation

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.3

No.

361-369

Mean gender pay gap

Average is calculated by aggregating the total compensation of all relevant employees and dividing that figure by the number of
employees. The average wage gap is the ratio of the average female compensation to the average male compensation.

No.

370

Mean gender pay gap

Mean pay gap is calculated by - Average base salary of male workers - Average base salary of female workers) / Average basesalary of male workers

No.

372

Median gender pay gap

Median pay gap is calculated by - Median base salary of male workers - Median base salary of female workers) / Median base salaryof male workers

No.

388-390

Usage rate of annual leave

From 2022, treatment of companies in scope, reference date and seconded employees have changed resulting in difference
calculation method from pervious disclosures.

No.

431-433

Amount of donations

Exchange rate 1GBP= 2019: ¥139.3, 2020: ¥137.1, 2021: ¥151.1, 2022: ¥161.9, 2023: ¥174.9
Donations = cash donations + value of in-kind media space leveraged70Governance

ESG Data Book 2024

72

Corporate GovernanceNo.

Category

Details

Data

Coverage

The Group has set the purpose of extending “an invitation to the never before,”
WHY/WHAT/HOW and eight values called “the 8 ways” as its Corporate Philosophy(NORTHSTAR). And, as a foundation to realize NORTHSTAR, the Group establishedthe Dentsu Group Code of Conduct, which defines the way everyone who works for,or on behalf of, the Group should act. As per NORTHSTAR, the Group will work on
the maximization of corporate value for all stakeholders such as shareholders,clients, partners, employees, and consumers by positioning itself as a Business to
Business to Society (B2B2S) corporate group that resolves social issues throughbusiness with clients.
The Group has established a shared vision: “To be at the forefront of peoplecentered transformations that shape society.” In a market where marketing,technology, and consulting converge, the Group has redefined our business domain
as “People-Centered Transformation,” and will evolve into a corporation thatcreates new solutions and generates positive social impact by using our standout
creativity and technology.
1

Approach

To achieve this, pursuing the best corporate governance is important. The
Company shall ensure sustainable growth and enhance its medium- to long-term
corporate value through transparent and fair decision-making, effective use ofmanagement resources, and expeditious and resolute decision-making.

Websitedentsuhttps://www.group.dentsu.com/en/aboutus/governance/cgp.html

For the above purposes, the Company shall work on enhancing corporate
governance in accordance with the basic concepts below.
(i) To respect shareholders’ rights and ensure their equal treatment.
(ii) To consider the interests of stakeholders, including shareholders, and cooperatewith them appropriately.
(iii) To appropriately disclose company information and ensure transparency.
(iv) To enhance the effectiveness of the supervisory function over businessexecution.
(v) To engage in constructive dialogue with shareholders who have an investment
policy that conforms to the medium- to long-term interests of shareholders.
(Source: Corporate Governance Policy, Chapter 1, General Provisions)
Please refer to the Website.
There is no limit on the number of concurrent positions held by directors, however,
the Corporate Governance Policy (Chapter 5-11. Concurrent positions as an officerof another listed company) states how the Dentsu Group approves a director’s
concurrent positions.

dentsuhttps://www.group.dentsu.com/en/aboutus/governance/cgp.html

2

PolicyCorporate Governance
Policy3

PolicyCorporate Governance
ReportPlease refer to the Website.

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/governance_202403_en.pdf

4PolicyBasic Policy on Internal
Control of Dentsu Group

Please refer to the Website.

dentsuhttps://www.group.dentsu.com/en/aboutus/governance/internal_control.html

DentsuGroup Inc.
DentsuGroup Inc.

5

Board ofDirectors

Corporate governanceimplementation structure

Please refer to the Website.
The purpose of the Board of Directors and the frequency of its meetings aredescribed in the Notice of Convocation of the 175th Ordinary General Meeting of
Shareholders (P27).

6

Board ofDirectors

Chairman of the Board

Tim Andreehttps://www.group.dentsu.com/en/aboutus/governance/structure.html
https://www.group.dentsu.com/en/ir/common/pdf/ams175noticeE.pdf
https://www.group.dentsu.com/en/aboutus/leadership.html

Governance

ESG Data Book 2024

73

Corporate Governance
No.
7

8

9

Category
Board ofDirectors

Board ofDirectors

Board ofDirectors

Details

Data

Coverage

WebsiteDentsu Group Inc.

https://www.group.dentsu.com/en/about-us/governance/isod.html

Independence
standards for
Outside Directors

Please refer to the Website.

Independency

There is no specific numerical target for the number of independent outside
directors, but our Corporate Governance Policy (Chapter 5-2. Composition of theBoard of Directors and term of office of directors) notes that the number of
directors on the Board of Directors of the Company shall be fifteen (15) or fewer,
and the majority of the members shall be independent outside directors. Page 7 of
the ESG Briefing materials shows the evolution of the number of independent
outside directors.

Dentsu Group Inc.

Policy on Board
diversity

Our Corporate Governance Report (Supplementary Principle 4-11-1 View on theappropriate balance between knowledge, experience, and skills of the Board as awhole and on diversity and appropriate board size) explains our approach todiversity on our Board of Directors. (Supplementary Principle 2.4.1 Ensuring
diversity, including active participation of women) explains the status of ensuring
diversity in the Group's human resources, our policies for human resource
development and internal environment development to ensure diversity, and thestatus of their implementation.

Dentsu Group Inc.

https://www.group.dentsu.com/en/aboutus/common/pdf/governance_202403_en.pdf

Dentsu Group Inc.

https://www.group.dentsu.com/en/about-us/governance/cgp.html

https://www.group.dentsu.com/en/about-us/governance/cgp.html
https://www.group.dentsu.com/en/ir/common/pdf/ESG-Briefing2023.pdf

10

Board ofDirectors

Policy on Board
diversity• Our Corporate Governance Policy (Chapter 5-2. Composition of the Board of
Directors and term of office of directors) explains that the elements of diversity
on the board of directors include gender, internationality, work experience, andage of its members.
• There are no criteria for non-executive directors or audit committee memberswith industry experience. Regarding the criteria for financial expertise, ourCorporate Governance Policy (Chapter 5-7. Criteria and Procedures for the
Nomination and Dismissal of Candidates for Directors and Executive Officers)
notes that one of the criteria for the selection and appointment of candidates foroutside directors is that they have a professional career with expertise in finance.

11

Board ofDirectors

Target on Board
diversity

There is no target. Our Corporate Governance Policy (Chapter 5-2. Composition of
the Board of Directors and term of office of directors) explains that the elements ofdiversity for the Board of Directors include gender, internationality, work experienceand age of its members.

Dentsu Group Inc.

https://www.group.dentsu.com/en/about-us/governance/cgp.html

Dentsu Group Inc.

https://www.group.dentsu.com/en/ir/common/pdf/ams175noticeE.pdf

Dentsu Group Inc.

https://www.group.dentsu.com/en/ir/common/pdf/ams175noticeE.pdf

12

Board ofDirectors

Target on Board
diversity• Non-executive directors or audit committee members with industry experience:
Tim Andree (non-executive director), Paul Candland (independent outside
director), Andrew House (independent outside director), and Keiichi Sagawa(audit committee member).
• Directors with financial expertise: Arinobu Soga, Keiichi Sagawa, Mihoko Sogabe
and Yuka Matsuda.

13

Board ofDirectors

Average term in
office4 years

Evaluation ofeffectivenessThe effectiveness of the Board of Directors is evaluated annually. The method,
analysis results, evaluation of the effectiveness evaluation, and efforts for future
improvement are described in the Notice of Convocation of the 175th Ordinary
General Meeting of Shareholders [Evaluating the Effectiveness of the Board of
Directors] and the Integrated Report 2024[Evaluating Board effectiveness;measures taken in 2023].

14

Board ofDirectors

https://www.group.dentsu.com/en/ir/common/pdf/ams175noticeE.pdf
Dentsu Group Inc.

https://www.group.dentsu.com/en/s
ustainability/common/pdf/integratedreport2024_all.pdf

Governance

ESG Data Book 2024

74

Corporate GovernanceNo.
15

Category
Board ofDirectors

Details
Terms ofReferenceData
We have the Rules of the Board of Directors and the Rules of Authorities (non-disclosable).

Coverage

WebsiteDentsu Group Inc.

In order to comprehensively promote management succession planning, the Dentsu Group Inc.
has established a process for comprehensively collecting and reviewing information on humanresources within the Group, with (2) also functioning as a talent pool for (1), by having theNomination Committee and HR function carry out the following two main initiatives by target
group.
Initiatives(1) Nominating Committee for directors and executive officers(2) Initiatives for other important positions (CxOs)

16

Nominating
Committee

Succession
planning(1) Nominating Committee for Directors and Executive Officers- The process for selecting talent is set up by setting the 'What Good Looks Like' in terms ofdesirable skills, experience and qualities, and comparing them with the pool of internal andexternal candidates, with a view to realising the long-term vision for 2030 set out by theGroup. The selection process ensures transparency and multifaceted perspectives throughassessments by external experts and interviews with directors.
- The programs are tailored to meet individual needs, including experience in key positions
within the Group, coaching, mentoring by directors and skills development by external experts.
- For CEO candidates, in addition to the usual succession planning, alternative candidates(contingency candidates) are also established. The personnel requirements are designed inaccordance with the contingency scenario, and suitable personnel are selected.

dentsu(2) Initiatives for other key positions (CxOs)- The leaders of each region, service area and corporate department hold annual People
Discussions with the CEO and other management to discuss the status of key talent in theirarea and their development plans. The same metrics are used on a Group global basis to
identify information on current and potential successors in key positions, and to form andreview the talent pool.
- Development plans are set up for the talent pool by job level. The system of skill development
program and leadership development programs is being designed for the leadership, middle
and junior levels as a rough classification.
- Skills-based (1): Integrated Solution Development Skills Development Program is scheduled tobe launched in 2024. The program will cover junior to leadership levels.
- Skills-based (2): The Global Mobility Program to develop practical skills in practice areas. Plans
to dispatch 2-4 Japanese employees to overseas markets. To be expanded gradually from the
middle layer.
- Leadership (1): Program to develop leadership skills with a focus on authentic leadership andcase studies. Targets 40 leaders.
- Leadership (2): Female leadership development program targeted to the middle to leadershiplevel, with around 50 participants.
- Leadership (3): Program for junior to middle level leaders is being planned.

17

Board ofDirectors

Skills matrix

A skills matrix is included in the Corporate Governance Report [Directors Skills] . The majority of
the Audit Committee consists of independent outside directors who have finance /accounting skills,
and the relevant directors are Directors Keiichi Sagawa, Mihoko Sogabe, and Yuka Matsuda.

Dentsu Group Inc.

https://www.group.dentsu.co
m/en/aboutus/common/pdf/governance_
202403_en.pdf

Governance

ESG Data Book 2024

75

CoverageWeb
site

Corporate GovernanceNo.

Category

Details

Data
2019
Mar
2019
2019
after
JanAprthe reMar
Decelectio
n

2020
Mar
2020
2020
after
JanAprthe reMar
Decelectio
n

2021
Mar
2021
2021
after
JanAprthe reMar
Decelectio
n

2022
Mar
2022
2022
after
JanAprthe reMar
Decelectio
n

2023
Mar
2023
2023
after
JanAprthe reMar
Decelectio
n

2024
Mar
2024
after
Janthe reMar
election

18

Board ofDirectors

Directors

12

12

12

12

12

12

12

12

13

13

13

13

12

10

10

10

9

DentsuGroup Inc.

19

Board ofDirectors

Independent
Outside Directors

4

4

4

4

4

4

5

5

5

5

5

5

5

6

6

6

6

DentsuGroup Inc.

20

Board ofDirectors

Female Directors

2

2

2

2

2

2

2

3

3

3

4

4

3

2

2

2

2

DentsuGroup Inc.

