PERSOL Group Human Capital Report
01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles

January 2024

Goal for value creation

Introduction

01

01 Introduction
01

Goal for value creation

02

PERSOL Group’s vision structure

03

Business of the PERSOL Group04

Contents / Editorial policy

05 Message
07 Our approach

Creating better work opportunities
for one million people by 2030
by expanding human possibilities

13 Activities

At the PERSOL Group, we are guided by our corporate philosophy of “Providing
45 Foundations
50 Articles

Opportunity, Individual Growth, and Social Contribution.” As “Career Well-being” Creation
Company, our objective is to expand human possibilities and create one million better work
opportunities by 2030, thereby achieving our Group Vision of “Work and Smile.”

Providing diverse
work styles

More options,bringing more
opportunities

Creating work
opportunities

Enhanced skills,
creating more
opportunities

Providing learning
opportunities

PERSOL HOLDINGS CO., LTD. Human Capital ReportPERSOL Group’s vision structure

Introduction

02

01 Introduction
01

Goal for value creation

02

PERSOL Group’s vision structure

03

Business of the PERSOL Group04

Contents / Editorial policy

05 Message
07 Our approach

Group Vision

Group Vision

Work and Smile

13 Activities
45 Foundations
50 Articles

Who we want to be
Working life is a journey ofgrowth and creation.
We all have big dreams, andthere are many different paths to success.
Thus, we need to make our own
choices from a range of diversified
work opportunities.
Our vision is to enrichsociety so that all work
leads to lives of happiness.

Who we want to be(The society the PERSOL Group wants to realize)(What the PERSOL Group aims
to be like as a company)

A “Career Well-being”
Creation Company

A “Career Well-being”
Creation Company
Expanding the possibilities of each individual
and the freedom of working,and increasing the happinessfor both individuals and society.

Five Core Principles(The values that the PERSOL Group seeks
all employees to act and deliver on)

Authentic

Customer-Focus
Teamwork

Professional

Innovative

Corporate Philosophy(Significance of the PERSOL Group’s existence)

Providing Opportunity

Individual GrowthSocial Contribution

PERSOL HOLDINGS CO., LTD. Human Capital Report

Business of the PERSOL Group

Introduction

03

01 Introduction
01

Goal for value creation

02

PERSOL Group’s vision structure

03

Business of the PERSOL Group04

Contents / Editorial policy

The PERSOL Group provides diverse services related to both people and organizations,
including temporary staffing services, career change services, IT outsourcing, designand development, and more. We aim to realize our vision of “Work and Smile” bysincerely and carefully assisting working individuals and leveraging customer contacts

and trust that have been created with our people as the starting point. Moreover, we
are actively working on developing next-generation innovations through the fusion ofpeople and technology, and expanding our services overseas, mainly in the
Asia Pacific region.

05 Message

PERSOL Group’s business segments
07 Our approach

R&D FU*

13 Activities
45 Foundations

Scope of business

50 Articles

Staffing SBU*BPO SBU

Technology SBU

Career SBU

Asia Pacific SBU

We engage in thebusinesses of temporary
staffing and temporary
job placement ahead of
permanent employment
in a wide range ofbusiness categories andindustries, with a focus
on the clerical andadministrative staffing
domain where we boast
an industry-leading
market share.

We provide businessprocess outsourcing(BPO) services in a wide
range of businesscategories, including
clerical work,
recruitment, callcenters, IT and businessconsulting, as well as
operational improvements
created using state-ofthe-art technologies.

We engage in engineer
dispatching, freelancer
permanent placement,
design, development,
and business consulting
businesses in
IT/engineering andmanufacturing
technology domains.

We operate a wide arrayof businesses centeredon our permanent
placement business andrecruitment media
business, including
businesses that support
the recruitment of a wide
range of personnel, fromyoung to high-end
personnel, businesses
that support side jobs
and freelancers, andcareer transition(outplacement) support.

We operate a
temporary staffing
business, a permanent
placement business,
and an HR solution
business, which areamong the largest in the
Asia Pacific region.

