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Based on our purpose "Fueling perpetual growth; investing in bold visions" and our mission "Commit ourselves to new business creation and jointly shape the future,"we identify new technologies and services that should be indispensable and work with entrepreneurs to commercialize them to realize a better society.

This activity strongly matches with the concept of sustainable investment. Many start-up companies are established with a motive to solve social issues and contribute to the society. By supporting their growth through investment activity, we contribute to the emergence of companies that will cause large social impacts in the future.

The Basic Policy on Sustainability

We established the basic policy on sustainability for the purpose of sharing our philosophy regarding sustainability as well as our ESG issues and response policies with our stakeholders, and ultimately realizing a sustainable environment and society.

Sustainable investment activity

Many start-up companies are established with a motive to solve social issues and contribute to the society. By providing hands-on support and working together with founding CEOs of start-up companies, we contribute to the emergence of companies that will generate large social impacts in the future. We incorporate ESG concept into our investment activity and provide in-depth discussions and concrete support beyond the framework of engagement with portfolio companies.

サステイナブルな投資活動 サステイナブルな投資活動

Our approach during investment phase

Evaluation of business potential and social needs

  • Many start-up investment candidates have intrinsic value, such as excellent business ideas, strong CEOs, etc., but often lack resources, internal controls, etc. Based on a premise of addressing such issues with CEOs after investment, we make bold investments in start-ups with a focus on business potential, social needs and other positive aspects.

Negative screening and Investment consideration in terms of ESG and SDGs

  • In the process of identifying investment candidates and due diligence, we check candidates' compliance management status, relationships with customers and employees, and administrative structure. We also conduct analysis in terms of links between candidates' businesses and 17 SDGs goal.
  • If negative factors are found during the due diligence process in light of ESG, SDGs and social norms, we pass on investment on relevant deals in accordance with our investment discipline.

Our approach during post-investment, growth support phase

Support for building governance structure

  • The importance of governance continues to grow as seed/ early-stage start-up companies have increased to account for majority of our portfolio companies. To raise the social status of the portfolio companies, it is necessary to build corporate/ administrative structures according to their growth stage.
  • To allow start-up companies to implement sales management and proper money management with limited human resources, we provide various cloud service installation support and suggestions on designing internal controls.

Support for HR recruitment and building corporate structure

  • Formation of a management team consisting of competent CxOs is vital for start-ups' business expansion. Since obtaining a license for free employment placement business in 2018, we have been offering proactive recruitment support for portfolio companies. During the business expansion phase, we also support the companies in building a corporate structure by establishing an organizational chart, company regulations, and decision-making authority.

Promotion of partnerships with large companies

  • We have long been leveraging our network of limited partners and other large companies to boost growth of our portfolio companies. Collaboration between big businesses and start-ups has become increasingly active due also to the government-backed promotion of open innovation.
  • We hold seminars and participate in new business development programs to give back our venture capital know-how proactively to large companies. By offering our expertise in VC evaluation method, investment conditions, capital policy, etc., we contribute to shaping an eco-system that allows venture capital firms, big companies and start-up companies to complement each other.

Implementation of sustainability checks

  • The Company regularly conducts activities that identify ESG risks in portfolio companies and promote appropriate initiatives (sustainability checks).

Growth acceleration through IPO and M&A, and social impacts

  • For a portfolio company to realize its founding vision and generate social impacts, it is necessary to create a business base that allows smooth growth after our exit from the company. We are constantly discussing with management teams of portfolio companies about the future path of their companies beyond IPO or M&A. Upon IPO, we will sell our shareholdings in a manner that would have a minimum effect on stock price, or transfer the shares to high-performing institutional investors that are expected to support the companies as a stable shareholder.
  • We have invested in over 4,000 unlisted companies to date and supported their growth. Among these include companies whose business activities align with SDGs, or which have become big names in Japan following an IPO and are proactively addressing SDGs to fulfill their social responsibilities. We will continue with our contribution to the achievement of SDGs through our investment activity.

HR strategy

For our business, human resources are the key to remain competitive. In the midst of drastic changes in the environment surrounding start-up companies, we position hiring and nurturing diverse, high-potential talents an important management issue.

