1. Policy and Basic Concept

Realizing Our Purpose

• We have defined our purpose to be to "sustain the prosperity of society, through innovation and communication". We will simultaneously realize both basic growth with our traditional strength of communication (dialogue) and disruptive growth through new social and technological innovations, and return the value we create not only to our company but also to society.
• We believe that human resources are the root source of the power to drive these old and new growth models at the same time. Our goal and reason of existence are to realize the purpose. To that end, each employee has a role, and we believe that it is a "work" or "duty."
• Our company is composed mainly of human resources (in other words, "human capital") based on recruitment in each of about 40 regions. Our value creation model has a basic structure in which the business is operated with the "human capital" as an input, and as a result, the "amplified and expanded human capital" is output to society together with profits. Also, we believe that it is the "shared value" between us and society to have people develop so-called "intellectual added value" ("intellectual capital") such as know-how and skills while working, and to have more opportunities to play more active roles in society.
• Therefore, education is the greatest theme in our company. We have been focusing on human resources development.

HR Policy

• We define material issues as the critical issues that we share with society. Diversity of human resources and work styles is the most important one. Next most important is improving the performance of human resources (quality and productivity).
• We have established a HR Policy based on those issues. This policy summarizes our human resources concept and values. We share three short key phrases company-wide: grow together, take on challenges and continue to improve. We do that to "build diverse workplaces where our employees can work with peace of mind, good health and can work as themselves" as stated in our Sustainability Policy. We also share those phrases so that our employees can convert our purpose into concrete actions in their work.
• We are aiming to make both our employees and our company more sustainable, stronger and better. We will achieve this aim by employees working with the values in our HR Policy and with our company offering support by providing opportunities and developing an environment (with job satisfaction).

Human Resource Development Policy

• Professionalization of Individuals and Organizations: We support the continuous growth of "professionals" and "leaders" required in future business environment
  • Professional Development: We provide training programs aimed at enhancing competencies widely sought in society, regardless of industry or job type, for employees aspiring to become business professionals active in the world
  • Leadership Development: We implement programs to cultivate leaders with fundamental skills and attitudes, as well as a next-generation leadership development program to nurture talent capable of leading and advancing our business.

2. Organization and Systems

Human Resources Development Promotion Organization

• We have appointed a Director in Charge of HR Development. We have established the Human Resource & Development Division under that Director. This organization comprehensively plans, designs and builds education and personnel systems.
• We have established a Learning Group as a permanent full-time department for training. The group proactively promotes initiatives to improve the value of human resources focused on the training of employees.

  

3. Metrics and Targets

• Priority Targets
  • Develop professionals:

    We provide training programs to strengthen the competencies widely sought after in general by society regardless of industry or job to employees aiming to become world-class business professionals.

  • Develop leaders:

    We offer a program to acquire the basic skills and stance as a leader. We also provide a next-generation leader development program to develop those who can lead and develop our business.

  • Improve the retention rate of our contract employees:

    We are optimizing personnel, evaluation and remuneration systems to create an environment where diverse human resources can work in diverse ways.

• Results and Progress
  • Investment in training to develop human resources:

    We are aiming to increase investment in training to develop human resources by 0.03% from the current level of 0.3% of sales in 2021 to 0.33% by 2025.

    The level in 2023 was 0.42%. We have achieved our target for 2025 ahead of schedule.
    In addition to our existing investment in employee training and development, we plan to strengthen sustainability-related training programs going in the future. To enhance human capital, we will continue investing in AI and technology-related training, a key initiative under our Medium-Term Management Plan 2028. Through these efforts, we aim to achieve a 100% employee adoption rate of generative AI by 2028.

  • Female leadership:

    We are aiming for a percentage of female employees in officer positions of 25% and a rate of female employees in management positions of 30% by 2031.

    The rate of female employees in officer positions was 18.2% and the rate of female employees in management positions was 25.5% in 2025.