We seek out and createbusinesses in new
domains, such as thedevelopment of new
digital products and theimplementation of
incubation programs.

Specialized
Services

We engage in businesses
including a consulting
business centered on
surveys, research, andthe development ofpeople, organizations,and management,
as well as a training
business, a businesssupporting theemployment of workers
with disabilities, and a
venture capital business.

Main brands* SBU: Strategic Business Unit, FU: Function UnitPERSOL HOLDINGS CO., LTD. Human Capital ReportContents / Editorial policy

Introduction

04

01 Introduction
01

Goal for value creation

02

PERSOL Group’s vision structure

03

Business of the PERSOL Group04

Contents / Editorial policy

05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles

Introduction

Activities
Achieving Career Well-being

Foundations

Goal for value creation

13

02

PERSOL Group’s vision structure

14

Engagement

03

Business of the PERSOL Group16

Career ownership

46

Governance that supports human capital

19

Corporate health management

47

Director and executive compensation system

20Work style reform

48

21

Shared Group Vision

Group HR structure andcoordination framework

22

Staff well-being

49

Development of HR personnel

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realization ofcareer well-being in society

04

Contents / Editorial policy

Message05

Message from the CHRO

06

HR policy

Our approach07

Initiatives to maximize the value of human capital

30

Enhancing technology-oriented
human resources

31

Recruitment and training
by CoE organization

08

Milestones

09

PERSOL Group Mid-term Management Plan 2026

10

Human capital strategy

11

Overview of human capital initiatives

34

12

PERSOL human capital by the numbers(Fiscal year ended March 2023)

35

Talent management

40

DI&E

45

Systems and structures that support theGroup's human capital

01

Articles50

Dialogue 2: Conversation with an expert

54

Contributor: PERSOL RESEARCH AND
CONSULTING Co., Ltd.

Building the foundations for diverse
human resources to lead active roles

Editorial policy
This report is a communication tool based on the theme ofhuman capital, which is the PERSOL Group’s greatest asset
and the source of value creation.
It summarizes the details and results of our initiatives in
specific and quantitative terms, along with the approaches
and ideas we deem important based on the humancapital policy set forth in PERSOL Group Mid-termManagement Plan 2026.
We hope it will help our shareholders, investors,
and a wide range of other stakeholders gain a better
understanding of the PERSOL Group’s human capital
initiatives. At the same time, as a company engaged incomprehensive HR services, we hope to see significant
progress worldwide in disclosures focused on humancapital. We would be pleased for this report to be used as apractical example.
In addition to this report, more detailed information
for some topics may be found in our securities andintegrated reports and on the PERSOL Group website(https://www.persol-group.co.jp/en/). Please refer tothese in conjunction with this report.
The feedback we receive on the report will be used tofurther enhance our activities.

Reporting period and scopeThis report covers the fiscal year ended March 2023
(April 1, 2022 to March 31, 2023).
However, it also mentions periods before and after this period
when necessary.
Referenced guidelines and reports• Human Capital Visualization Guidelines (Cabinet Secretariat)• Report of the Study Group on Improvement of
Sustainable Corporate Value and Human Capital(Ministry of Economy, Trade and Industry)• Report of the Study Group toward Achieving Human CapitalManagement (Ministry of Economy, Trade and Industry)PERSOL HOLDINGS CO., LTD. Human Capital ReportMessage from the CHRO

Message05

01 Introduction
05 Message
05

Message from the CHRO

06

HR policy

We will promote Group human capital management based on
the “Advanced HR Showcase” policy.

07 Our approach
13 Activities
45 Foundations
50 Articles

Providing opportunity and supporting
individual growth

The PERSOL Group has set forth a commitment tosocial contribution through providing opportunityand supporting individual growth in our corporate
philosophy. We are developing various services
related to both people and organizations as weengage in our business activities.