21

Board ofDirectors

Number of
Meetings

4

1

11

5

1

12

4

1

11

4

1

10

4

1

9

5

1

DentsuGroup Inc.

22

Board ofDirectors

Attendance Rate

95.8% 100% 96.9% 93.3% 91.6% 97.9% 100% 100% 98.6% 98.1% 100% 100% 97.9% 100% 97.8% 90.0% 100%

*Reorganized
Audit Committee
from Audit
Supervisory
Committee after
2023 re-election

2019
Mar
2019
2019
after
JanAprthe reMar
Decelectio
n

2020
Mar
2020
2020
after
JanAprthe reMar
Decelectio
n

2021
Mar
2021
2021
after
JanAprthe reMar
Decelectio
n

2022
Mar
2022
2022
after
JanAprthe reMar
Decelectio
n

*2023
Mar
2023
2023
after
JanAprthe reMar
Decelection

DentsuGroup Inc.

2024
Mar
2024
after
Janthe reMar
electio
n

23

Audit
Committee

Members

4

4

4

4

5

5

5

5

5

5

6

6

6

4

4

4

4

DentsuGroup Inc.

24

Audit
Committee

Independent
Outside Directors

3

3

3

3

4

4

4

4

4

4

5

5

5

4

4

4

4

DentsuGroup Inc.

25

Audit
Committee

Female Members

1

1

1

1

2

2

2

2

2

2

2

2

2

2

2

2

2

DentsuGroup Inc.

26

Audit
Committee

Number of
Meetings

4

1

9

5

1

10

4

1

6

6

1

9

4

1

9

5

1

DentsuGroup Inc.

27

Audit
Committee

Attendance Rate

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

DentsuGroup Inc.

Governance

ESG Data Book 2024

76

CoverageWeb
site

Corporate GovernanceNo.

Category

Data

Details*Established Nomination andCompensation Advisory
Committee in July 2019 (toMarch 2020)**Reorganized Nomination
Advisory Committee after 2020
re-election*** Reorganized Nominating
Committee after 2023 reelection

2019
JanMar

2019
*
Mar
2019
after
Aprthe reDecelection

2020
JanMar

**
2020
2020
Mar
AprafterDec
the reelection

2021
JanMar

2021
Mar
2021
after
Aprthe re- Decelection

2022
JanMar

2022
Mar
2022
after
Aprthe re- Decelection

2023
JanMar

***
2023
2023
Mar
AprafterDec
the reelection

2024
JanMar

2024
Mar
after
the reelection

28

Nominating
Committee

Members

ー

ー

3

3

ー

ー

ー

ー

ー

8

ー

4

4

4

4

4

4

DentsuGroup Inc.

29

Nominating
Committee

Independent Outside
Directors

ー

ー

2

2

ー

ー

ー

ー

ー

5

ー

3

3

3

3

3

3

DentsuGroup Inc.

30

Nominating
Committee

ー

ー

4

3*

ー

ー

ー

ー

ー

2

ー

6

1

1

8

3

1

DentsuGroup Inc.

ー

ー

ー

ー

ー

ー

ー

**

ー

**
2020
2020
Mar
AprafterDec
the reelection

2021
JanMar

2021
Mar
2021
after
Aprthe re- Decelection

2022
JanMarNumber of meetings
Advisory Committee*Exact frequency andattendance unknown

Attendance Rate
Nominating
31
Committee*Exact frequency andattendance unknown**No record of attendance 1 outof 2 times*Established Nomination andCompensation Advisory
Committee in July 2019 (toMarch 2020)**Reorganized Compensation
Advisory Committee after 2020
re-election***Reorganized Compensation
Committee after 2023 reelection

2019
JanMar

100% 100%
*

2019
*
Mar
2019
after
Aprthe reDecelection

2020
JanMar

91.6% 100% 100% 100% 100% 100%

2022
Mar
2022
after
Aprthe re- Decelection

2023
JanMar

***
2023
2023
Mar
AprafterDec
the reelection

2024
JanMar

2024
Mar
after
the reelection

DentsuGroup Inc.

32

Compensation
Committee

Members

ー

ー

3

3

ー

5

5

ー

8

8

ー

4

4

3

3

3

3

DentsuGroup Inc.

33

Compensation
Committee

Independent Outside
Directors

ー

ー

2

2

ー

3

3

ー

5

5

ー

3

3

3

3

3

3

DentsuGroup Inc.

34

Compensation
Committee

Number of Meetings

ー

ー

4

3*

ー

6*

1

ー

7

3

ー

7

3

1

7

3

1

DentsuGroup Inc.

35

Compensation
Committee

Attendance Rateーー*Exact frequency andattendance unknown*Exact frequency andattendance unknown

100% 100%*ー100% 100%*ー98.2% 87.5%

ー100% 100% 100% 100% 88.8% 100%

DentsuGroup Inc.

Governance

ESG Data Book 2024

77

Executive Compensation
No.

36

37

Category

Details

Remuneration for directors is determined by resolution of the Compensation Committee in conjunction
with the transition to being a Company with a Nominating Committee, etc. [Article 29 of the Articles ofIncorporation, Chapter 4: Directors and the Board of Directors] (in Japanese Only). The concept behind
director compensation and the process of determining compensation are also explained in the Integrated
Report 2024 [Executive compensation policy/Strategic shareholdings].

Approach

PolicyDataLongterm
variablecompensationguidelines

Coverage

DentsuGroup Inc.

DentsuGroup Inc.

PolicyAlso, Dentsu Group Inc. has instituted variable remuneration for CEOs, such as deferred bonuses, aspart of the Group's executive compensation, and variable remuneration guidelines including the timingof determination and the performance period covered are explained in the Integrated Report 2024
[Executive compensation policy/Strategic shareholdings] and the Annual Securities Report [Executive
Compensation, etc.] (in Japanese only), and the Notice of Convocation of the 175th Ordinary General
Meeting of Shareholders [Policy for Determining the Amount or Calculation Method of for Directors andExecutives Officers].

https://www.group.dentsu.com/en/
ir/common/pdf/ams175noticeE.pdf
https://ssl4.eirparts.net/doc/4324/yuho_pdf/S100
T4UC/00.pdf (Japanese Only)

Policies and regulations regarding executive compensation (in terms of compensation levels,
malus/clawback clauses, linking to ESG indicators, etc.) are explained in the Integrated Report 2024
[Executive compensation policy/Strategic shareholdings].
38

https://www.nikkei.com/nkd/disclosure/tdnr/20230330540092/(Japanese Only)
https://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf

Long-term variable remuneration is explained in the Integrated Report 2024 [Executive compensation
policy/Strategic shareholdings].
Also, long-term variable remuneration guidelines, including the timing of determination and theperformance period covered, are explained in the Integrated Report 2024 [Executive compensation
policy /Strategic shareholdings] and the Annual Securities Report [Executive Compensation, etc.] (inJapanese only), and the Notice of Convocation of the 175th Ordinary General Meeting of Shareholders[Policy for Determining the Amount or Calculation Method of for Directors and Executives Officers].

Websitehttps://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf

https://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf
DentsuGroup Inc.

https://www.group.dentsu.com/en/
ir/common/pdf/ams175noticeE.pdf

https://ssl4.eirparts.net/doc/4324/yuho_pdf/S100
T4UC/00.pdf (Japanese Only)

39

CEO
compensation
metrics

CEO compensation indicators and results are explained in the Notice of Convocation of the 175th
Ordinary General Meeting of Shareholders [Policy for Determining the Amount or Calculation Method offor Directors and Executives Officers].
English: FY2024(175th): page 48-51, FY2023(174th): page 42-48, FY2022(173th): page 40-45
CEO compensation is explained in the Annual Securities Report [Executive Compensation, etc.] (inJapanese only).

40

Non-executive
Directorcompensation

All are fixed compensations, with no variable compensation.
It is described in the Notice of Convocation of the 175th Ordinary General Meeting of Shareholders(P48).

DentsuGroup Inc.

https://www.group.dentsu.com/en/
ir/common/pdf/ams175noticeE.pdf

41

CEO-toEmployee pay
ratio

10.3x.
CEO-to-employee pay ratio is based on CEO Igarashi's compensation of 164 million yen (FY2023) andemployee annual average salary (Dentsu Group Inc.) 15,885,604 yen (as of December 31, 2023).

DentsuGroup Inc.

https://ssl4.eirparts.net/doc/4324/yuho_pdf/S100
T4UC/01.pdf (Japanese Only)

DentsuGroup Inc.

https://www.group.dentsu.com/en/
ir/common/pdf/ams175noticeE.pdf

42

Stock
ownershipdata

DentsuGroup Inc.

https://www.group.dentsu.com/en/ir/common/pdf/ams175noticeE.pdf
https://ssl4.eirparts.net/doc/4324/yuho_pdf/S100T
4UC/00.pdf (Japanese Only)

Shareholdings of directors are disclosed in the notice of convocation of the 175th Ordinary General
Meeting of Shareholders. In addition, the shareholdings of the two executive directors are as follows;-Hiroshi Igarashi
Current shareholdings: 8,890 shares, Maximum value: 55,640 shares-Arinobu Soga
Current shareholdings: 5,466 shares, Maximum value: 31,618 shareGovernance

ESG Data Book 2024

78

Risk Management
No.

43

Category

Details

Data
The risk management structure is described in the Integrated Report 2024 [Risk management].
We have set up the Group Risk Committee, under which four Regional Risk Committees were formed
to strengthen Group risk management.
The Group Risk Committee mainly covers medium- to long-term strategic risks. To strengthen theGroup’s risk management-related control and monitoring functions, starting this year the Group Risk
Committee is chaired by the Representative Executive Officer, President & Global CEO, and theRegional CEOs from Japan, the Americas, EMEA, and APAC have been appointed as committee
members.

Risk
governanceCoverage

Websitedentsuhttps://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf

dentsuhttps://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf

The activities of, and responses by, the Group Risk Committee and each of the four Regional Risk
Committees are regularly monitored by the Group Management Board and the Board of Directors.

The risk management promotion structure is described in Integrated Report 2024 [Risk management].
We have in place a Group Management Team to promote management globally. This enables theGroup to transition to a structure that facilitates accelerated business transformation and enhanced
management. The result is business growth and the enhancement of sustainable corporate value.

44

Promotion
structure

45

Process

The risk management process is described in Integrated Report 2023, Risk Management.

DentsuGroup Inc.

https://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2023_all.pdf

46

Risk
assessment

The risk assessment of the risk management process is described in Integrated Report 2023, Risk
Management.

DentsuGroup Inc.

https://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2023_all.pdf

dentsuhttps://www.group.dentsu.com/en/
sustainability/common/pdf/integrat
ed-report2024_all.pdf

47Internal
permeation

ESG targets, including progress against dentsu’s Scope 1 and 2 greenhouse gas reduction targets, and% of women in leadership, are included as non-financial indicators in the annual bonuses for senior
management, which addresses "sustainability" risk management. Some members of the Board of
Directors including outside directors have management experience and are well-versed in risk
management.

Process

The risk management process is described in Integrated Report 2024 [Risk management].
To manage the likelihood of risks materializing and control their impact should they materialize andreach specified levels, risk sponsors are selected for each risk.
Once the degree of the Group’s risk exposure (evaluated using a heat map based on Likelihood of
Occurrence x Impact) has been ascertained, a response plan and deadline are determined, andprogress is reported regularly with the aim of mitigating risks.
Overall risk exposure is reviewed annually, while individual risks are reviewed as necessary andappropriate.
The Group's internal reporting system (Speak Up @dentsu) provides a measure or mechanism for all
employees to proactively identify and report potential risks throughout the organization.

Governance

ESG Data Book 2024

79

Risk Management
No.

48

Category

Details

Internal
permeation

Risk
management
training

Data
Training on risk management is referenced in the Integrated Report 2024 [Risk management].
In order to foster and spread a risk culture in the Group, training on risk management will be provided tosenior management and employees as appropriate.