4. Human Resources Development and Training Organization

• Based on our Human Resource Development Policy, "Professionalization of Individuals and Organizations," we promote talent development to foster the growth of both individual employees and our businesses

Company-wide Education Program

• *1: Supervisors are responsible for the management and supervision of contact centers to improve their performance. They manage and monitor the progress of business, give guidance to communicators*4, escalate the response and develop the environment.
• *2: Leaders are responsible for supporting communicators based on the instructions of supervisors. Specifically, they are responsible for Q&A sessions, new business training lecturers and some OJT.
• *3: "Career Map System" is our unique system designed for career formation and human resource development, and requires employees to take mandatory trainings out of "career map training" for each position.
• *4: The role of communicators is to provide support to end users through the telephone and e-mails in contact centers.
• *5: The telecommunications training is for communicators who provide support by telephone.
• *6: The e-mail communicator training is for communicators who provide support by e-mail.
• *7: We give the details of the elective business course skills, career development, thematic and job-specific training separately in the "Elective Training" item.
• *8: We developed the new division manager training and environment training and human rights training with external professional educational and training bodies.
• *9: Including contract employees and temporary employees

Partners with educational institutions

• In addition to the training programs we are developing independently, we are partnering with educational institutions to develop and deliver joint training programs for staff members.
• We are providing training together with GLOBIS Corporation, which has a business school under its umbrella, for executive managers, middle managers and next-generation leaders.

Three-year Training Program from Entry as a New Graduate Employee

• Trainings for New Graduates: We design training programs to help new graduates cultivate self-driven growth. Our three-year program includes initial new graduate training (covering business etiquette, work methodologies, operational practice, etc.) and annual follow-up sessions at the end of each fiscal year (reviewing the past year and planning actions for the next) during the first to third years. We also provide role-specific training aligned with organizational changes and e-learnings to supplement daily work skills development.
• New Graduate Development Supports: We designate the first three years after joining the company as a development period, providing comprehensive support not only within the assigned department but also with HR support. Until the third year, we assign trainers as mentors to each new graduate, formulate individual monthly development plans, and conduct regular follow-up meetings with HR.

Training Program upon the Recruitment of Contract Employees (Mainly at Contact Center Locations)

• Talent Pipeline
  • We have put information on the talents of all our employees into a database. We are building a Talent Management Process to recruit, develop utilize and promote excellent human resources.
  • We provide the "Next-Generation Leader Development Program" to secure the next-generation of management and executive talent. Through the multi-layered trainings outlined below, from 2019 to 2025, an average of 43% of participants have been promoted to the position of general manager or above, and an average of 63% advanced to the next grade or position. This has led to the continuous development of next-generation leaders.

    Training	Aims	Selected Attendee
    GMS Training(Globis Management School)	Develop an understanding of key theories and frameworks across various domains required for business leaders, and acquire the skills to apply them effectively.	Expert level employees within group companies
    Cross-border Circuit	Expand horizons through cross-industry networking Deepen understanding of one's company and self Discover new possibilities through diverse perspectives
    Assessment Training	Develop managers and leaders who will demonstrate their capabilities over the long term Assess the thinking and behavioral capabilities of managers and leaders	Assistant manager level employees within group companies
    Middle Management Program	Acquire the management skills required of business leaders Cultivate a company-wide management perspective	Senior managers and managers within group companies
    Executive Management Program	Acquire the skills and mindset required for top business leaders to drive sustainable corporate growth amid intense environmental change	Business unit directors, division managers and deputy division managers

  • In particular, we have introduced an independent enhancement program for the pipeline to female managers.
    • Pipeline management by division for management positions of manager and above
    • Pipeline management by division for those with managerial potential but who have yet to reach a management position
    • Since 2020, we have been conducting the Executive Mentorship Program, aimed at nurturing female candidates for managerial positions. Over the past six years, 84 individuals have participated in the program, from which 21 have been promoted and 15 have been promoted to managerial positions (as of March, 2026).

5. Personnel System

Basic Personnel System Structure

Jobs exist as the division of roles to realize the corporate philosophy. We have established the evaluation criteria according to the jobs. We then determine the rank and remuneration according to the evaluation.

• Jobs
  • We define jobs as the roles expected to realize our corporate philosophy. In addition, we initially set the hierarchical level value ("grade") from the responsibilities and scope of the job.
  • There are two types of job: clerical positions and management positions. Management positions consist of line management positions and professional positions.
• Evaluation System
  • We evaluate employees from the two aspects of job performance and competency.
  • Job Performance: We set individual performance targets for each role based on the company plan at the beginning of the period, and evaluate achievement at the end of the period. In addition to daily operational support, we conduct mid-term reviews during the period to confirm progress toward goals with supervisors, providing advice for goal achievement and revising targets as necessary. After submitting a final report at the end of the period, we hold evaluation meetings with the supervisor to discuss the final assessment and future initiatives. By completing this annual performance management cycle, we evaluate job performance and promote employee improvement and growth.
  • Competency: We evaluate "the actions taken to achieve results" based on the competency dictionary defined for each role and grade. Through the annual competency assessments, we identify individual strengths and areas for improvement based on behavioral characteristics, linking these findings to future behavioral change. By completing this annual talent management, we promote future career development and appropriate personnel placement.
• Remuneration System
  • We determine basic remuneration according to each employee's grade, performance evaluation and competency evaluation.
  • We determine bonuses based on the overall evaluation of the individual and the performance of the company.