Seeking to become a “Career Well-being”
Creation Company

This year marks 50 years since the founding ofTempstaff Co., Ltd. We announced our Mid-termManagement Plan 2026 (the “Plan 2026”) as a new
step for the next 50 years of the Group’s operations
and put forward becoming a “Career Well-being”
Creation Company as our vision for 2030. Having
both diverse businesses and human resources
as our strengths, we will work to create value
for the future as we strive to create better work
opportunities by expanding the possibilities ofworking individuals. Through these efforts, we hope
to realize the Group Vision of “Work and Smile.”

Accelerating human capital management as
the engine of business growth

We believe that ensuring our employees andtemporary staff can “Work and Smile” is paramountfor achieving the Group Vision. As such, we havepositioned human capital as the engine for businessgrowth within the Plan 2026 as well.
To promote Group-wide human capitalmanagement, we have established the “Advanced
HR Showcase” as HR policy shared across theGroup. As the source of a company’scompetitiveness shifts to people, human capital
initiatives are growing in importance and degree ofdifficulty. When it comes to difficult challenges, wewill study the results based on our hypotheses andutilize them in our next pursuit. We believe it is our
mission as an industry leader to work on andcommunicate experimental personnel management,
and we have incorporated that into the policy.
The publication of this Human Capital Reportis one of the initiatives of the Advanced HR
Showcase. We hope it will provide an opportunity
for investors and various stakeholders to learn
about the PERSOL Group’s human capital initiatives.

Hirotaka Mino
Executive Officer and CHRO, PERSOL HOLDINGS Co., Ltd.
Joined Intelligence (now PERSOL CAREER Co., Ltd.) in 1999.
In 2013, he assumed the position of general manager of thecompany’s HITO Division, where he brought about reform of
the HR Division, training, hiring, and personnel system andpromoted principle-based management. In 2017, he became
an executive officer (in charge of human resources) of Temp
Holdings Co., Ltd. (now PERSOL HOLDINGS Co., Ltd.). He
has served in his current position since April 2020.

PERSOL HOLDINGS CO., LTD. Human Capital ReportHR policy

Message

06

01 Introduction
05 Message
05

Message from the CHRO

06

HR policy

Advanced HR Showcase
07 Our approach
13 Activities
45 Foundations
50 Articles

Since 2016

The PERSOL Group Vision of “Work and Smile” focuses on working
individuals and respects their diverse values. The aim is to realize asociety in which individuals make their own choices from a range ofdiversified work opportunities and all careers bring smiles.
In the worldview of the PERSOL Group, each and every employee
is nothing less than this concept of a “working individual.” To makethis worldview a reality, we continue to work on forward-thinking
personnel systems and measures.
When people are seen as individuals, they forge relationships
of mutual trust and mutual contribution with the companies andorganizations they belong to and work together in a highly engaged
manner to realize a management vision. To make this happen, we
observe the states of people and organizations, make them visible,
and proceed with scientific analysis.
Furthermore, as we move toward individual values in thisage of uncertainty, we will continue to support individuals andorganizations that aspire to grow while sincerely communicating
the need to continue adapting to the changes of the times andembracing those changes.
We believe it is our mission as an industry leader to conduct,
propose, and disseminate experimental HR solutions to theemployment and labor challenges faced not only in Japan but
also across the world. We aim to lead society as an advanced HR
showcase and carry out sincere and scientific HR policies that we
can introduce to our customers.

HR policies based on the Five Core Principles

Authentic

Fair and just HR that
respects diversity andcomplies with the law

Customer-Focus

HR that recruits anddevelops employees who
are trusted by customers

Professional

Development of highly
specialized and autonomous
employees

Teamwork

Realization of optimal hiring,placement, and training forthe entire Group

Innovative

HR that is not bound by
precedent, grasps reality, andreasons from a clean slate

PERSOL HOLDINGS CO., LTD. Human Capital ReportOur approach

01 Introduction
05 Message
07 Our approach
07

07

Initiatives to maximize
the value of human capitalInitiatives to maximize the valueof human capital08