Development of individual ability and personnel diversification

  • Efficient ways of using time to produce results, including closely examining business potential, addressing various issues facing portfolio companies, etc., differ from one member to another. For this reason, we have introduced complete flextime since March 2017 to allow each member to choose their working hours depending on their work and physical conditions. Also, we promote remote workstyle by providing office-like environment through cloud/ mobile IT systems to allow members to work from anywhere.
  • We have created an environment where members can improve work efficiency and reduce idle hours at work, so that they can better manage their health and adapt to changes in family circumstances, and use their free time for self-development and external activities. We are also promoting a two-week vacation to inspire out-of-the-box thinking.
  • While supporting various working styles, we encourage our members to do side businesses to enhance their professionalism.
  • For personnel development, we had been focusing on new graduate recruitment and OJT career development. In recent years, our role desired by portfolio start-up companies has diversified and more specialized expertise has become necessary. For this reason, we have started to promote personnel diversification through aggressive midcareer recruitment from other industries and the use of external specialists. With regard to new graduate recruitment, we have adopted a long-term internship program to determine their aptitude carefully.

Health Management

  • In March 2024, JAFCO was recognized in the 2024 Certified Health & Productivity Management Outstanding Organizations Recognition Program (Small and Medium-Sized Enterprise Category) hosted by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi.
  • Physical and mental well-being form the foundation for each of our employees to harness their full potential and fulfill our Purpose/Mission. We are committed to ongoing health management that maintains and improves the physical and mental well-being of our employees.
  • 健康経営 健康経営

    In July 2022 we made a Health Declaration to the National Federation of Health Insurance Societies, leading to our achievement of an Excellent Health Company Silver Certification in April 2023. This recognition underscores our ongoing commitment to health management and promotion initiatives.


In order to continue investing under any circumstances, we need to live up to the expectations of our various stakeholders, including shareholders, fund investors, portfolio companies and employees. A well-balanced governance is vital to realize a virtuous cycle consisting of growth of portfolio companies, improvement in fund performance, and shareholder interests. We wish to serve as an excellent governance model for our portfolio companies aiming to make IPO.

Composition/ operation of the Board of Directors and business execution structure

  • The Company is a company with Board-Audit Committee and, in principle, independent directors comprise a majority of the Board of Directors. Currently, four out of six directors are Board-Audit Committee members, all of whom are independent directors. Independent directors supervise the business execution of directors, etc. from an independent and objective perspective.
  • Election, dismissal and remuneration of directors are determined by the Board of Directors after deliberations by the Nomination and Remuneration Committee composed of all Board-Audit Committee members and the President.
  • The Company has introduced the corporate officer system to strengthen and accelerate business execution.
  • The Company proactively selects suitable executive candidates from diverse background regardless of gender and nationality. Currently, two of the six directors and one of the four corporate officers are women.
Refer below for basic views on corporate governance, corporate governance structure, etc.

Management of conflict of interest in fund management

  • We will preserve discipline and transparency under the following three management policies.
    • We will not establish industry-specific funds
    • We will not establish investor-specific funds
    • We will not engage in any business other than PE investment and fund management
  • In principle, we do not make direct investments using our own capital. We invest our own capital in funds that we manage as General Partner, thereby making indirect investments as part of fundsʼ assets under management.
  • In principle, there are no transactions between JAFCO and its funds, or between JAFCO funds.


We recognize the environment as an important social issue and are committed to reducing our environmental impact.

Through efficient office operations, active promotion of remote working, among other measures, we are working to reduce energy consumption and greenhouse gas emissions. We have, in principle, eliminated the distribution and storage of paper materials for internal meetings, making a thorough transition to a paperless environment and also moving to a cloud-based system. In February 2018 we relocated our head office and adopted a hot-desking system.

Also, in May 2023 we endorsed the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).

Discloser of Information Based on TCFD Recommendations

In addition to endorsing the TCFD recommendations, following the TCFD framework for information disclosure, we are identifying climate-related risks and opportunities using two scenarios in which the global average temperature increases by 4°C and by 1.5°C compared to pre-industrial levels.

1. Governance

We are implementing company-wide initiatives, with the Administration Division overseeing their progress. The initiatives are reported to the Board of Directors at least once a year. The Board of Directors supervises the initiatives by reviewing and discussing the progress of specific action policies, promotion measures, etc.

2. Strategy

Following the TCFD framework for information disclosure, we identified climate-related risks and opportunities using two scenarios in which the global average temperature increases by 4°C and by 1.5°C compared to pre-industrial levels. The most significant impacts on our business are summarized below. Moving forward, we will continue to explore measures to achieve a decarbonized society.


