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 strives to create an environment where employees can work in diverse and flexible ways and demonstrate their potential without being significantly affected by life-stage events, including pregnancies (and the pregnancies of spouses), childbirth, child-rearing, long-term care and the treatment of diseases.
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.
Reducing overtime hours (introducing no overtime days)

As part of changing the ways that people work, the Group has introduced no overtime days to help employees maintain a healthy work-life balance (a healthy balance between their job and their personal life). We encourage employees to review the ways they work and to perform their duties more efficiently, reducing working hours and striking a healthy balance between their job and their personal lives.

Promoting diverse working styles

Our Group is aiming to be an organization where everyone can work with peace of mind over the long term, regardless of the changes taking place as they go through different stages of life. To that end, we are promoting flexible and diverse work environments designed to accommodate various situations, such as pregnancy (including spouses), childbirth, child-rearing, nursing care, and treatment for illnesses.
When it comes to providing support for balancing careers and child-rearing, we have been working on initiatives such as programs purposed for helping employees return to work, interviews designed to support the balancing careers and child-rearing, and the encouragement of the use of child-rearing leave for male employees. As a result of those efforts, in FY2024, the child-rearing leave utilization rate for male employees was 44.4% and the child-rearing leave utilization rate for female employees was 100%. All employees who took child-rearing leave returned to work smoothly.
These efforts have been highly evaluated outside the company as well. In April 2023, we received the Kurumin Certification from the Minister of Health, Labour and Welfare as a company that provides support for child-rearing. Furthermore, in August 2025, we obtained the Platinum Kurumin Certification, which is awarded only to companies that meet even higher standards.
In addition to creating environments which allow employees to handle life stages such as the child-rearing and nursing care with peace of mind, we are committed to further strengthening environments in which employees can proactively chart their own growth and career paths by promoting the use of leave for employees in management positions and by expanding flexible work systems.

【Examples of measures undertaken】

　・Support for returning to work through conducting interviews designed to support work-life balance

　・Promotion of the taking child-rearing leave by male employees (44.4% in FY2024)

　・Efforts to improve the rates of utilization of paid leave by managers

　・Expansion of the system in place for nursing care leave and improvement of the shortened working hour system designed to help employees who are raising children

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.