Human Capital Management
Human Resources Development Policy
We recognize that the environment surrounding the Company and the industry in which the Company operates is becoming increasingly uncertain and unpredictable.
Looking at changes in the global macro environment over the past few years, the environment surrounding business management has undergone some significant changes, including a renewed drive toward digitalization, the COVID-19 pandemic, and increased geopolitical risk. There is a pressing need for companies to adapt to these changes.
Amid this environment, we, as a company, and our human resources, which are our greatest management resource, must adapt to these uncertainties and we must do so with urgency and a willingness to change ourselves.
In other words, our top priority must be to develop and secure “human resources who can adapt flexibly to a constantly changing business environment”. In order to realize this, we are not only developing our existing workforce, but also aiming to promote diversity in the Company across a range of metrics, including work experience, gender, nationality, and age.
In promoting and improving our efforts toward diversity in this way, we will be able to provide our employees with greater options in terms of their “ideal working styles,” which have become increasingly diverse in recent years. By ensuring this, we hope to be able to help our employees realize professional growth and prosperity, and help them give shape to their ideals.
Based on this understanding and in recognition of the five issues set out in (2) above, we are working to increase the value of the Group’s diverse human resources. To this end, we are engaged in initiatives to bring out the best in our human resources, including offering our employees the opportunities to embark on diverse career paths that will maximize their performance and supporting their growth and self-actualization in a way that is tailored to their individual situation. In doing this, we will ensure highly skilled and specialized human resources who can support the Company’s growth over the medium- to long-term and expansion into new business domains, as well as bring through the next generation of management talent in the Company. These initiatives aimed at developing our human resources are done as part of the critical missions set out by the Company’s Board of Directors.
From the perspective of ensuring diversity of human resources, we recognize the fact that the current ratio of females in executive and managerial level positions is low, and so are working to strengthen our efforts to promote greater female participation in such human resource development activities.
The Specific Systems and Initiatives
The specific systems and initiatives undertaken by the Company to develop the Group’s human resources and to ensure diversity as part of this are as set out below.
Due to differences in scale, contents of business operations, and awareness of human resource development, these initiatives are not practiced at all Group companies.
| Details of Primary Systems and Initiatives | Objectives | Applicable Employees |
|---|---|---|
| Training next-generation of executives / Placements in business school |
Human resource development / Career support |
Candidate for executive level positions (selective) Highly skilled specialized staff |
| Training based on stage of career | Human resource development / Career support |
New employees, young employees, mid-level employees, managerial-level employees |
| Fixed-price group training / Online training system (skills development / reskilling) |
Human resource development / Career support |
All employees |
| Language training for the development of global human resources | Human resource development / Career support |
Selected employees (including voluntary applicants) |
| e-Learning for developing DX talent | Human resource development / Career support |
Selected employees and those who apply voluntarily, primarily from the Systems Department |
| Establishing career development status as a metric to evaluate human resources (reflected in employee compensation, etc.) |
Human resource development / Career support |
All employees |
| Self-improvement support system (financially incentivize the acquisition of certifications and assistance with expenses/costs) |
Human resource development / Career support |
All employees |
| Conducting surveys on the topic of employee careers | Human resource development / Career support |
All employees |
| Post-challenge system / In-house internship system | Human resource development / Career support |
All employees |
| Employee regularization system (promoting non-regular workers into full-time employees) | Ensuring diversity | Non-regular employees (conditions for application include employee having at least one year of continuous service) |
| Promoting the recruitment of persons with disabilities | Ensuring diversity | Employees with disabilities |
| Study into awareness regarding efforts to promote female participation in the workforce | Ensuring diversity | Female employees |
| Running public lectures targeted at females and parenting exchange meetups | Ensuring diversity | Female employees (male employees may also volunteer to participate) |
| Training for male employees regarding the taking of parental leave and parental leave training for managerial-level employees | Ensuring diversity | Managerial-level employees, all employees |
The Targets Set Out Based on These Metrics and the Results
The details of the metrics used to measure human resources development and the ensuring of diversity in the Company and the Group, as well as the targets set out based on these metrics and the results of our efforts are as below.