Expansion of the Personnel System for Contract Employees

Approximately 90% of our entire group consists of contract employees. Making it easier for contract employees to work is an important theme for our group.

• Jobs
  • In addition to our regular grade system, we have introduced additional grades for highly ambitious contract employees. We have increased the number of steps to promotion. This has created a gentle slope suited to work styles.
  • We have introduced a Specialist Course for those working as contract employees. We have developed an environment where we can provide those with diverse aspirations opportunities to further their careers on an equal basis.
  • We have introduced a system to employ those who satisfy conditions such as having been with us for at least six months as indefinite-term employees based on their wishes. We did this before the introduction of the legal system for it.
  • We have introduced a career advancement program for employees to transition to permanent positions and provide comprehensive support and training, resulting in the promotion of many fixed-term employees to permanent employment.
• Evaluation System
  • We also pay a lump-sum performance allowance twice a year to contract employees in addition to officers and other employees according to the degree of performance achievement company-wide.
  • The content of the feedback is focused on mentoring aspects rather than instructive aspects based on the characteristics of the daily work that supports our contact centers. We have introduced special training for evaluators to help them provide such feedback.
• Remuneration System
  • We also pay a lump-sum performance allowance twice a year to contract employees in addition to officers and other employees according to the degree of performance achievement company-wide.
  • We give long-term service awards to employees who have worked with us for a long time.
  • We have structured remuneration for contract employees to cover a wider range of diversity than the remuneration system for full-time employees.
    • We have established items that were taken for granted and difficult to evaluate as evaluation items. Those items include enthusiasm and other areas of work attitude, lateness, absenteeism and other work conditions, and length of employment. We now have an evaluation system capable of thoroughly evaluating work styles in terms of working hard with a positive attitude.
    • In the case of leaders and other management positions, we also evaluate how they interact with their subordinates.
    • We have hourly wage and monthly wage systems. We operate the hourly wage system by fairly understanding the time employees work at the minute level.

Company-wide Personnel System Measures

• Assistance Services
  • We have set up a counselling room where employees can discuss work-related concerns.
  • We have set up an assistance and application service for the disclosure and correction of personal information.
  • We have set up an internal and external (lawyer) contact points based on the whistleblowing system to widely accept grievances relating to unfair practices and harassment.
    Human Rights Whistleblower System (Human Rights and Other Areas of Compliance and Harassment)
• Mentoring System
  • System for mentoring available to all employees.
• Professional Job System (Specialist Courses)
  • We have established specialist courses that aim to enhance the careers of employees working in contact centers while utilizing their strengths in addition to working in the style determined by our company. We are expanding the diversity of work styles with this course. As a result, we are discovering people with skills in various fields. At the same time, we are improving job satisfaction and increasing the retention rate.
  • We review what is considered appropriate for the specialist courses from among various jobs. We have currently established approximately 60 types of specialist courses.
    List of Specialist Courses
• Flexible Work Systems
  • Flex-time work system:
    • We have introduced a fully flexible work system with no core time.
  • Mobile work system:
    • We have introduced a mobile work system to raise productivity, improve the health of employees and to increase their level of satisfaction with life. This system allows employees to choose their optimal environment where they will work to suit their work circumstances and individual lifestyles.
  • Region-specific work system:
    • We have introduced a system that allows employees to choose a way of working without being subject to relocation. The aim of this is to create workplaces that support the work-life balance of employees so that they can work with peace of mind.
  • Extra job and work systems:
    • We have introduced a Double Job System as a system to do an extra job within our company and a Double Work System for extra work outside our company. All employees other than contract employees are eligible for these systems. The purpose of these systems is to increase the skills and income of our employees.
    • The Double Job System enables employees to do an extra job outside the division to which they belong.
    • The Double Work System guarantees the freedom of job choice premised on consideration for legal working hours. Therefore, we basically do not prevent employees from using of this system.
  • Work share system:
    • We have introduced a system for managers to assign "substitutes for the same duty." The purpose of this system is to reduce the workload on managers who utilize shortened working hours due to constraints on their work style for some reasons such as childcare, nursing care, their own medical treatment, pregnancy and infertility treatment.