Coveragedentsuhttps://www.group.dents
u.com/en/sustainability/common/pdf/integratedreport2024_all.pdf

Dentsu GroupInc.

https://www.group.dents
u.com/en/ir/common/pdf/2024_finance.pdf

dentsuhttps://www.group.dents
u.com/en/sustainability/common/pdf/integratedreport2024_all.pdf

dentsuhttps://www.group.dents
u.com/en/sustainability/common/pdf/integratedreport2024_all.pdf

The various training materials that were previously provided separately for Japan and other international
markets will be updated to correspond to dentsu as a whole.

49

Risk
assessment
results

Business risk

The major risks associated with the execution of the Group strategies, business, and other activities that
may affect the decisions of investors are explained in the Annual Securities Report as [Business andOther Risks](Japanese Only). and its partial translation in English in the “Financial Report,” and in the175th Annual Securities Report as [Business and Other Risks](Japanese Only)and its partial translation in
English in the “Financial Report.”

50

Risk
assessment
results

The conceptof emerging
risk

The concept of emerging risk is described in Integrated Report 2024 [Risk management].
With regard to emerging risks stemming from climate change and other conditions that were not factors
in the past, the Group Risk Committee and the four Regional Risk Committees work together as needed
to identify risks, assess potential impacts on management and business strategies, and formulate
response plans.

51

Risk
assessment
results

Emergingrisk analysis

Emerging risk analysis will be addressed in the future based on the "Emerging Risk Approach" disclosed
in Integrated Report 2024.

WebsiteGovernance

ESG Data Book 2024

80

Business Ethics & ComplianceNo.

Details

Data

PolicyDentsu Group
Code of
Conduct

The Dentsu Group Code of Conduct is available in multiple languages for all employees and isdisseminated throughout the Group via the intranet. The Code of Conduct is also posted on our
website and can be accessed from outside the company. Training on the Dentsu Group Code of
Conduct is provided in multiple languages as mandatory training for all employees.
The contents of the Dentsu Group Code of Conduct are updated as necessary. The Group Compliance
Committee is responsible for the execution of updates and revisions, and reports to the directors
through the Group Management Board. In addition, committee meeting materials and minutes are
submitted to a third-party auditing firm.
In the “Working with Integrity” section of the Dentsu Group Code of Conduct, we have establishedpolicies to prevent any conduct that conflicts with the interests of individuals and the interests of theGroup, as well as to manage and supervise any conflicts of interest.

53

Anti-bribery& corruption
policyDentsuGroup AntiBribery &Corruption
Policy54

Anti-bribery& corruption
policy55

Preventionof conflictsof interest
policy52

56

Category

Preventionof conflictsof interest
policyCoverage

Websitedentsuhttps://www.group.dentsu.com/en/aboutus/governance/codeofconduct.
html

The Dentsu Group Anti-Bribery & Corruption Policy clearly explains the definitions and prohibitions ofbribery and facilitation payments, as well as the definition of actions deemed acceptable. Approval
procedures and operational guidelines follow the internal guidelines, such as requiring superior
approval for gifts over a certain amount.

dentsuhttps://www.group.dentsu.com/en/aboutus/common/pdf/antibribery_corruption_policy_202
301_en.pdf

The Dentsu Group Code of Conduct also includes anti-bribery and anti-corruption provisions, and all
employees who have attended training on the Dentsu Group Code of Conduct have signed it.

dentsuCorporate
Governance
Policy &Report[Chapter 2 Ensuring the Rights and Equal Treatment of Shareholders, 6. Related party transactions] of
the Corporate Governance Policy describes the framework for appropriate monitoring to ensure thattransactions between the Dentsu Group and its related parties, including its directors and executive
officers, do not harm the interests of the Dentsu Group and its shareholders.
Some compliance policies and regulations are explained in the Corporate Governance Report.
For example, "Related Party Transactions" and "Conflicts of Interest" are described in "Principle 1-7
Related Party Transactions" in the Corporate Governance Report.

dentsuhttps://www.group.dentsu.com/en/aboutus/governance/cgp.html
https://www.group.dentsu.com/en/aboutus/common/pdf/governance_20
2403_en.pdf

Dentsu Group
Code of
Conduct

In the “Working with Integrity” section of the Dentsu Group Code of Conduct, we have establishedpolicies to prevent any conduct that conflicts with the interests of individuals and the interests of theGroup, as well as to manage and supervise any conflicts of interest.
Under this policy, internal rules applicable to the Dentsu Group, dentsu Japan, and International haveestablished internal rules that require employees to report to the Company any conflicts of interest,
whether direct or indirect, between them and the company to which they belong, and take necessary
action based on such reports to prevent any harm to the Company's interests.

dentsuhttps://www.group.dentsu.com/en/aboutus/governance/codeofconduct.
html

Governance

ESG Data Book 2024

81

Business Ethics & Compliance
No.

Data

CoverageComplaint
processing
program

We have established "Speak Up @dentsu," a contact point for internal and external reporting of compliance violations. In
addition to being used as an internal reporting platform for internal use, "Speak Up @dentsu" is also used as a contact point
for those outside the company to report compliance violations.

dentsu58

Internal whistle
blower system

The whistleblowing system is explained in detail in the Integrated Report 2024 [Compliance: Compliance program]. The
whistleblowing system is available to all employees, as well as to suppliers, customers, and other third parties in multiple
languages. Reports can be made anonymously, and anonymous reports are handled confidentially. In the whistleblower
response process, strict investigations are carried out according to the content of the report and appropriate action is taken,
including feedback to the whistleblower. Authority is set and the information is handled with strict information management
to ensure confidentiality.

dentsu59

Monitoring andpromotion
structure

Business ethics issues are addressed by the Group Compliance Committee, chaired by the Vice President Global Chief
Governance Officer, and ultimately reported to the Board of Directors through the Group Management Board. Supervisory
responsibility is with the Board of Directors. Materials and Minutes of the Group Compliance Committee are submitted to andshared with the audit firm.

dentsu60

Monitoring andpromotion
structure

The Group Compliance Committee administers compliance activities and monitors compliance-related incidents. The
committee, which acts under authority of the Group Management Board, is comprised of CEOs from each region and ischaired by the Global Chief Governance Officer. The details of committee meetings are regularly reported to the Board of
Directors.

dentsu61

Monitoring andpromotion
structure

The Group Compliance Committee administers activities and monitors incidents related to the Anti-Bribery & Corruption
Policy. The committee, which acts under authority of the Group Management Board, is comprised of CEOs from each region
and is chaired by the Global Chief Governance Officer. The details of committee meetings are regularly reported to the Boardof Directors.

dentsuRisk assesment

Business ethics risk management, including bribery and corruption, is described in detail in the Integrated Report 2024
[Compliance: Compliance program].
A system is currently being put in place to conduct risk assessments with the appropriate members of management forcompliance risks that need to be addressed, including bribery and corruption, based on each management team's perceptionof the risks and to monitor the status of the response.

57

62

Category

Details

dentsuWebsitehttps://www.group.dentsu.com/en/su
stainability/common/pdf/integratedreport2024_all.pdf

https://www.group.dentsu.com/en/su
stainability/common/pdf/integratedreport2024_all.pdf

Governance

ESG Data Book 2024

82

Business Ethics & ComplianceNo.

Category

Details

Data

Coverage

Websitedentsuhttps://www.group.dentsu.c
om/en/su
stainabilit
y/common/pdf/inte
gratedreport202
4_all.pdf

Risk management of business ethics, including bribery and corruption, is described in detail in Integrated Report 2024
[Compliance: Compliance program].
As an internal monitoring system for detecting corruption, we conclude contracts with intermediaries, deal with high risks,confirm transfers of economic benefits, visit local offices in high-risk areas, check the contents of notifications submitted inaccordance with the procedures of internal regulations, review cases of violations, and check the use of the internal reporting
line.
•

63

Risk
management
process•••••[High Risk Handling] We have established guidelines for transactions with public officials and ensures that such guidelines
are observed. In order to prevent inappropriate profit sharing, the Company has employees report the giving andreceiving of economic benefits, and manages the situation.
[Intermediaries]To prevent the occurrence of bribery through third parties, contracts including anti-bribery and anticorruption provisions are signed when dealing with third parties.
[Audits through visits and interviews to local offices in high-risk areas] Through the implementation of compliance risk
assessments, the assignment of appropriate compliance teams, and internal audit programs, controls are in place toimprove business ethics and prevent corruption and bribery.
[Confirmation of the contents of notifications filed in accordance with the procedures of internal rules] In order to prevent
inappropriate profit sharing, employees are required to report to the company any financial benefits they receive and thecompliance department manages the situation.
[Review of Violation Cases]The Compliance Department conducts reviews based on the information submitted by
notifications.
[Confirmation of the use of the whistleblower line] The status of the use of the whistle-blowing line is checked by thecompliance team and reported to the Group Compliance Committee in every half year

Escalation of Group compliance matters is reported to the Compliance Committee of each region by the compliance officers ofeach dentsu Japan company, and by the respective compliance officers in other regions.
The Compliance Committee in each region discusses the contents of the reports and reports them to the Group Compliance
Committee, and major matters are reported to the Board of Directors through the Group Management Board.
64

In order to deter compliance violations and reduce exposure to unethical opportunities, disciplinary actions are taken as
appropriate for violations, and the following initiatives are implemented.

Escalation
process

dentsu• [Enhancement of education and penetration] Enhance training and disseminate necessary information through e-learningand intranet.
• [Strengthen internal controls and revise internal regulations] Regularly review regulations to keep the compliance system
up-to-date.
• [Improvement of organizational structure] Establish compliance committees in each region under the Group Compliance
Committee to formulate and disseminate regulations and rules to be complied with.
65

Training

Ethicalstandards

Dentsu provides compliance training, including training on the Dentsu Group Code of Conduct.

dentsu66

Training

Corruption
prevention

Training on anti-bribery and corruption is provided on a regular schedule and information is constantly communicated via thecompany intranet.

dentsu67

Training

Code of
Conduct
training

Training based on the Code of Conduct for thorough compliance is conducted once a year as mandatory training for all
employees.

dentsu68

Training

Anti-bribery
training

Training including on bribery as part of compliance is conducted once a year as mandatory training for all employees.

dentsuGovernance

ESG Data Book 2024

83

Business Ethics & ComplianceNo.

Category

Details

Data

CoverageCompliancetraining

Compliance training is conducted every year as mandatory training for all officers and employees, including members of theBoard of Directors.

dentsu69

Training

70

Internal
permeation

As an internal anti-bribery communication, we inform all employees of our anti-bribery and corruption policy through elearning and our company intranet.

dentsu71

Initiative

The anti-bribery training program includes communicating the Anti-Bribery & Corruption Policy to all employees via elearning and the company intranet.

dentsuInitiative

In accordance with the Group’s science-based policies, dentsu is a member of the organizations presented below and seeks
to form strategic partnerships with the aims of incorporating the knowledge gained from collaborations with external
stakeholders into our management practices and enhancing the effectiveness of the Group’s response to climate change.
Decisions to become a member of an organization begin with a draft proposal by the Global Chief Sustainability Officer andapproval by a specific meeting body chaired by the Global Corporate Secretary. The Group Sustainability Office oversees
actual participation.
Organization selection involves a thorough examination of the organization’s activities, financial status, and other conditions.
Separate individuals are designated for the draft proposal formulation and the approval to ensure the process incorporates
the proper checks and balances.

dentsu72

Climatechangelobbying

WebsiteTax Transparency
No.