Those metrics for which it is difficult or inappropriate to aggregate data across all consolidated Group companies will be excluded from the data aggregation for certain companies.
During the fiscal year under review, various companies within the Group improved their human resources development efforts, resulting in noticeable progress in terms of the amount of investment in education and training activities and in the rate of participation in such. We have seen some progress in terms of the ratio of female employees in managerial level positions, with an increase in female employees showing a desire to apply for such positions, as evidenced by attendance at open lectures for women that we have held on an ongoing basis.
| Metric | Category | Scope of applicability (Note 1) |
Targets (Note 2) (Reach by) |
Results for Fiscal Year Ended March 31, 2024 |
|---|---|---|---|---|
| Previous Fiscal Year Comparison | ||||
| Amount of investment in education and training activities (amount of investment in education per person) (Note 3) |
Human resource development / Career support |
A | 40,000,000 JPY | 40,069,254 JPY (17,497 JPY) |
| (Fiscal Year Ending March 31, 2026) | +19,843,741 JPY (+8,734 JPY) |
|||
| Rate of participation in training activities | Human resource development / Career support |
A | 50% | 40.4% |
| (Fiscal year Ending March 31, 2026) | +8.9% | |||
| Rate of dispatch to executive-level position training activities (Note 4) | Human resource development / Career support |
A | – | 37.9% |
| -% | ||||
| Ratio of female employees in managerial level positions (Note 5) | Ensuring diversity | A | 15% | 14.2% |
| (Fiscal year Ending March 31, 2026) | +0.6% | |||
| Ratio of mid-career employees in managerial level positions | Ensuring diversity | A | – | 84.3% |
| -3.4% | ||||
| Ratio of non-Japanese employees in managerial level positions | Ensuring diversity | B | 1% | 0.6% |
| (Fiscal year Ending March 31, 2026) | 0% | |||
| Ratio of female participation in workforce | Ensuring diversity | A | 35% | 29.9% |
| (Fiscal year Ending March 31, 2026) | -1.4% | |||
| Number of mid-career hires (full-time employees) | Ensuring diversity | A | – | 137 people |
| -1 person | ||||
| Number of regularized employees | Ensuring diversity | A | – | 286 people |
| +221 people | ||||
| Ratio of employees with disabilities | Ensuring diversity | C | 2.7% | 2.318% |
| (Fiscal year Ending March 31, 2027) | +0.233% |
-
1. The scope of companies included within the aggregation calculation is as follows:
A: The Company and applicable consolidated subsidiaries
B: The Company and applicable Japan-based consolidated subsidiaries
C: The Company and applicable Japan-based consolidated subsidiaries (excluding companies for which there is no obligation to submit a report on the employment status of persons with disabilities) - 2. “-” will be displayed in the table for metrics for which no targets have been set.
- 3. By using fixed-price group training / online training systems, we were able to not only keep costs down but also allow employees to select and take training courses tailored to their individual needs across a broad range of themes suited to specific career stages and positions.
- 4. As the method used to aggregate the data was changed, no comparison with the previous fiscal year is provided.
- 5. All companies within the consolidated Group are included in the scope for the aggregation calculations. The companies included in scope for “Chapter 1. Company Overview 5. Employee Status (4) Percentage of female workforce in managerial level positions, rate of male workforce taking parental leave and wage disparity between male and female workers.”
Internal Environment Improvement Policy
By providing Group employees with high-quality human resource services and building a working environment that is comfortable for employees, we will be able to reduce the distance between management, human resources, business units/departments and employees, thereby fostering a relationship between all stakeholders built on mutual trust.
We are also committed to building an environment that is welcoming to employees from diverse backgrounds as part of efforts to secure and retain the human resources required for growth and to improve employee engagement and well-being.
