Human capital management

Systems Supporting Flexible Work Arrangements

Telework

In December 2018, we introduced a telework system that allows employees to choose their work location and hours freely. This ensures that, even in cases where commuting is difficult due to personal or family illness, a partner’s job transfer necessitating relocation, or the need to return home for caregiving, our employees can continue working seamlessly.
※ As a rule, we ask our employees to come to the office. We believe that face-to-face, in-depth communication is crucial for both the growth of the organization and the development of our employees.

Flextime and Staggered Working Hours

We have adopted flextime and staggered working hours to recognize diverse work styles and to improve work-life balance, enabling employees to balance work with family, childcare, and eldercare.

Hourly Paid Leave

Employees can take their annual paid leave not only in half-day increments but also in hourly units. Hourly paid leave can be taken for up to three days per year, offering flexibility to meet diverse employee needs.

On-site Nursery

Driven by the desire to prevent situations where women feel forced to resign due to marriage or childbirth, we established an on-site nursery in December 2007.

The Option for a No-Overtime Work Style

In recent years, there has been an increasing diversity in employees’ views on work styles. Even among our younger general staff, many have expressed a desire to place greater value on their personal time.
In response to these sentiments, starting in April 2024 we introduced a system for general staff that allows them to choose a no-overtime work style. This new approach respects the diverse working preferences of our employees and creates an environment that supports those who prefer not to work overtime.

Systems that Exceed Labor Law Standards

Shortened Working Hours for Childcare

While the statutory period for reduced working hours for childcare extends until the child turns three, at our company, employees can work up to two hours less per day until the child begins elementary school.
Additionally, to support those who wish to return to work earlier than planned after childcare leave, we allow an advanced end to childcare leave (early return) and provide childcare subsidies of up to 800,000 yen.

Statutory Systems

Childcare Leave

In principle, employees can take childcare leave until their child turns one (or up to two years under certain conditions).

Nursing Care Leave

For each eligible family member, employees can take up to 93 days of nursing care leave in total.

Shortened Working Hours for Caregiving

When caring for an eligible family member in need of care while continuing to work, employees can reduce their workday by up to two hours in addition to any nursing care leave.

Nursing and Care Leave

For one eligible family member, up to 5 days of nursing/care leave can be taken in a year; for two or more, the limit is 10 days per year.

Career Support System

Dual Career Tracks

With career aspirations, aptitudes, and work style values becoming increasingly diverse, we have implemented a dual career tracks system to support the career development of our varied talent.
In general positions, employees can choose between two work styles: one that aims for a career (management) track as Proactive Staff (PAS) and another that values personal time and avoids overtime as Basic Income Staff (BIS). For management roles, there are also two courses available – a core track for leadership positions and an expert track for those with advanced specialized knowledge and skills – allowing each individual to shape their career according to their strengths.

Job Rotation

Every year, employees have the opportunity to submit a 'Career Plan' within the company, in which they can express their preferences—including job rotation. In addition, departments that require talent have implemented an internal recruitment system that welcomes applications from any employee, with all available positions posted on the company intranet for everyone to view.

Reemployment

We have built an alumni network to actively promote the reemployment of former employees – with 'alumni' referring to those who have left or resigned from the company. By leveraging this network, former employees who left due to life events such as childbirth or childcare are now making valuable contributions through reemployment.
Additionally, to facilitate the continued contribution of senior talent, we have introduced a contract-based reemployment system. Employees wishing to return after retirement who meet certain criteria can work as contracted employees.

Support for Obtaining Qualifications

We actively support our employees in obtaining certifications to foster their autonomous growth. For general employees who acquire the qualifications specified by our company, a qualification allowance ranging from ¥2,000 to ¥160,000 per month is provided based on the difficulty of the certification.

In-house Scholarship for Pursuing a Degree

We have established a scholarship program to support employees in acquiring cutting-edge and advanced specialized knowledge and skills by pursuing academic degrees. For employees who wish to enroll in educational and research institutions such as universities or graduate schools, both domestically and internationally, we provide scholarship funds covering (1) certification exam fees, (2) entrance examination fees, (3) enrollment fees, (4) tuition fees, and (5) transportation expenses (including travel costs).

Subsidy Program

Childcare Support Program

We have newly introduced a system that provides an allowance of ¥10,000 per day when an employee misses work to care for a sick child, and ¥5,000 for a half-day absence. Previously, if paid leave was exhausted, salaries were reduced according to the number of days absent; however, with this new system, support funds are provided even when no paid leave remains.

Childcare Fee Subsidy Program

For employees who return to work having taken fewer than 150 total days off before and after childbirth, childcare fee subsidies are provided from the month of their return until the month in which their child turns three.

Subsidy for Comprehensive Medical Check-ups

At our company, employees aged 35 and older can opt for a comprehensive medical check-up in place of the annual statutory health screening, with the company covering a portion of the cost.

Support for Certification Acquisition

We actively support our employees in obtaining certifications as part of their autonomous development. In addition to covering exam fees for the relevant qualifications, we have also established assistance programs for enrollment fees and tuition for both classroom and online courses aimed at certification attainment.

Our Approach to Wage Levels

Based on the principles of labor compensation, living security, the market value of labor, and both internal and external equity, we strive to offer competitive wages that are in line with our financial situation.

Realization of Equal Pay for Equal Work

Our company ensures that factors such as gender, gender identity, or race do not affect employee selection or wage decisions, thereby providing equal opportunities for all employees.
We will continue to promote a work environment that satisfies diversity and inclusion and continue our efforts to provide equal pay for equal work, regardless of gender or race.

Gender Wage Gap

We not only disclose our gender wage gap but also actively work towards eliminating it.
While there is no wage difference for the same work, a pay gap arises due to the following two factors.

• Firstly, women generally take longer maternity or childcare leaves and often work reduced hours, resulting in a difference in total working hours between genders.
• Secondly, women are underrepresented in management positions compared to men. ^※1・2

To address the gender wage gap, we have implemented support measures for working parents—such as providing childcare fee subsidies to employees who wish to return from parental leave ahead of schedule, and offering assistance to those who miss work to care for a sick child. Additionally, we have set a target of achieving a 30% ratio of female managers by March 2029.

※1 Over the past five years, the proportion of female employees in our company has remained around 50%, indicating that the employment rate for women is comparable to that for men.
※2 In managerial positions, the gender wage disparity exceeds 90%, and when considering the inclusion of female managers who have taken parental leave as well as the age distribution, the overall gender gap is nearly eliminated.

Holding Management Philosophy Meetings and Distributing the CEO's Message

At our company, we hold a management philosophy meeting once a month attended by managers at the level of section heads and above, including full-time executive officers. Additionally, every Monday, the CEO personally delivers a video message to employees, thereby reinforcing our core values and fostering a sense of unity within the organization.
In 1997, when our current CEO assumed his role, he created a philosophy handbook that clearly articulated our corporate philosophy, which was distributed to all employees along with an explanatory series titled 'Reading the Nagata-Izism Volumes 1 to 4'. Additionally, it was published on our company website to advocate the importance of value-based management to society at large.