6. Career Support

• Certification Assistance System:
  • We have introduced a system to assist with the cost of taking and renewing certifications. The aim of this is to support the improvement of skills in individuals and to enhance the organization overall. This system currently applies to more than 160 qualifications.
    List of Certification Assistance System
• Open Recruitment System
  • We have introduced an open recruitment system. The system matches the needs from divisions with the transfer needs of employees to increase the fluidity of personnel over the whole organization and to better ensure we place the right person in the right place.
  • Even contract employees can use this system depending on the job. We have also established jobs that allow contract employees to apply to become full-time employees at the same time as applying for the position.
• Career Counselling
  • Nationally-qualified employee consultants provide career counselling to develop the careers of contract employees.
• Job Rotation
  • We implement job rotation, taking into account employees' past assignment records, as an opportunity for diverse experiences. In 2025, 84 individuals were transferred.

    Record of Transfer

    	FY2023	FY2024	FY2025
    Number of Transfers	87	61	84

• Open Company (Formerly Internships)
  • We provide a workshop program for students to learn how to address issues for clients. This is an opportunity to experience business through our operations. In FY2025, 18 students participated in this program.

    Participant achievements

    	FY2023	FY2024	FY2025
    Number of Transfers	122	158	18

7. Data

Hierarchical Training

• Record of Hierarchical Training Attendance by Full-time Employees

  Training	Attendees	Number of Attendees
  		FY2023	FY2024	FY2025
  New graduate training	New employees	43	34	28
  Mid-career employee entry training	New employees	30	12	21
  Training when an employee is promoted to being a full-time employee	Those being promoted to full-time employees	62	1	14
  First-year follow-up training	New employees	42	32	28
  New associate training	Young employees	89	43	31
  Second-year follow-up training	New employees	36	40	31
  Third-year follow-up training	New employees	24	34	35
  New expert training	Young employees	162	76	60
  New general manager training	Pre-management position employees	124	95	39
  New management training	Management position employees	33	45	56
  Human resources management training	Management position employees	36	29	37
  New division manager training	General managers and division managers	23	3	15
  Total		704	444	395

• Record of Hierarchical Training Attendance by Contract Employees

  Training	Attendees	Number of Attendees
  		FY2023	FY2024	FY2025
  Supervisor training	Contact center supervisors*1	127	36	51
  Leader training	Contact center leaders*2	689	433	477
  Operations management training*3（Ⅰ/Ⅱ/Ⅲ）	Contact center leaders to supervisors	946	119	113
  Work procedures	Contact center supervisors*1	-	182	146
  Task Management	Contact center supervisors*1	-	153	128
  Labor Management Training Ⅰ	Contact center supervisors*1	-	146	158
  PDCA	Contact center supervisors*1	-	154	128
  Total		1,762	1,223	1,201

  • *1: Supervisors are responsible for the management and supervision of contact centers to improve their performance. They manage and monitor the progress of business, give guidance to communicators*4, escalate the response and develop the environment.
  • *2: Leaders are responsible for supporting communicators based on the instructions of supervisors. Specifically, they are responsible for Q&A sessions, new business training lecturers and some OJT.
  • *3: "OPM" is our proprietary contact center management system. The "OPM Training (Levels I/II/III)" consists of a three-tier training program designed to develop deeper understanding through learning OPM implementation practices and case studies.
  • *4: The role of communicators is to provide support to end users through the telephone and e-mails in contact centers.

Elective Training

• Record of Training Attendance by Selected Employees

  Training	Attendees	Number of Attendees
  		FY2023	FY2024	FY2025
  Executive management program	General managers and division managers	9	4	4
  Innovation training	Management position employees	8	-	-
  Middle management training	Management position employees	7	8	3
  Professional Training	Management position employees	16	8	-
  Technovate Strategy Training	Management position employees	25	-	-
  Assessment Training	Mid-level employees	-	19	10
  AI/DX Talent Development Training	Mid-level employees and above	-	17	-
  Cross-Border Rotation Program	Specialist employees	-	19	5
  GMS Training	Specialist employees	-	-	15
  Total		82	58	37

Self-development Training (Elective Training)

We provide 108 elective training courses to improve business skills and job-specific skills, to acquire theme-specific knowledge, and to develop careers.