The specific systems and initiatives undertaken by the Company and the Group to improve the internal working environment are as set out below.
Due to differences in scale, contents of business operations, and awareness of human resource development, these initiatives are not practiced at all Group companies.
| Details of Primary Systems and Initiatives | Objectives |
|---|---|
| Work-from-home system | Systems to support a better work-life balance and more diverse working styles |
| Flexi-time system / Reduced hours system | Systems to support a better work-life balance and more diverse working styles |
| Four-day working week system | Systems to support a better work-life balance and more diverse working styles |
| Establishment and awareness raising of compliance handbook (“Code of Corporate Behavior”) | Ensuring compliance and a comfortable working environment |
| Creation and awareness raising of compliance hotline | Ensuring compliance and a comfortable working environment |
| Regular holding of compliance training and opening up of archive | Ensuring compliance and a comfortable working environment |
| Regular holding of harassment training and opening up of archive | Ensuring compliance and a comfortable working environment |
| Implementation of harassment survey | Ensuring compliance and a comfortable working environment |
| Routine medical checkups (addition of optional examination items) | Health management (improving employee vitality and work efficiency) |
| Improvement in the rate of employees taking stress checks | Health management (improving employee vitality and work efficiency) |
| Workplace hotline (counseling-based mental health support) | Health management (improving employee vitality and work efficiency) |
| Financial wellness training (supporting employees’ economic stability) | Health management (improving employee vitality and work efficiency) |
The Targets Set Out Based on These Metrics and the Results
The details of the metrics used to measure workplace improvements in the Company and the Group, as well as the targets set out based on these metrics and the results of our efforts are as below.
Those metrics for which it is difficult or inappropriate to aggregate data across all consolidated Group companies have been excluded from the data aggregation for certain companies.
During the fiscal year under review, we saw initiatives across Group companies aimed at ensuring a comfortable working environment for employees. However, owing to the effects of a more fluid labor market and an active job-hunting market, retention rates were lower than in the previous fiscal year.
As a result of efforts to strengthen the checks and guidance of the Internal Auditing Department regarding the state of the working environment, there were only 12 accidents in the workplace, a reduction from the previous fiscal year.
Moving forward, we will continue to provide a comfortable working environment for Company employees, which will, in turn, help us ensure and retain our human resources and improve employee engagement and well-being.
| Metric | Category | Scope of applicability (Note 1) |
Targets (Note 2) (Reach by) |
Results for Fiscal Year Ended March 31, 2024 |
|---|---|---|---|---|
| Previous Fiscal Year | ||||
| Gender disparity in average length of continuous service (Female/Male × 100) |
Work-life balance | A | 80 % or more | 84.1% |
| – | -2.0% | |||
| Retention rate | Work-life balance | A | 90 % or more | 82.4% |
| – | -6.2% | |||
| Average overtime per month (full-time employees) |
Work-life balance | A | Less than 10 hours | 7.5 hours |
| – | -2.6 hours | |||
| Rate of employees taking paid leave | Work-life balance | A | – | 74.4% |
| -2.5% | ||||
| Number of incidents of harassment | Compliance and improvements in working environment |
A | 0 cases | 1 case |
| – | -2 cases | |||
| Number of workplace accidents (of which, the number of deaths) | Improvements in working environment | B | Less than 10 cases | 9 cases (0 cases) |
| – | -12 cases (0 cases) | |||
| Rate of tobacco consumption (Note 3) | Health management | B | 15% | 19.3% |
| (Fiscal Year Ending March 31, 2028) | +0.2% |
-
1. The scope of companies included within the aggregation calculation is as follows:
A: The Company and applicable consolidated subsidiaries
B: The Company and applicable Japan-based consolidated subsidiaries - 2. “-” will be displayed in the table for metrics for which no targets have been set.
- 3. The results are an aggregate of responses to a survey on tobacco habits.