Category

Details

Data

Coverage

WebsiteCommitment to comply with the law and to tax fairness in all countries of operation
P3 “INTRODUCTION”
P4 “TAX MISSION STATEMENT”
P5 “TAX STRATEGY – TAX COMPLIANCE”
P7 – P8 “TAX COMPLIANCE – Title on P7 and bullet points 1–6”

73

Policytax policy

Avoiding use of tax havens
P3 “INTRODUCTION”
P13 “TAX OPTIMISATION – bullet points 1–3”

dentsuCommitment not to transfer created value to low-tax jurisdictions
P3 “INTRODUCTION”
P5 “TAX STRATEGY – TAX OPTIMISATION – bullet point 4”
Explanation of the position of the responsible person at Board level as a tax policy overseen by the board
P11 “TAX RISK MANAGEMENT – bullet point 2”
74

SystemTax payments are reported to the Board of Directors in conjunction with the closing agenda, rather than asa regular agenda item at Audit Committee meetings.

dentsuhttps://www.group.dentsu.
com/en/aboutus/common/pdf/dentsuCompany-Tax-StrategyDocument2023_en.pdf

Governance

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84

Supply Chain Management
No.

75

76

Category

Overview

Structure

Details

Data

Dentsu regards supply chain management as an important issue. In procurement, the Group has established anddisclosed Group policies and put in place the necessary systems.

Dentsu’s Global Chief Governance Officer (GCGO) & Global Chief Financial Officer (GCFO) is responsible for Group
policies. Matters of high importance are brought up for discussion at important meetings of the Company, such as
the Group Management Board, and are also reported to the Board of Directors as necessary. In addition, dentsu
Japan and International (Outside Japan) each have their own procurement teams responsible for implementing
actions in line with policies and supply chain management.
Refer to Integrated Report 2024, “Supply Chain Management”, for a description of our structure for supply chain
management.

Coverage

Websitedentsuhttps://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pdf

dentsuhttps://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pdf

dentsuhttps://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pdf

The working group includes the dentsu Japan procurement team, the International procurement team, and Group
Sustainability Office.

77

78

79

Eligible suppliers

Clarification of
supply chain
management

Clarification of
supply chain
management

Dentsu’s suppliers include a wide range of media, production, technology services, goods suppliers, consulting
firms and other professional services firms.

The Dentsu Group Procurement Policy, which sets forth the Company′s approach to procurement, is disclosed,
and the Dentsu Group Supplier Code of Conduct has been developed as the behavior required of suppliers doing
business with the Company.
The requirement for suppliers to comply with all applicable anti-bribery and anti-corruption laws and regulations
is described in the Supplier Code of Conduct.

Based on our Corporate Governance Policy, dentsu has established the Dentsu Group Code of Conduct as a codeof conduct for appropriate cooperation with stakeholders. The Dentsu Group Code of Conduct calls for "integrity inall our actions."
In response to this Dentsu Group Code of Conduct, dentsu Japan has established the "dentsu Japan Procurement
Guidelines" to ensure fair business practices. In addition, the following related policies, etc., also serve as
standards for fair trade practices.

Related policies: Dentsu Group Code of Conduct/Dentsu Group Procurement Policy / Dentsu Group Supplier Codeof Conduct / Dentsu Group Human Rights Policy / Dentsu Group Basic Policy for Information
Security/Environmental Policy/dentsu Japan Procurement Guidelines/Declaration on Elimination and Prevention ofHarassment / Basic Policy and Guidelines for Public Affairs Business / Guidelines for Sports Business / Guidelines
for the Prevention of Unfair Bidding.

https://www.group.
dentsu.com/en/abo
utus/common/pdf/pro
curement-policy.pdf
dentsuJapanhttps://www.group.
dentsu.com/en/abo
utus/common/pdf/sup
plier-code-ofconduct.pdf

https://www.japan.
dentsu.com/jp/asset
s/pdf/company/proc
urementguideline.pdf(Japanese only)Governance

ESG Data Book 2024

85

Supply Chain Management
No.

Category

Details

Data

80

Business ethics,
corruption andanti-bribery policy
for suppliers

The Dentsu Group Supplier Code of Conduct covers forced labor, child labor, working conditions, occupational
health and safety, discrimination and harassment, freedom of association and collective bargaining, greenhousegas emissions and energy consumption, pollution prevention and waste management, resource efficiency,
biodiversity, anti-corruption and conflict of interest measures, and anti-competitiveness globally.
We expects our suppliers to understand and comply with the Dentsu Group Supplier Code of Conduct.
At this stage, the dentsu Group Supplier Code of Conduct is the standard document for suppliers that refers to
ESG. The dentsu Group Supplier Code of Conduct may be used by markets alongside contract terms andconditions to capture ESG requirements or expectations.
In international markes, we also have across International a Contract policy and Purchase to Pay policy in place.
The Purchase to Pay policy is being updated this year (2024) to include sustainability.

81

Business ethics,
corruption andanti-bribery policy
for suppliers

The Dentsu Group Procurement Policy states that, as a global company that contributes to the development ofsociety through the provision of services to clients around the world, we will conduct business in accordance withthe highest standards of integrity, ethics, and responsible business practices, and will properly conduct due
diligence and assess the risks of bribery and corruption, In addition, the Dentsu Group Supplier Code of Conduct
requires suppliers to act in accordance with the principle of zero tolerance with respect to any form of bribery, andalso clarifies requirements for suppliers with respect to money laundering.

82

Dealing with
suppliers (riskmonitoring anddecarbonization)

We clearly define the key risks not only country and sector risks, but also environment, human rights,
compliance, information management, anti-corruption, and ESG risks in our transactions with suppliers, andconduct through due diligence, information gathering for risk management purposes at the start of transactions
with suppliers, and conduct necessary monitoring during transactions. Together with our procurement andsustainability teams in Japan and International, we plan to move forward with efforts toward decarbonization in
the future.

83

Escalation process
and external
hotlines

Procurement teams in each region, independent of business divisions, collect, analyze, and verify multifaceted
information, including information received by hotlines for consultation from external suppliers, and consider andimplement necessary measures. We have also established Speak Up@dentsu, a reporting window where suppliers
can consult anonymously.

Coverage

Websitedentsuhttps://www.group.
dentsu.com/en/abo
utus/common/pdf/sup
plier-code-ofconduct.pdf

dentsuhttps://www.group.
dentsu.com/en/abo
utus/common/pdf/sup
plier-code-ofconduct.pdf

dentsuhttps://www.group.
dentsu.com/en/sustainability/common/p
df/integratedreport2024_all.pdf

dentsuhttps://www.group.
dentsu.com/en/sustainability/common/p
df/integratedreport2024_all.pdf

Governance

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86

Supply Chain Management
No.

Category

84

Establishment and publication ofguidelines

85

Establishment and publication ofguidelines

Details

Data

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Coverage

WebsiteJapan

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

International

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

86

Guideline compliance measures

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Japan

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

87

Guideline compliance measures

Please refer to Integrated Report 2024 ”Supply Chain Management”.

International

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

88

Monitoring

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Japan

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

International

https://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

Japanhttps://www.group.den
tsu.com/en/sustainabili
ty/common/pdf/integra
ted-report2024_all.pdf

8990

Monitoring

Escalation

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Please refer to Integrated Report 2024 ”Supply Chain Management”.

91

Escalation

Please refer to Integrated Report 2024 ”Supply Chain Management”.

International

https://www.group.dent
su.com/en/sustainability/common/pdf/integrate
d-report2024_all.pdf

92

Education and training

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Japan

https://www.group.dent
su.com/en/sustainability/common/pdf/integrate
d-report2024_all.pdf

International

https://www.group.dent
su.com/en/sustainability/common/pdf/integrate
d-report2024_all.pdf

93

Education and training

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Governance

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87

Supply Chain Management
No.

Category

Details

Data

Coverage

Website94

Risk management and due diligence

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Japan

https://www.group.dent
su.com/en/sustainabilit
y/common/pdf/integrat
ed-report2024_all.pdf

95

Risk management and due diligence

Please refer to Integrated Report 2024 ”Supply Chain Management”.

International

https://www.group.dent
su.com/en/sustainabilit
y/common/pdf/integrat
ed-report2024_all.pdf

96

Examples of supply chain
optimization and ongoing initiatives

Japan

https://www.group.dent
su.com/en/sustainabilit
y/common/pdf/integrat
ed-report2024_all.pdf

97

Examples of supply chain
optimization and ongoing initiatives

Please refer to Integrated Report 2024 ”Supply Chain Management”.

International

https://www.group.dent
su.com/en/sustainabilit
y/common/pdf/integrat
ed-report2024_all.pdf

Supplier assessment anddevelopment

Dentsu Japan aims to verify the information security of suppliers with whom we place orders
and to conclude comprehensive basic outsourcing transaction agreements with them.
Concluding comprehensive basic outsourcing agreements with our suppliers allows us to
manage risk when placing orders.
Although we have not yet concluded a basic outsourcing transaction agreement with all
suppliers, we plan to improve the conclusion rate by closely examining the details of orders
placed with suppliers.

Japan

98

Please refer to Integrated Report 2024 ”Supply Chain Management”.

Governance

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Supply Chain Management
No.

99

Category% of top suppliers assessed forsustainability risks

Details

Data

Coverage

Circa 84% of in-scope UK and Global Functions suppliers (by spend) will be asked to reporton their environmental performance via CDP this year. This will allow us to better
understand our supply chain to identify sustainability risks and identify opportunities for
decarbonization to support dentsu's net zero goals.

UK andGlobalFunctionsindirectsuppliers(non-media)

100% of UK and Global Functions Procurement staff members have completed two 90minute Sustainable Procurement training sessions. The sessions targeted the following
learning outcomes:

100

Training for buyers on social andenvironmental issues within the
supply chain•Understanding of sustainable procurement and its significance to their roles.
•How Sustainable Procurement aligns with dentsu’s overall sustainability goals.
•The impact of the Triple Bottom Line (economic, social, and environmental) and Circular
Economy on procurement decisions.
•The importance of Supplier Engagement for achieving Net Zero.
•An awareness of sustainability risks and opportunities, specifically within the Procurement
Services (PS) and Information Technology (IT) categories.
•How to actively support the collection of supplier sustainability information through CDP.
•How to engage suppliers based on dentsu’s sustainability criteria.

UK andGlobalFunctionsindirectsuppliers(non-media)

All new-starters will complete Sustainable Procurement training within the dentsu training
cycle.
As part of the Sustainable Marketing Academy, Sustainable Procurement training has beendeveloped, and recorded, for EMEA. This training has been made available to everyone
within this market.

101

Capacity building of suppliers on
environmental and social issues

We acknowledges the importance of collaborating with our suppliers for Scope 3 reduction
and this collaboration is also referenced in our Dentsu Group Supplier Code of Conduct.

UK andGlobalFunctionsindirectsuppliers(non-media)

Website88Governance

ESG Data Book 2024

Supply Chain Management
No.

Category

Details

Data

Coverage

US and Canada: dentsu’s Supplier Diversity program aims to boost spending with diverse
vendors certified by agencies and organizations recognized by our clients. The program iscommitted to inclusive business practices and taking actions such as:•Enhancing diverse media investments.
•Implementing transparent scorecards for Tier 1 and Tier 2 vendor spending.
•Building capacity for long-term growth of diverse businesses.
•Maintaining a directory of diverse businesses for partnership opportunities.

102

Supplier diversity programs

In the US, we have initiated an Economic Empowerment practice to support diverse media
and provide better payment terms for diverse-owned media companies. We have also
launched OWN IT, our vendor capacity building program aimed at connecting female
founders to Tier 2 client opportunities. Leadership roles across industry and certification
organizations are actively held by our dentsu executives.

Canada,UnitedKingdom andUnited States

UK: Dentsu UK’s Supplier Diversity program focuses on creating an inclusive procurement
process to integrate diverse-owned businesses into dentsu’s supply chain. Strategies arebeing developed to assess vendors’ diversity and inclusion practices for better reporting andengagement. In the UK, we are developing partnerships with MSDUK and WEConnect toidentify certified companies to do business.

In 2023, over 99% of suppliers onboarded via Coupa (dentsu’s e-procurement platform)
signed up to the Dentsu Supplier Code of Conduct.
103

104

% of targeted suppliers that havesigned the Supplier Code of Conduct% of targeted suppliers that haveundergone a CSR assessment

Of the suppliers that did not accept, either:-an equivalent review was conducted to ensure their Code of Conduct was in line withdentsu’s, or-an exemption was made based on the commodity of supply.

