Human Capital Enhancement

   Our Group is committed to sustainable growth and medium- to long-term enhancement of corporate value through the creation of an organization that makes the most of the values and perspectives of its diverse human resources.

   We aim to create an environment in which each and every employee can maximize his or her characteristics and abilities and continue to work with vigor and vitality by recruiting and training diverse human resources based on the dissemination of the corporate philosophy.

   As concrete measures, we have established Strengthening Human Capital Policies 1 through 5 and are actively implementing initiatives.

   We promote corporate identity (CI) activities in order to define our corporate philosophy and direction that we will continue to focus on in the future, and to achieve further growth and development. We clarify its important ideas and action guidelines based on the concept of “Above all, reach people’s hearts.”
   The entire Group is involved in CI penetration activities, including communication by top management and executives, dialog in the workplace, branding activities mainly by young employees, and sharing of best practices.
   For FY2025, we continued implementing tiered branding training, which began in FY2024. Furthermore, we have completed preparations to concretize our goal of strengthening permeation activities across the entire group, including overseas bases, by FY2026.

   In the personnel system developed in conjunction with CI activities, we have clarified the expected image of human resources, including core human resources. The expectations of each position are defined in terms of responsibility for results, human resource development and growth, and culture development, to ensure that the right people are appointed and assigned to the right positions, and that the personnel evaluation is well-balanced. Under this personnel system, we encourage employees to make efforts and take on new challenges, and provides appropriate evaluation and treatment of results. We also promote the enhancement of educational systems to support employees according to their stage of growth, and the creation of an environment that makes work more rewarding and comfortable.

   From the perspective of ensuring diversity in human resources and diversity management, we place emphasis on respecting diverse attributes and values and making the most of its human resources, without being bound by conventional standards within society or our company. Specific efforts include “creating a working environment in which men and women can play equally active roles,” “employment without regard to gender or nationality,” “recruitment of career(mid-career) personnel in priority positions,” “creation of systems and environments that draw out the efforts and challenges of diverse members,” and “support for balancing work and family life.”
   From the perspective of promoting women’s advancement, we have established action plans based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on Promotion of Women’s Participation and Advancement in the Workplace. We are working on initiatives such as “developing female candidates for management positions” and “encouraging male employees to take childcare leave.” Specific efforts include distributing the “YUSHIN Childcare System BOOK for Working Parents,” conducting personalized system explanation interviews tailored to individual circumstances, and organizing information exchange events for employees on childcare leave, all aimed at alleviating anxieties surrounding childbirth and returning to work.
   From the perspective of ensuring diversity on a global level, we have many overseas offices and promote localization, and we are actively working to utilize mid-career hires and foreign nationals.
   As a cornerstone of these efforts, we have formulated the “YUSHIN Group Human Rights Policy” as a guideline for promoting respect for human rights and fulfilling responsibilities throughout the Group, and are working to disseminate this policy to all stakeholders.

   In order to create an organization that will contribute to achieving medium- to long-term management goals and further sustainable growth beyond that, we held training sessions for department managers. They acquired the ability to formulate strategies on their own even after the training sessions, having learned about formulating strategies to become more proactively involved in management, move their own organizations, and realize the plans they have made.
   We will also work on new training programs to build strong people and organizations that support business growth, such as training for section managers to strengthen their organizational management skills and training for general employees to encourage autonomous career development.

We have established a system to support employee-led proposals and challenge activities and encourage their implementation.

• Improvement Proposal System” to promote operational enhancements
• Innovation Project Activity Proposal System” to cultivate creative and proactive talent
  (Examples) Office casual project / Intranet renewal project

   We proactively listen to its employees’ “aspirations” and work to improve work-life balance and enhance employee benefits by reforming the way they work.
   To accommodate diverse work styles, we began full-scale consideration for introducing a flextime system starting in FY2025, and commenced trial operation of the system in FY2026. We also prioritize creating office and factory facilities that foster teamwork and communication, renovating our former headquarters, the Fushimi factory, in FY2025.

   We are advancing efforts to create a workplace environment where employees can work healthily and energetically. This includes establishing an industrial health system, implementing necessary safety and health education and training, and strengthening workplace safety across all departments.

   For the time being, we will work on the following items to build a foundation for strengthening human capital.

< Building an Organization for Sustainable Growth >

< Securing and Developing Diverse Human Resources and Strengthening Diversity Management >

*Disclosed targets in the General Business Owner's Action Plan based on The Act on Promotion of Women’s Participation and Advancement in the Workplace (Japanese law).