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Classification Type Anticipated risk Time
Transition risk Policy/
Increase in costs due to introduction of carbon pricing (incl. carbon taxes) and strengthening of energy-saving and greenhouse gas emission regulations Medium to long term Small
Increase in operational costs due to increased regulations and expanded disclosure requirements, and burden of penalties for non-compliance Short term Large
Market Intensifying competition in ESG investments and environmental-related business markets leading to increased competition in fundraising and investment operations, increased costs, and decreased investment multiple*1 Short to long term Large
Reputation Risk of reputation damage from stakeholders due to insufficient climate change response by JAFCO and its portfolio companies Short to medium term Large
Technology Potential decrease in the value of portfolio companies due to obsolescence of possessed technology, failure in technology development, and increased costs due to intensified competition Medium to long term Small
Physical risk Acute Financial market collapse and market crashes or major bankruptcies triggered by the intensification of natural disasters such as storms and floods Medium term Large
Chronic Increase in operating costs for offices and data centers due to rising temperatures Medium term Small


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Classification Type Anticipated risk Time
Opportunity Market Increased investment and EXIT opportunities in companies that develop businesses contributing to decarbonization, and expansion of profit opportunities due to increased valuations*2 Short to medium term Large
Services Reputation improvement due to proactive climate change measures, and increased opportunities for investment and fund procurement as a result Short to medium term Large

* The time frames (impact period) of the risks and opportunities are based on the following:

  • Long term: Impact to occur within 10 to 30 years from now 
  • Medium term: Impact to occur within 4 to 9 years from now
  • Short term: Impact to occur within 0 to 3 years from now

** The impact of the risks and opportunities on our business are based on the following:

  • Large: The impact of the risk/opportunity is significant
  • Small: The impact of the risk/opportunity is minor

*1 The following specific risks are currently anticipated:

  • Increase of investigation costs during the phase from identifying investment candidates to making investment decisions and execution
  • Intensification of investment competition due to the entry of ESG-specialized funds
  • Increase of acquisition costs due to the rising valuation of companies providing ESG-related services
  • Increased ESG support costs during the phase of enhancing corporate value of portfolio companies
  • Risks such as prolonged periods to exit due to stricter ESG check standards

*2 The following specific opportunities are currently anticipated:

  • Increased investment opportunities in companies engaged in environmental-related businesses such as the renewable energy sector
  • Increased exit opportunities and valuation growth due to increased M&A demand for companies providing environmental-related businesses such as decarbonization

3. Risk Management

Although we are implementing sustainability measures, if these efforts prove insufficient and our ESG investment, measures for realizing sustainability and our overall response for ESG-related risks are perceived to be weak, we may not be able to maintain stakeholder support, resulting in our fundraising, investment activities, and ability to attract and retain human capital being adversely affected. This may negatively impact the performance and financial standing of the Company Group.

Also, we have endorsed the TCFD recommendations and will assess and manage risks and opportunities related to climate change, a critical global issue, and actively collect and analyze the necessary data to evaluate and manage these risks in alignment with TCFD recommendations while also ensuring appropriate information disclosure. However, if our disclosures are deemed insufficient, this could lead to a diminution of the Company Group's corporate value, which may negatively impact the performance and financial standing of the Company Group.

4. Indicators and Targets

Since the fiscal year ended March 2018, we have been calculating Scope 1 and Scope 2 greenhouse gas emissions.
We are currently deliberating the setting of greenhouse gas emission reduction targets (Scope 1, 2) and the calculation of greenhouse gas emissions of our supply chains (Scope 3).

Change in Greenhouse Gas Emissions (Unit: t-CO2)

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2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3
Scope 1 9.1 9.3 6.1 3.0 4.2 11.2 12.2
Scope 2 140.7 88.6 85.4 72.7 77.3 79.3 27.2
Total 149.8 97.9 91.5 75.6 81.5 90.5 39.4

Scope of calculation:
Scope 1 (direct emissions from the use of fossil fuels, etc.) and Scope 2 (indirect emissions from purchased electricity and heat) emissions, which are defined by the Greenhouse Gas Protocol, of our domestic offices (excluding the former Chubu and Kyushu branches which merged with the West Japan Branch in September 2021) are indicated. The emission factors by electricity and gas providers used for the calculation of Scope 2 for the fiscal year ended March 2024 are based on the most recent data available as of the end of May 2024.