Circa 84% of in-scope UK and Global Functions suppliers (by spend) will be asked to reporton their environmental performance via CDP this year. This will allow us to better
understand our supply chain to identify sustainability risks and identify opportunities for
decarbonization to support dentsu's net zero goals.
Qualitative data – While dentsu has an overall strong governance process in place, there is aneed for this to be streamlined further. In 2024 dentsu will be re-launching the supplier risk
management process (where our e-procurement platform Coupa is rolled out) which will
include sustainability risk domains to assess the sustainability risk of our supply-chain.

UK andGlobalFunctionsindirectsuppliers(non-media)

UK andGlobalFunctionsindirectsuppliers(non-media)

Website89Governance

ESG Data Book 2024

90

Data Privacy & Cyber Security
No.

Category

Details

Data

Coverage

WebsitePlease refer to the website.

dentsuhttps://www.group.dentsu.co
m/en/aboutus/common/pdf/global_data_protection_principles_202208_en.pdf

105

PolicyDentsu Group
Global Data Protection
Principles

106

PolicyBasic policy on
personal information
protection

In accordance with Act on the Protection of Personal Information, we have made acommitment to notify the subject(s) of any data breaches.
Details of our data protection efforts are described in the Dentsu Group Global Data
Protection Principles.

dentsuhttps://www.group.dentsu.co
m/en/termsofuse/privacypoli
cy.html107

PolicyPolicies for European
Union Member States,
Iceland, Liechtenstein,
Norway and the United
Kingdom

Information processing defined as personal data under GDPR is used on a legal basis, andthe purpose of use and legal basis are disclosed on our website.

dentsuhttps://www.group.dentsu.co
m/en/termsofuse/gdpr.html

108Promotion
structure

Governance

The handling of personal information is determined on the execution side.
Governance of cybersecurity is also explained in Integrated Report 2024 [Cyber Security:
Governance & Risk].

dentsuhttps://www.group.dentsu.co
m/en/sustainability/common/
pdf/integratedreport2024_all.pdf

Governance• The Group Security Officer is responsible for the Group-wide security of the entire Groupand reports to the members of the Group Executive Management.
• We also have a structure that allows us to report to the Group Management Board (GMB),
the highest level of executive management, and to the Board of Directors (BOD), as
necessary.
• Cyber security is a key theme of the Materiality "Business Ethics & Compliance and Data
Security," and the Group Sustainability Committee under the GMB monitors progress
which reports to the GMB and the BOD.
• Cyber security is one of the key risks in the Group, which the Group Risk Committee
under GMB reports its activities to GMB and the BOD.

dentsuRisk assessment andcustomer information
management process

Group's cybersecurity initiatives are also described in Integrated Report 2024 [Cyber
Security: Securing Our Operations].
Group
Cybersecurity has built an attack surface management program to identify, analyse,
remediate and ultimately respond to any threats to our external boundary. The Application
Assurance pillar provides an internal service that performs ongoing assessments of ourassets, looking for changes or newly built infrastructure, which are then assessed forvulnerabilities. The service also works with assurance partners who provide third party
penetration tests to attest our level of security posture.
For incident Management, dentsu maintains a Group-level Incident Management Policy andassociated processes consisting of centralized and local incident teams. Employees are able
to escalate incidents via their identified local or country-level incident teams. Technology
systems and security platforms are monitored centrally and appropriate teams engaged forincident response when necessary following standard incident playbooks.
International (Business Continuity)
Business Continuity Plans are developed and maintained in alignment with ISO 22301
Japan (Business Continuity)
No information available for disclosure."

109

110

Promotion
structure

Management
structuredentsuhttps://www.group.dentsu.co
m/en/sustainability/common/
pdf/integratedreport2024_all.pdf

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Data Privacy & Cyber Security
No.

111

112

Category

Details

Data

Management
structureRisk
assessment
and customer
information
management
process

Dentsu maintains a comprehensive set of Group security policies and standards with which our employees
are required to comply. Policy adherence is tracked as a formal goal for all employees and forms part oftheir performance evaluations.
Our Group Acceptable Use policy outlines the types of inappropriate conduct that may result in disciplinary
action, up to and including termination of employment.

Management
structure

Information
security
management
systemcertification
statusCoverage

WebsitedentsuDentsu operates an information security management system and maintains a range of industry
recognized security certifications including ISO/IEC 27001:2013, both at a global and localised/service
level. Dentsu's data centers are also maintained in ISO 27001 certified and compliant facilities. A numberof key strategic services are also scoped for annual independent SSAE18 SOC1 & SOC2 assessments.
International
A comprehensive cyber insurance policy providing coverage for cyber security incidents including
information security breaches is maintained across International.

dentsuhttps://www.dentsu.co.jp/
en/sustainability/compliance/dentsuhttps://www.group.dentsu.
com/en/sustainability/com
mon/pdf/integratedreport2024_all.pdf

Japan
A comprehensive cyber insurance policy providing coverage for cyber security incidents including
information security breaches is maintained across dentsu Japan.
Cybersecurity training is also described in Integrated Report 2024 [Cyber security: Employee Awareness].
Annual security awareness training is a mandatory requirement for all dentsu workers (including
employees, temporary workers and contingent workers) to complement existing security knowledge andpromote expected behaviors. This is delivered through our learning management system and includes
proof of learning and policy attestation. Completion rates are tracked and reported to management.

113

Internal
permeation

114

Cybersecurit
y processes
andinfrastructureenhancemen
t initiatives

Cybersecurity
training

Our training curriculum includes:- Key policy messaging- Emerging cyber threats and current risks- Physical security- Email security- Web and social media security- Phishing- Portable device storage- Remote working- Information classification
Simulated phishing campaigns are conducted periodically across dentsu to determine the susceptibility of
our workforce to genuine phishing attacks and effectiveness of our security awareness program.
• We conduct a vulnerability assessment, including a penetration test, once a year, and the results of theassessment are guaranteed by an outside vendor. For cybersecurity risk responses, please also see
Cybersecurity “Governance ＆ Risk” in Integrated Report 2024.
• Business Continuity Plans (BCP) are developed on a region-by-region basis. Details are below.
• International has developed and maintains the BCP in accordance with ISO 22301.
• In Japan, after the BCP is developed, the plan is inspected, and risks are analyzed through periodic
audits by external parties. In addition, Dentsu Inc. has implemented industry best practicemanagement measures in line with ISO 22301, ISO 2361, ISO 27031, and ISO 27001, and reviews
them periodically.

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Data Privacy & Cyber Security
No.

115

Category

DetailsData

Our vulnerability management programs continuously scan our environment to identify gaps, assess new
risks and mitigate promptly through a combination of activities.
- Network-based scans to identify possible network security attacks and vulnerable systems on our
network.
- Host-based scans to find vulnerabilities in workstations, services or other network hosts, providing
visibility into configuration settings and patch status.
- Wireless and IoT (Internet of Things) scans to identify rogue access points and unmanaged IoT devices.
- External boundary scans to check externally exposed services are configured correctly and to identify
vulnerabilities, misconfigurations and open ports.
- Application scans to detect known software vulnerabilities and misconfigurations in network and web
applications.
- Application penetration tests of high-risk applications.

Vulnerability
management

Coverage

WebsitedentsuInternal assessments of our broader control environment are conducted for corporate governance, client
compliance, and risk management purposes.
A dedicated Internal Audit team (third line of defense), develops and executes a cyber security audit plan.
The audits are classified into management audits and penetration tests, and are utilized by specialized
external companies where needed.
Each year, internal audits required by ISO/IEC27001 are also conducted.

The independent assurance is also described in Integrated Report 2024 [Cyber Security: Our Security
Program].

116

Vulnerability
management

Independent
assuranceGroup
Independent (external) testing and assessment of our corporate infrastructure for standard security issues
is performed as part of our vulnerability and risk management program. Additionally, "Red Team" exercises
are performed that simulate targeted cyber attacks and test dentsu's ability to prevent, detect, andrespond to adversarial activity.
External assessments of dentsu's security and technology control design and effectiveness are also
undertaken to support the International Global Operations ISO 27001 certification, dentsu Japan ISO
27001 certification, and the annual JSOX financial controls audit.

dentsuhttps://www.group.dentsu.com/en/su
stainability/common/pdf/integratedreport2024_all.pdf

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93

Human Rights
No.

117

Category

Management

Details

Governance

Data
Dentsu’s Global Chief Governance Officer oversees our Group human rights program. Our Heads of Human
Rights are responsible for day-to-day implementation of our Group human rights strategy, working closelywith our Group functions teams to build and embed capacity for the management of our human rights
impacts. Human rights are a standing agenda item at the Group Sustainability Committee (GSC) whichmeets four times a year. This year, the GSC reviewed our Group human rights strategy and the results of
our Human Rights Impact Assessment (HRIA).
The Dentsu Group Human Rights Committee and dentsu Japan Human Rights Education Conference cover
Japan-specific issues.

Coveragedentsudentsu is committed to upholding all internationally-recognised human rights and the UN Guiding Principles
on Business and Human Rights in every aspect of our operations.
118

PolicyDentsu Group
Human Rights
PolicyOur Code of Conduct, Supplier Code of Conduct, Human Rights Policy, and various other policies related to
specific impacts set out our commitment to human rights and our expectations for all employees andsuppliers.

dentsuThe Human Rights Policy was updated in consultation with expert stakeholders and approved by the GroupManagement Board.

119

120

Risk
assessment

Risk mitigation

Global Human
Rights Impact
Assessment(HRIA)

Our Human Rights Policy sets out our commitments to mitigate our most salient human rights impacts. To
complement our ongoing risk screening, we appointed an external expect agency to conduct a global
Human Rights Impact Assessment (HRIA) ,identifying and assessing our salient human rights impacts. This
included interviews with internal and external stakeholders and incorporated affected stakeholder
engagement through employee and consumer survey results. The HRIA covered all aspects of our global
operations, including our supply chain.
Our most salient human rights issues are:-Equality and non-discrimination-Freedom of Thought, Opinion, Religion and Belief, and Freedom of Expression and Access to Information-Labor rights and harassment-Privacy and data security-Child’s rights-Right to a healthy environment
We conduct human rights due diligence throughout our operations and supply chain to identify, preventand mitigate risks. Our approach is aligned with the United Nations Guiding Principles on Business andHuman Rights.
Our Heads of Human Rights work closely with our global function teams – including Human Resources,
Legal & Compliance, Procurement, Comms, and Brand Assurance – to embed human rights considerations,provide expertise, and build capacity for the day-to-day management of human rights risks. This includes
various training initiatives including online content, and function/practice specific workshops, toconsultation from internal expertise.
In Japan, information on cases in which risks have occurred or are likely to occur is promptly collected by
the Human Rights Department, Compliance Office, Dentsu Corporate One Inc., and a system is put in place
under the Dentsu Group Human Rights Committee to take individualized and specific measures. Uponcompletion of the response to a case, the Dentsu Group Human Rights Committee will decide on themethod and content to be used to ensure a correct understanding of the case and share information toprevent recurrence, and training programs will be added as necessary.

dentsuWebsitehttps://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pd
http://www.group.
dentsu.com/en/abo
utus/governance/hu
man-rights.html

https://www.group.
dentsu.com/en/abo
utus/common/pdf/hu
man-rightspolicy.pdf

https://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pd
http://www.group.
dentsu.com/en/abo
utus/governance/hu
man-rights.html

https://www.group.
dentsu.com/en/sustainability/common/
pdf/integratedreport2024_all.pd
dentsuhttp://www.group.
dentsu.com/en/abo
utus/governance/hu
man-rights.html

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Human Rights
No.

