Employee retention

Sustainability

サステナビリティ

Social

Human Rights Policy Strengthening human capital Health Management Initiatives

Strengthening the acquisition of
human resources Strengthening human resources
development Employee retention

For the Group to continue to enhance its corporate value in a rapidly changing business environment and social conditions, we believe it is important that each one of our employees with diverse values continues to take on challenges in cooperation with their associates and partners based on the Group's mission, our shared values. We will instill the corporate philosophy in employees and provide them with opportunities to put the philosophy into practice and have a sense of growth. In this way, we will increase employment engagement and retention.

Promoting a work-life balance

The Group is committed to creating an environment in which employees can fully demonstrate their abilities regardless of changes in their life stages, such as pregnancy (including a spouse’s pregnancy), childbirth, childcare, nursing care, and medical treatment for illness. In addition, the Group is promoting a workplace environment that supports work-life balance by optimizing working hours through greater operational efficiency and productivity.
Improving the percentage of paid leave taken

The Group aims to increase the percentage of paid leave taken. We designate days when employees are encouraged to take paid leave to maintain their health and refresh themselves.

Promoting diverse working styles

MUGEN ESTATE Co., Ltd. aims to be a company where everyone can continue to thrive with confidence over the long term, regardless of changes in their life stages.
To support employees in balancing childcare and their career, the Group has implemented initiatives such as return-to-work support programs, work-life balance consultations, and the promotion of childcare leave for male employees.
In 2025, childcare leave utilization rate was 87.5% for men and 100% for women.

In recognition of these efforts, the Group received the “Platinum Kurumin Certification” in August 2025.

The Group will continue working to create an even more supportive and comfortable workplace environment.
In addition to fostering an environment in which employees can approach life events such as childcare and caregiving with peace of mind, the Group will further strengthen initiatives that enable employees to take ownership of their growth and careers, including encouraging managers to take leave and expanding flexible work arrangements.

Major systems and initiatives

Annual paid leave	Up to ten (10) days of paid leave per year can be taken in half-day increments after joining the company.
Shortened working hour program for childcare	Employees may reduce their working hours by up to two (2) hours per day until their children reach the third grade of elementary school.
Childcare leave	In principle, an employee raising a child who is less than a year old can take childcare leave until the child become a year old. If the employee cannot place the child in a day-care when the child is a year old, they can take childcare leave until the child is a year and six months old (until the day immediately preceding the child's second birthday in some cases).
Child nursing care leave	Employees who are raising children up to junior high school graduation age may take up to five (5) days of paid leave per year if their children require nursing care.
Caregiving leave	Employees can take a maximum of 93 days of caregiving leave to care for a relative who needs care or support.
Caregiver days off	Paid. An employee can take a maximum of five (5) caregiver days off per year to care for a relative who needs care or support.

Employee engagement

Efforts to improve engagement

To increase corporate value, it is crucial that every employee is motivated to work enthusiastically and showcase their full potential. To achieve this goal, the organization and its members need to establish a trust-based relationship that enables them to grow together and contribute to each other. Since 2022, the Group has been regularly conducting employee engagement surveys to qualitatively determine to what extent employees are interested in their jobs and to what extent they are satisfied to improve the organization’s performance, productivity and employees’ motivation and reduce the turnover rate. To establish a robust organization and increase employee motivation to contribute to the organization, we promote communication between superiors and subordinates, including one-on-one meetings. We communicate the Group’s philosophy to employees and foster an organizational culture. Additionally, we take care of employees’ health and growth to increase employee engagement.
Based on the results of these initiatives, we will accurately determine the risks related to the acquisition and retention of human resources and will improve the vitality of employees and the results of the Company and retain excellent human resources who underpin the sustainable growth of business.

Holding town hall meetings

We hold meetings where management and employees talk to each other directly. The meetings are held for the president, directors and other officers to directly listen to the opinions of front line employees and quickly reflect these opinions in their management. The meetings are also used to facilitate communication between the top echelons and front line employees.

Increasing awareness of participation in management

Employee stockholding association

The Group has created an employee stockholding association that encourages employees to purchase Company stock. The Company provides financial incentives to encourage each employee to contribute. The association contributes to increasing employee awareness of participation in management and helps employees form long-term assets.