Transforming Talent Capabilities to Support Business Transformation

「従業員の企業価値向上への意識およびエンゲージメントを高めるとともに、優秀な人材の確保・定着を図ることを目的として、「株式給付信託（J-ESOP）」の導入に向けた検討を開始（2026年６月）」

「The Company and its consolidated subsidiary サクサテクノ株式会社 implemented the Next Career Support Program to optimise and strategically reallocate personnel, with 138 people using the program against a recruitment target of 120 people in September 2026.」

「We recruited new graduates to secure future core personnel for the Group. A total of 48 people, including approximately 30% women, joined the company in April 2026, achieving the planned number of hires.」

「During the interim consolidated accounting period, 43 prospective employees across the Group were offered positions to join the company in April 2026, with women accounting for 30% of the total. … During the interim consolidated accounting period, we hired 32 people for career positions including IT engineers, systems engineers, business development, corporate planning and manufacturing operators, including prospective employees.」

「The company considered the direction of the grading and compensation systems under the new personnel system for DX talent, and began detailed design work toward launching operations in the second half of fiscal 2025.」

「Began developing a system to train DX talent, with the aim of becoming a supporter of DX promotion for small and medium-sized enterprises (August 2024).」

「In addition, as a specific initiative, the Diversity & Inclusion Promotion Committee, established to create new value by leveraging diverse talent and foster an organisational culture of mutual respect, conducted career design training for mid-career and leadership-level female employees (December 2023).」

「As one of its initiatives, the Diversity & Inclusion Promotion Committee, established to create new value by leveraging diverse talent and foster an organisational culture of mutual respect, conducted career design training for younger female employees (September 2023).」

「Regarding Changing Governance, as part of initiatives to promote women's participation in the workforce, we revised the childcare-related systems established by each Group company by extending the period during which reduced working hours for childcare may be used, making leave to care for a sick child paid, and extending the period during which such leave may be taken, thereby developing a workplace environment in which women can work with confidence over the long term. We also promoted the introduction of telework systems at Group companies that had not yet introduced them, as well as initiatives to improve the operation of telework systems at Group companies where they were already in place.」

「As part of the activities of the Diversity & Inclusion Promotion Committee, established in November 2021 to create new value by leveraging diverse talent and foster an organisational culture of mutual respect, we held a Diversity & Inclusion Seminar for managers across the Group to promote understanding and adoption of initiatives to advance women's participation in the workforce (November 2022).」

「During Phase 1, from November 2021 to September 2022, we began initiatives focused on changing awareness of D&I and promoting women's participation in the workforce. We conducted a survey to understand the current status of the Group, organised the issues and considered solutions, while also promoting communications activities for employees of each SAXA Group company to raise awareness of these initiatives. With a view to further promoting women's participation in the workforce, Phase 2, beginning in October 2022, is being pursued as the implementation phase for solutions to issues common across the Group, with the aim of promoting women's participation in the workforce.」

「In addition, to create new value by leveraging diverse talent and foster an organisational culture that embraces diversity and mutual respect in pursuit of further growth, we established the Diversity & Inclusion Promotion Committee.」

「Based on the recommendations for measures to prevent recurrence set out in the report of the Special Investigation Committee, which we disclosed in the 7 October 2020 Notice Regarding Receipt of the Special Investigation Committee's Investigation Report concerning issues including inappropriate accounting at the Group, we disclosed Measures to Prevent Recurrence on 16 November 2020 and an Improvement Report on 4 December of the same year, and have been implementing the following 9 improvement measures since December.」

「② Corporate culture reform ⑥ Implementation of personnel rotation ⑦ Strengthening of internal audits ⑧ Strengthening of the internal whistleblowing system」

「To expand growth businesses, we will develop human resources who are willing to learn independently and take on challenges as part of a transformation of the corporate culture, as well as human resources focused on improving frontline responsiveness to change, and will promote a shift in mindset toward developing products and services from the customer's perspective.」

「To achieve the medium-term management plan, we will develop and secure human resources capable of responding to changes in the business structure and business transformation.」

「To achieve the medium-term management plan, we will develop and secure human resources capable of responding to changes in the business structure and business transformation.」

「To achieve the new medium-term management plan, we will develop and secure human resources capable of responding to changes in the business structure and business transformation.」

「To achieve a qualitative transformation of human resources in response to changes in the business structure, we will actively strengthen human resource development and secure the talent required for business transformation.」