Category

Details

Data

Coverage

We encourage all employees and external stakeholders to raise any human rights enquiries,
grievances or concerns.

https://www.group.
dentsu.com/en/sustainability/common/p
df/integratedreport2024_all.pd

We provide a variety of channels for employees to raise concerns and grievances including ourSpeak Up @dentsu portal which is externally operated, free, anonymous and confidential, andavailable in all appropriate languages.
121

Grievance/Remedy

GovernanceWebsiteOur Supplier Code of Conduct requires suppliers to raise any actual or potential concerns or
suspicions of wrongdoing related to their engagement or relationship with dentsu, including any
breaches of the Supplier Code of Conduct, using the Speak Up @dentsu portal.

dentsuWe undertake thorough investigations into concerns raised, and where they are substantiated, wetake appropriate remedial and corrective actions.

http://www.group.d
entsu.com/en/about
us/governance/hum
an-rights.html

We have a zero-tolerance policy against retaliation of any kind against individuals who speak up
in good faith.
https://www.group.
dentsu.com/en/sustainability/common/p
df/integratedreport2024_all.pd

All dentsu employees are required to undertake annual training on our Code of Conduct.

122

123

Training

Training

Legal

Modern slavery
obligations

In Japan, a specialized department (Human Rights Department, Compliance Office, Dentsu
Corporate One Inc.) provides training for employees to raise awareness of human rights impacts
and risks so that they can take prompt action in their work. This training is provided when new
employees are onboarded and all employees are required to complete the training annually.
The department, alongside human rights staff at each company, also provide consultation
services to support human rights education and initiatives where required.

Dentsu UK Limited, Merkle Marketing Limited, and their associated UK-based subsidiaries andbrands have issued Modern Slavery Statements annually in accordance with section 54(1) of the
UK Modern Slavery Act.
Dentsu International Australia Pty Ltd issues a Modern Slavery Statement annually in accordancewith the Australian Modern Slavery Act 2018.
FY2019FY2020

FY2021

FY2022dentsuDentsu UK/Dentsu
AUS

FY2023

124

Internal
reportingNumber of“ComplianceLine” reports

DGI+Japan

17

10

6

12

32

Dentsu Group
Inc.+Japan

125

Internal
reportingNumber of“Speak Up”
incidents reports

Int.

35

43

38

100

218

International

http://www.group.d
entsu.com/en/about
us/governance/hum
an-rights.html

https://www.dentsu.
com/ourpolicies/modernslavery-act

Governance

ESG Data Book 2024

95

Human Rights
No.

126

Category

Initiative

Details

Data

Initiatives for humanrights awareness

The Human Rights Art Project has transformed dentsu’s previous human rights
poster production activities into a more open activity involving a broader sphere ofsociety. Students at art universities collaborate in the production of posters byproviding designs to accompany the human rights slogans.
Since fiscal 2007, we have been collaborating with other enterprises to produce
posters using the best of the suggested slogans. Currently, we are working on
posters with Joshibi University of Art and Design, Osaka University of Arts, and Kyoto
University of the Arts.
Students work with dentsu creative staff from the initial idea stage to produce theposters. In fiscal 2023, 44 students participated and, to date, some 1,200 students
have taken part in the project. Due to the impact of COVID-19, we have also begun
incorporating coursework held remotely.
The poster initiative enables dentsu to contribute to human rights awareness using
communications skills it has honed through advertising work.

CoverageJapan

Websitehttps://www.dentsu.
co.jp/en/sustainability/humanrights/

Responsible Media
No.

127

Category

Governance

Details

Governance

Data
The Global dentsu Media Responsibility Team based in the US holds immense focus on our Group compliance policies, practices& controls. The centralized approach of the Team is a Brand Assurance Framework developed & managed so as to cover ourGroup-wide operations, shared with media agencies globally. Each client team adopts the Framework and counsels with theBrand Assurance team, incorporating each client’s unique requirements.
The goal of the Team is a 100% brand-safe environment. Advertisers have different risk tolerance levels; we customized todefine what “brand safe” means to each client and place protections to eliminate their exposure to unsafe ecosystems. This isachieved by:•Using MRC-Accredited (or otherwise audited) tools to monitor, filter & block inappropriate content•Working with only trusted partners to ensure quality & accountability•Ensuring specialized trained teams & using the optimal tool•Protecting client’s contractual agreements with partners beyond standard terms & conditions•Promoting & proactively leading through industry initiatives such as GARM (WFA), TAG, IAB, BSI, AAAA’s APB

CoveragedentsuIn Japan, the specialist department for human rights (Dentsu Corporate One Inc, Compliance Division, Human Rights
Department) and the specialist department which consults the expression in creative works (Dentsu Inc, Creative & Knowledge
Center, Consulting Department for Expressions in Advertisement),etc. provides consultancy services on responsible media topics
as required.
Our Code of Conduct and Group Human Rights Policy set out our commitment to protecting the interests of all our stakeholders(including clients and other business partners, shareholders, society, and the environment), and upholding ethical standards tocontribute to a safer and more inclusive online environment.
128

PolicyPolicyOur Group Policies are supplemented by client-specific Global Brand Safety, Suitability & Fraud Protection Playbooks, setting out
recommended safety controls and the process to ensure standards are upheld across all channels. These recommendations alignwith globally-accepted industry standards as set forth by governing bodies such as GARM and the IAB
In Japan, we issue the Sustainability Communication Guide, which contains a checklist and related rules to promote ethicaladvertising and communication.

dentsuWebsiteGovernance

ESG Data Book 2024

96

Responsible Media
No.

129

130

CategoryRisk
assessment

Risk
mitigaton

Details

Data

CoverageRisk
assessment

Risk is assessed on two levels: dentsu risk and client risk:- Dentsu risk: dentsu is protected via our Paid Media Partner Terms & Conditions, which indemnify
dentsu from risk associated with paid ads which might appear in unintended environments (e.g.
unsafe, fraudulent, outside of intended audience or country, etc.)- Client risk: Clients are also protected by the Terms & Conditions mentioned above, and by leveraging
third-party verification partners to monitor and block ad delivery
Failure to protect campaigns can result in financial and reputational damage for both dentsu and clients,
as well as loss of consumer trust.

dentsuRisk mitigaton

The Brand Assurance Team works closely with all social media platforms, publishers, and verification
vendors to keep updated with the continuously changing environment within brand suitability and safety.
We continuously update and share any nuances from these partners directly to the dentsu agency or on
our SharePoint. When potential issues arise, they are investigated individually. The Brand Assurance
Team leads the investigation with the dentsu Client Team in question and conducts negotiations toensure full value is delivered to clients and any reputational damage is managed as well as
possible. dentsu holds long-standing and deep relationships with major media partners and platforms aswell as AdTech companies which carry significant clout in the marketplace.

International

WebsiteDentsu plays a leading role in various responsible media industry initiatives:
Responsible Media Forumdentsu are founding members of the Responsible Media Forum, a partnership between 25 leading media
companies to further how the industry’s unique influence can benefit society as well as shareholders.

Responsile Media Form
https://responsiblemed
iaforum.org/

Global Alliance for Responsible Media(GARM /Part of the WFA – World Federation of Advertisers)
dentsu is a Global member of the Global Alliance for Responsible Media (GARM) and is active inleadership sessions and working groups that are focused to create a better system of controls andframeworks to dramatically reduce harmful content online, eliminate its monetization and effectively
reduce its availability in the interest of consumers and society.

131

Industry
initiatives

Industry initiatives

The Interactive Advertising Bureau (IAB)
IAB empowers the media and marketing industries to thrive in the digital economy. Its membershipcomprises more than 650 leading media companies, brands, and the technology firms responsible forselling, delivering, and optimizing digital ad marketing campaigns. dentsu is a member holding company
and holds several Board positions across the organization.
Trustworthy Accountability Group (TAG)
Dentsu is registered globally with TAG (and holds a Global Board Seat), a joint marketing-media industry
program aimed at combating and solving brand safety challenges across the ecosystem. TAG was createdwith a focus on four core areas with specific certification frameworks: eliminating fraudulent digitaladvertising traffic, combating malware, fighting ad-supported Internet piracy to promote brand integrity,and promoting brand safety through greater transparency.
AAAA’s APB: The Advertiser Protection Bureau (4A’s)
4A’s is dedicated to and vested in our members’ success, just as they are dedicated to helping brands
create, distribute, and measure effective and insightful advertising and marketing. And we champion theinfinite power of creativity and value agencies bring in driving business growth and powerful culturalchange.

GARM
About GARM - World
Federation ofAdvertisers(wfanet.org)

dentsuIAB
https://www.iab.com/
TAG
https://www.tagtoday.
net/
AAAA’s APB:
https://www.aaaa.org/
home-page/agencystuff/media/adassurance/apb/

Governance

ESG Data Book 2024

97

Responsible MediaNo.

Category

Details

Data

Coverage

WebsiteDentsu plays a leading role in various responsible media industry initiatives:

132

Industry
initiatives

Industry initiatives

The Japan Advertising Agencies Association & Japan (JAAA) and Joint Industry Committee for Digital
Advertising Quality & Qualify (JICDAQ)
dentsu Japan has demonstrated leadership in the formulation and application of the Code of Ethics, theCreative Code, and the Guidelines for the Conduct of Advertisers, as well as in the training andawareness-raising activities of the DE&I Committee and the CSR Committee. Dentsu Japan is also
taking a leadership role in training and awareness-raising activities in the DE&I Committee and CSR
Committee.
As a leading member of JAAA, dentsu Japan actively participates in JICDAQ, which was established toensure the distribution of sound digital advertising, and actively contributes to the formulation ofstandards and the management of activities. Based on the certification criteria for third-party
verification set by JICDAQ, the Group has been certified as a Group Quality Certified Business Operator
for Group operators in the two business areas of ‘brand safety’ and ‘countermeasures against invalid
traffic’ in the two business domains of advertising companies (ad buyers) and media companies (adsellers).

-JAAA
https://www.jaaa.ne.jp/en/about/about5/

Japan

-JARO
https://www.jaro.
or.jp/english/inde
x.htmlThe Japan Advertising Review Organization (JARO)
dentsu Japan operates in collaboration not only with the advertising industry, but also with media
companies and advertisers. We provide guidance, consultation, examination, and standards foradvertising displays, and also work with Japan’s consumer organizations and related government
agencies.

133

Training

Training

The Brand Assurance Team provides education and certification programs. These are also
supplemented with up-to-date insights, guidance documents and POVs on responsible media topics.

-JICDAQ
https://www.jicda
q.or.jp/english/

International

Brand Value
No.

134

Category

Customer
RelationsManagement

Details

Customer online
strategy

Data
Customer Transformation & Technology (CT&T):
CT&T enables clients to transform their business infrastructure, including data management, digital
experience, technology platforms, and organizational infrastructure, to achieve consumer-driven
transformation. It enables clients to understand and respond to consumer needs, situations, andmotivations on an ongoing, real-time basis. It is the realization of innovative and personalized customer
experiences.
In addition to the development of proprietary data solutions, dentsu, through its global partnerships
with Salesforce, Adobe, and others, provides clients with a full range of services, from consulting to
implementation and operation, particularly in the area of commerce and the use of cloud services.
Through strong organic growth and strategic M&A, the CT&T segment's gross profit grew by 17.5%
year-on-year (excluding currency effects) and accounted for 32.2% of the Group's total net revenue.

CoveragedentsuWebsitehttps://www.gro
up.dentsu.com/en/sustainability/reports/2022/stra
tegy/igs.html

External Evaluation

ESG Data Book 2024

99

Certification
No.

1

Title

ISO 14001

Details

ISO 14001：2004 certification

2

ISO 14001

ISO 14001：2015 certification

3

Certified Health &Productivity Management
Outstanding Organizations
Recognition Program

White 500

4Certified Health &Productivity Management
Outstanding Organizations
Recognition Program

2022 Certified Health &Productivity Management
Outstanding Organizations
Recognition Program (under
the large enterprise category)

5

Certified Health &Productivity Management
Outstanding Organizations
Recognition Program

2024 Certified Health &Productivity Management
Outstanding Organizations
Recognition Program (under
the large enterprise category)

Data Acquired
YYYY/MM/DD

Coverage

Notes

ISO

DENTSU Inc. & Group companies

On June 5, 2006, thecompany underwent
an expanded audit
that included 49
group companies inJapan, and obtained
ISO 14001
integrated
certification in one
lump sum.

2015/9-ISO

Dentsu Group Inc., DENTSU Inc.,
DENTSU CORPORATE ONE Inc.,
DENTSU EAST JAPAN Inc.,
DENTSU HOKKAIDO Inc., DENTSU
AD-GEAR Inc., DENTSU LIVE Inc.,
DENTSU PROMOTION PLUS Inc.,PR Consulting Dentsu Inc.,
DENTSU SOKEN INC., SPORTS
Edge Inc., CARTA HOLDINGS,Inc.,
DENTSU PROMOTION EXE Inc.,
Dentsu Event Operations Inc.,
DENTSU SOKEN IT INC., ESTECH
Corporation, DENTSU SOKEN
SECURE SOLUTIONS INC.

Currently 17 groupcompanies maintain
ISO 14001:2015.

2021/3/8

Ministry of
Economy, TradeandIndustry/Japan
Health Council

CARTA COMMUNICATIONS Inc.

https://www.cci.co.jp/en/news/11739/

2022/3/11

Ministry of
Economy, TradeandIndustry/Japan
Health Council

Dentsu Creative X Inc.

https://www.dentsucrx.co.jp/news/533/(Japanese Only)

2024/3/11

Ministry of
Economy,Trade andIndustry/Japan
Health Council

DENTSU MEITETSUCOMMUNICATIONS Inc.

https://www.dmc.co.jp/topics/entry160.html(Japanese Only)

2005/5

Host

Websitehttps://www.dentsu.co.
jp/en/sustainability/env
ironmentprotection/
https://www.group.den
tsu.com/jp/aboutus/common/pdf/ISO14
001-Certification.pdf

https://www.dentsu.co.
jp/en/sustainability/env
ironmentprotection/

External Evaluation

ESG Data Book 2024

100

Certification
No.

Title

Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Notes

Website6

Eruboshi

3-star (Highest) Eruboshi
certification

2021/7/16

Ministry of Health, Labourand Welfare

DENTSU SOKEN INC.

https://www.dentsusoken.com/ne
ws/release/2021/0817.html(Japanese Only)

7

Eruboshi

3-star (Highest) Eruboshi
certification

2022/6/20

Ministry of Health, Labourand Welfare

Dentsu Digital Inc.

https://www.dentsudigital.co.jp/ne
ws/release/prizes/2022-0620000031(Japanese Only)

8

Eruboshi

3-star (Highest) Eruboshi
certification

2021/9/8

Ministry of Health, Labourand Welfare

The Goal Inc.

https://thegoalinc.co.jp/news/new
s-1848/ (Japanese Only)

9

Eruboshi

3-star (Highest) Eruboshi
certification

2022/6/2

Ministry of Health, Labourand Welfare

Dentsu Creative ForceInc.

https://www.dcf-d.co.jp/about/(Japanese Only)

10

Eruboshi

3-star (Highest) Eruboshi
certification

2023/2/27

Ministry of Health, Labourand Welfare

Dentsu Casting andEntertainment Inc.

https://www.dentsucasting.co.jp/n
ews/news20230330.html(Japanese Only)

11

Eruboshi

3-star (Highest) Eruboshi
certification

2023/7/13

Ministry of Health, Labourand Welfare

PR Consulting Dentsu
Inc.

https://www.dentsuprc.co.jp/relea
sestopics/news_releases/2023071
3.html(Japanese Only)

12

Eruboshi

3-star (Highest) Eruboshi
certification

2023/4/19

Ministry of Health, Labourand Welfare

DENTSU KYUSHU INC.

https://www.dentsukyu.co.jp/news/archives/68(Japanese Only)

13

Eruboshi

3-star (Highest) Eruboshi
certification

2023/10/10

Ministry of Health, Labourand Welfare

DENTSU EAST JAPANINC.

https://ssl.dentsueast.co.jp/topics/(Japanese Only)

14

Eruboshi

3-star (Highest) Eruboshi
certification

2024/4/12

Ministry of Health, Labourand Welfare

Dentsu ScienceJam
Inc.

https://www.dentsusciencejam.com/news/yD9OLc_7(Japanese Only)

15

Eruboshi

3-star (Highest) Eruboshi
certification

2024/7/14

Ministry of Health, Labourand Welfare

CARTA HOLDINGS,
INC.

https://cartaholdings.co.jp/en/sustainability/diversity/

16

Eruboshi

3-star (Highest) Eruboshi
certification

2022/6/2

Ministry of Health, Labourand Welfare

DENTSU CREATIVEFORCE INC.

https://www.dcf-d.co.jp/about/(Japanese Only)External Evaluation

ESG Data Book 2024

101

Certification
Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Eruboshi

3-star (Highest)
Eruboshi certification

2022/6/2

Ministry of Health,Labour and Welfare

DENTSU AD-GEAR INC.

http://www.dentsuadgear.co.jp/news/792-2(Japanese Only)

Eruboshi

2-star Eruboshi
certification

2018/6/13

Ministry of Health,Labour and Welfare

DENTSU SOKEN SECURE
SOLUTIONS INC.

https://www.ss.dentsusoken.com/news/2
0180613/(Japanese Only)

19

Eruboshi

2-star Eruboshi
certification

2023/11/9

Ministry of Health,Labour and Welfare

IGNITION POINT Inc.

https://www.ignitionpointinc.com/newsroom/date/20231109_Press
Release_eruboshi.pdf(Japanese Only)

20

Kurumin

Platinum

Kurumin2016/3/23

Ministry of Health,Labour and Welfare

DENTSU SOKEN INC.

https://www.dentsusoken.com/sites/dents
usoken_default/files/202302/ISID_20160331_kurumin.pdf(Japanese Only)

21

Kurumin

Platinum

Kurumin2023/11/20

Ministry of Health,Labour and Welfare

DENTSU CREATIVEFORCE INC.

https://www.dcf-d.co.jp/about/(Japanese Only)

22

Kurumin

Kurumin2019/3/12

Ministry of Health,Labour and Welfare

DENTSU SOKEN SECURE
SOLUTIONS INC.

https://www.ss.dentsusoken.com/news/2
0190312/(Japanese Only)

23

Kurumin

Kurumin2017/11/14

Ministry of Health,Labour and Welfare

DENTSU SOKEN IT INC.

https://www.it.dentsusoken.com/recruit/fi
eld/environment.html(Japanese Only)

24

Kurumin

Kurumin2023/12/19

Ministry of Health,Labour and Welfare

Dentsu Digital Inc.

https://www.it.dentsusoken.com/recruit/fi
eld/environment.html(Japanese Only)25

Pride Index

Gold (Highest)
Rainbow Certification

2023/11/7

work with Pride

26

Pride Index

Gold (Highest)

2023/11/7

27

Pride Index

Gold (Highest)

2023/11/7

No.

Title

17

18

Notes

WebsiteDentsu Group Inc.

Received "Gold" certification forthe second consecutive year.
Received "Rainbow" certification
for the first time in 2023.

https://www.group.dentsu.com/jp/news/r
elease/001062.html(Japanese Only)

work with Pride

Dentsu Digital Inc.

Awarded for two consecutive years

https://www.dentsudigital.co.jp/news/rele
ase/prizes/2023-1107-000116(Japanese Only)

work with Pride

CARTA HOLDINGS, INC.

https://cartaholdings.co.jp/en/sustainabili
ty/diversity/External Evaluation

ESG Data Book 2024

102

Certification
No.

Title

Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Notes

WebsiteAwarded for six consecutive years

https://www.septeniholdings.co.jp/news/update/20231101
3606.html(Japanese Only)28

Pride Index

Gold (Highest)

2023/11/7

work with Pride

SEPTENIHOLDINGS CO.,
LTD.

29

Pride Index

Gold (Highest)

2023/11/7

work with PridePR Consulting
Dentsu Inc.

30

Pride Index

Silver2023/11/7

work with Pride

Dentsu Hokkaido
Inc.

31

Nikkei SDGs
Management Survey

3.5 stars

2023/11/21

Nikkei Inc.

Dentsu Group Inc.

https://www.nikkeir.co.jp/service/survey/sdgs_survey/res
ult?year=2023(Japanese Only)

32

SURVEY | NIKKEISmart Work

4.5 stars

2022/11/9

Nikkei Inc.

Dentsu Group Inc.

https://www.group.dentsu.com/jp/new
s/release/000852.html(Japanese Only)33

Top 30 Employer

Places 11-30

2023/9/20

Working Families

dentsu UK&I

Awarded every year since 2019https://workingfamilies.org.uk/newsevents/news/top-employers-of-2023/

34

Corporate Equality
Index

100/100

2022/2/1

Human Rights
Campaign
Foundation

DentsuInternational Ltd.

DI was selected as one of the"Best Places to Work for LGBTQ+
Equality”.

https://www.hrc.org/resources/bestplaces-to-work-for-lgbtq-equality-2022

35

Stonewall Top 100
Employers 2023

72nd (top in media
industry) (also in 2019,2020, and 2022)

2022/1/20

Stonewall Equality
Limiteddentsu UK&I

https://www.stonewall.org.uk/top100-employers/full-list

36

D&l AWARD 2023

"Best Workplace"certification

2023/12/13

JobRainbow
Co.,Ltd.

CARTA HOLDINGS

https://cartaholdings.co.jp/en/sustaina
bility/diversity/

37

Asia-Pacific Climate
Leaders 2024

Listed (17th)

2024/6/21

FINANCIAL TIMES

Dentsu Group Inc.

https://www.ft.com/climate-leadersasia-pacific-2024

https://www.dentsuprc.com/newsreleases/20231107.html

Awarded for two consecutive years

https://www.dentsuhokkaido.jp/topics/awards231108.php(Japanese Only)External Evaluation

ESG Data Book 2024

103

Award
No.

Title

Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Notes

WebsiteMore Than That with Gia
Peppers, an audio series
produced by dentsu for radio
shows and podcasts, features a
100% black-owned supply
chain.

https://about.ads.microsoft.com/enus/blog/post/february-2022/microsoftadvertising-partner-awards-americaswinners

1

Microsoft Advertising
Partner Award

Marketing with PurposeAward

2022/2/10

Microsoft

DentsuInternationalLtd.

2

General Motors OverdriveAward 2021

One of the award
winners2022/3/17

General Motors

Carat

3

Podcast of the YearBest Diversity andInclusion Podcasts

2022/8/7

AdWeekDentsuInternationalLtd.

The audio series More Than Thatwith Gia Peppers

https://www.adweek.com/media/seeall-the-2022-adweek-podcast-of-theyear-awards-winners/

4

Good Design AwardGood Design Best 100

2022/10/7

Japan Institute of
Design Promotion

dentsuTOKYO 2020 ANIMATED SPORTPICTOGRAMS

https://www.gmark.org/gallery/winners/10829

5

Good Design AwardGood Design Best 100

2023/10/5

Japan Institute of
Design Promotion

dentsuVoice Watch

https://www.gmark.org/gallery/winners/20208

6

Workplace Wellbeing
AwardsSilver2021-22

Mind

DentsuInternational
Ltd.

https://www.mind.org.uk/workplace/wo
rkplace-wellbeing-index/index-awards2021-22/silver-achieving-impact/

7

The Top 30 Employers in
2023

Places 11-30

2023/9/20

Working Families

dentsu UK&I

https://workingfamilies.org.uk/employers/benchmark/the-top-30-employers-in2023/

https://news.gm.com/newsroom.detail.
html/Pages/news/us/en/2022/mar/0317-soy.html

The Jury's Encouragement
Award was awarded to two
companies selected from amongthe 14 companies that received
the Excellence Award.

https://www.dentsudigital.co.jp/news/release/prizes/2023-0414-000086(Japanese Only)

8

Career OwnershipManagement Award 2023

Excellence Award/Jury's
Encouragement Award

2023/5/8

PERSOL CAREER
CO., LTD.

DentsuDigital Inc.

9

Career OwnershipManagement Award 2024

Excellence Award

2024/4/11

PERSOL CAREER
CO., LTD.

CARTAHOLDINGS

https://www.persolcareer.co.jp/index.php/newsroom/news/
corporate/2024/20240411_1432/(Japanese Only)

10

Best Companies to WorkFor" ranking 2024

3rd place2024/1/25

Openwork

dentsuhttps://www.openwork.jp/award/(Japanese Only)

11"Best Companies to WorkFor" ranking

Medium size category(100-999 persons) 36th

2024/2/8

Great Place toWork InstituteJapan

IGNITION
POINT Inc.

https://hatarakigai.info/ranking/japan/2
024.html(Japanese Only)External Evaluation

ESG Data Book 2024

104

Award
No.

Title

12

Holding Company Agency of
the Year, 2021

Winner13

HR Technology Award

14

Data Acquired
YYYY/MM/DD

Details

Host

Coverage

Notes

Website2022/4/25

The 4A's
Foundation

Dentsu GroupInc.

https://foundation.aaaa.org/agencyof-the-year.html

Excellence Award (HRSystems category)

2022/8/8

HR ResearchInstitute

SEPTENIHOLDINGS CO.,LTD.

https://hrsouken.jp/hrtech_award2022/(Japanese Only)

HR Technology Award

Excellence Award (Learning
category)

2022/8/8

HR ResearchInstitute

DENTSUCORPORATEONE Inc.

https://hrsouken.jp/hrtech_award2022/(Japanese Only)

15

Global Good Awards 2022

Global Good Company of theYear Joint BRONZE

2022/10/24

Global Good
Communications
LimitedDentsuInternational
Ltd.

https://globalgoodawards.co.uk/2022global-good-award-winners/

16

WORLD MEDIA AWARD 2021

Grand Prix/Social GoodAward

2021/9/9

World MediaGroup

DentsuInternational
Ltd.

Drawing the line against
malaria to help end it forgood

https://world-mediagroup.com/awards/2021-winners/

17

The Drum Awards

Grand Prix, Campaign of theYear (not for profit)

2021/7/8

The Drum

DentsuInternational
Ltd.

Drawing the line against
malaria to help end it forgood

https://www.thedrum.com/news/2021/12/08/the-drum-awards-socialpurpose-winners-revealed-see-2021sdifference-making

18

THE 6TH ANNUAL SHORTYIMPACT AWARDS

Winner in PUBLIC HEALTH

2021/11/1

Shorty Awards
LLC.

DentsuInternational
Ltd.

Drawing the line against
malaria to help end it forgood

https://shortyawards.com/2021impact/dentsu-draws-the-line-againstmalaria-to-help-end-it-for-good

Data Acquired
Year

Host

Evaluation
No.

Title

Details

Coverage

1

GX500

BB(141)

2023

Nikkei Inc.

Dentsu Group Inc.

2

Toyo Keizai CSR Survey

93/17142023

TOYO KEIZAI INC.

Dentsu Group Inc.

3

ESG Finance Awards Japan

Environmentally Sustainable
Company Division C-

2022

Ministry of Environment

Dentsu Group Inc.

4

Nikkei Integrated Report Award

60.3/100

2022

Nikkei Inc.

Dentsu Group Inc.

5

GPIF's Domestic Equity Managers' Choice for Outstanding
Integrated Report and Highly Improved Integrated Report

Highly improved integrated report'
Number of votes 1

2022

GPIF

Dentsu Group Inc.

Notes

WebsiteExternal Evaluation

ESG Data Book 2024

105

CR Award
No.

Title

Details

Data Acquired
YYYY/MM/DD

1

Cannes Lions 2023

Regional Network of the Year
(Asia)

2023/6/26

Ascential plc

dentsuhttps://www.group.dentsu.com/en/news/release/000976.html

2

Cannes Lions 2023

Agency of the Year - Craft

2023/6/26

Ascential plc

dentsu(DENTSU Inc.)https://www.dentsu.co.jp/news/topics/2023/062
6-010621.html(Japanese Only)

3

Spikes Asia 2024

Network of the Year

2024/3/13

Ascential plc

Dentsu GroupInc.

https://www.group.dentsu.com/en/news/release/001150.html

4

Spikes Asia 2024

Asia-Pacific Agency of the Year

2024/3/13

Ascential plc

Dentsu GroupInc.

https://www.group.dentsu.com/en/news/release/001150.html

5

ADFEST 2024

Agency of the Year

2024/3/23

ADFEST

dentsuhttps://www.dentsu.co.jp/en/news/release/2024/0408-010708.html

6

ADFEST 2024

Network of the Year

2024/3/23

ADFEST

Dentsu GroupInc.

https://www.group.dentsu.com/en/news/release/001173.html

72024 Clio Awards

Grand Clio（Design Category）

2024/5/1

Clio Awards, LLC

dentsu8

THE ONE SHOW

Number one in the agency
rankings in the Asia-Pacificregion2024/5/17

THE ONE CLUBDENTSU Inc.

https://www.dentsu.co.jp/en/news/release/2024/0521-010735.html

9

D&AD Awards 2024

Black Pencil (highest award)

2024/5/24

D&AD

DENTSU Inc.

https://www.dentsu.co.jp/en/news/release/2024/0524-010737.html

Host

Coverage

Notes"My Japan Railway"(JR Group)

Websitehttps://www.dentsu.co.jp/en/news/release/2024/0508-010732.html

External Evaluation

ESG Data Book 2024

ESG Evaluation
No.
1

2

Title
CDP（Highest rate A）

MSCI (Highest rating: AAA)

2020

2021

2022

2023

2024

Coverage

A-

A-

B

B

TBD

Dentsu Group Inc.

B

B

BBB

BBB

A

Dentsu Group Inc.

22.0
Medium Risk

20.2
Medium Risk

15.9
Low Risk

Dentsu Group Inc.

3

Sustainalytics score

4

Ecovadis－－－BronzeTBD

Dentsu Group Inc.

5

FTSE Index

FTSE4GoodFTSE Blossom JapanFTSE4GoodFTSE Blossom JapanFTSE4GoodFTSE Blossom JapanFTSE4GoodFTSE Blossom Japan

TBD

Dentsu Group Inc.

6

FTSE Index－－

FTSE Blossom
Japan Sector
Relative

FTSE4GoodFTSE Blossom Japan

TBD

Informatician Services
International-Dentsu,Ltd.

7

DJSI Index

Asia PacificAsia PacificAsia PacificWorld/Asia Pacific

TBD

Dentsu Group Inc.

106

Initiative

ESG Data Book 2024

108

Initiative
No.

Title

Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Website1

UN Global Compact (UNGC)

Member2023/7/3

The UN Global
Compact

Dentsu Group Inc.

https://unglobalcompact.org/what-isgc/participants/2839-Dentsu-Inc-

2

World Business Council for
Sustainable Development（WBCSD)

Member2021/5/27

WBCSD

Dentsu Group Inc.

https://www.wbcsd.org/Overview/Ourmembers/Members

3

Science Based Targets
Initiatives (SBTi)

New net zero-aligned GHG emission
reduction targets submitted to SBTi in 2024

SBTi

Dentsu Group Inc.

https://sciencebasedtargets.org/companies-taking-action#dashboard

4

Task Force on Climate-related
Financial Disclosure（TCFD)

TCFD Supporter

2022/10/6

Financial Stability
Board

DENTSU SOKEN INC.

https://www.dentsusoken.com/system/files/2023-04/ISID_TCFD_en.pdf

5

Task Force on Climate-related
Financial Disclosure（TCFD)

TCFD Supporter

2023/7

Financial Stability
Board

Dentsu Group Inc.

https://www.group.dentsu.com/en/sus
tainability/

6

TNFD Forum

Member2024/3

TNFD Forum

Dentsu Group Inc.

https://tnfd.global/engage/tnfdcommunity/?_sf_s=dentsu

7

TCFD Consortium

Member2024/4

TCFD Consortium

Dentsu Group Inc.

https://tcfdconsortium.jp/en/member_list

8

Japan Climate Leaders’Partnership (JCLP)

Associate Member

2024/４

Japan Climate
Leaders’ Partnership（JCLP）

Dentsu Group Inc.

https://japanclp.jp/about/organization(Japanese Only)

9

GX League

Supported GX League Basic Concept

2022/4

METI (Ministry of
Economy, Tradeand Industry)

DENTSU Inc.

https://gxleague.go.jp/member/#category2(Japanese Only)

10

GX League

Supported GX League Basic Concept

2022/4

METI (Ministry of
Economy, Tradeand Industry)

Dentsu Digital Inc.

https://gxleague.go.jp/member/#category2(Japanese Only)

11

GX League

Supported GX League Basic Concept

2022/4

METI (Ministry of
Economy, Tradeand Industry)

DENTSU SOKEN INC.

https://gxleague.go.jp/member/#category2(Japanese Only)

2024/5

Initiative

ESG Data Book 2024

109

Initiative
No.

Title

Details

Data Acquired
YYYY/MM/DD

Host

Coverage

Website12

Japan Climate Initiative(JCI)

Member2022/4

Japan Climate Initiative

DENTSU Inc.

https://japanclimate.org/(Japanese Only)

13

The Valuable 500

Member2022/8The Valuable 500

dentsu Japan

https://www.dentsu.co.jp/en/news/release/2020/0727-010104.html

14

Women's Empowerment
Principles (WEPs)

Signatory

2012/9/17

Women's Empowerment Principles

Dentsu GroupInc.

https://www.weps.org/companies

15

30% Club Japan

Member (CEO)2019/7/17

30% Club Japan

Dentsu GroupInc.

https://30percentclub.org/chapters/japan-2/

16

Business for Marriage
Equality（BME）

Public endorsement

2022/10/11

Business for Marriage Equality

Dentsu GroupInc.

https://www.group.dentsu.com/en/news/rel
ease/000836.html

17Partnering for Racial Justicein Business initiative

Member2021/1/1

World Economic Forum

DentsuInternational Ltd.

https://www.weforum.org/projects/partnerin
g-for-racial-justice-in-business

18

Chief Sustainability Leaders
Community

Member2023/3

World Economic Forum

Dentsu Group
Inc.

19

Chief Diversity and Inclusion
Officers Community

Member; Dentsu submitted acase study in 2023

2023/3

World Economic Forum

Dentsu GroupInc.

https://www.weforum.org/projects/commun
ity-of-chief-diversity-and-inclusion-officers

20

Global Parity Consortium

Dentsu joined this initiative in
2022, and submitted a DEI
lighthouse case in 2023

1905/7/14

World Economic Forum

Dentsu GroupInc.

https://www.globalparityconsortium.org/home21

Alliance of CEO Climate
Leaders

Member1905/7/12

World Economic Forum

Dentsu GroupInc.

https://initiatives.weforum.org/alliance-ofceo-climate-leaders/home

22

Partnering Against
Corruption Initiative

Member1905/7/14

World Economic Forum

Dentsu GroupInc.

https://www.weforum.org/communities/partnering-against-corruption-initiative

23

Green x Digital Consortium

Member2022/12

Japan Electronics and Information
Technology Industries Association

Dentsu GroupInc.

https://www.gxdc.jp/members/(Japanese Only)

24

Common Ground

Member2016/6/27

Common Ground

Dentsu Group Inc.
DENTSU Inc.

https://www.globalcommonground.com/contributors/dentsu-and-dentsu-aegis-network

25

work with Pride 2024
Executive Committee

Partner

2024/4/1

work with Pridedentsu Japan

https://workwithpride.jp/(Japanese Only)