M ilestones

09

P ERSOL Group Mid-termManagement Plan 2026

10H uman capital strategy

11O verview of human capital
initiatives

12

P ERSOL human capital by the
numbers (Fiscal year ended
March 2023)

13 Activities
45 Foundations
50 Articles

Since its founding, the PERSOL Group has worked toincrease the value of its greatest asset, namely its
human capital, which consists of its employees andtemporary staff.
The PERSOL Group Mid-term Management Plan
2026 positions human capital as one of the engines ofbusiness growth and calls for accelerated efforts toachieve the value creation goals set by the Group.
PERSOL HOLDINGS CO., LTD. Human Capital ReportMilestones

Our approach

08

01 Introduction
05 Message
07 Our approach

In 2016, the PERSOL Group established a structure for Group companies to work
together to promote human capital management, and since that time, we haveadvanced our human capital initiatives under the slogan, “Advanced HR Showcase.”

Going forward, in response to changes in social structures and values around personal
work styles, we will drive value creation by becoming a Group where diverse humanresources, including temporary staff, can can achieve Career Well-being.

07	Initiatives to maximize the valueof human capital08

Milestones

09

P ERSOL Group Mid-termManagement Plan 2026

10H uman capital strategy

11O verview of human capital
initiatives

12

P ERSOL human capital by the
numbers (Fiscal year ended
March 2023)

2016
Formulated the first Group Mid-term HR Plan
under the new HR structure

2019
Rolled out DI&E*2 Group-wide2023
Launched Group Mid-term HR
Plan 2026

Reformed the structure for coordination among theGroup, SBU/FU, and company HR roles with theaim of promoting HR policies across the entire
Group. Formulated the first Group Mid-term HR
Plan. Released the Group HR Rule Book setting out
Group-wide HR policies, formulated a Group-wide
HR development system, and started theintegration of core HR systems.

Released the DI&E initiative policy Group-wide
in Japan with the aim of creating anenvironment where everyone can thrive.
Subsequently lifted the ban on multiple jobs
liberalized the dress code, and introduced
flexible work schedules. In 2021, formulated a
DI&E policy, including overseas, and establishedthe Gender Diversity Committee.

In addition to setting ”Work andSmile” index targets linked to theGroup’s materiality such as thepercentage of women in managerial
positions and the percentage of
eligible men taking childcare leave,
formulated new Group Mid-term
HR Plan under the theme “TalentManagement for Managers.”*2 DI&E: Diversity, Inclusion & Equality

13 Activities
45 Foundations

2016

2017

2018

2019

2020

2021

2022

2023

50 Articles

2017
Expanded Group-wide HR policies

2020
Accelerated initiatives to improveengagement

2022
Strengthened human capitalmanagement for temporary staff

With the aim of promoting employees’
career ownership*1, launched@ (atto) Training, a Group-wide open
recruitment-type training program,and the Career Challenge program, aGroup-wide open recruitment-typetransfer program. Started selective
training programs (Mirai Shijuku andMirai Gijuku) for Group managers.

Formulated and released the Group
Mid-term HR Plan 2023 centered on thetheme of “Engagement.” Standardized
stress checks across all Group companies
among other corporate health management
initiatives. In 2021, expanded theengagement survey that was previously
conducted in Japan to overseas sites.

Established the Staff Well-being
Committee, which visualizes the
PERSOL Group’s human capitalmanagement for temporary staff anddeliberates on important matters related
to human capital disclosures, among
other duties. Formulated principles andpriority themes in the temporary staffing
domain and an impact path indicating
the road map to value creation.

*1 Refers to the willingness and action of individuals to take ownership of theirown careers.

PERSOL HOLDINGS CO., LTD. Human Capital ReportPERSOL Group Mid-term Management Plan 2026

Our approach09

01 Introduction
05 Message

08

M ilestones

09

P ERSOL Group Mid-termManagement Plan 2026

10H uman capital strategy

The PERSOL Group has drawn up a Value Creation
Story for 2030 to provide even greater value andachieve business growth in anticipation of futurechanges in the environment. At the same time, we
formulated PERSOL Group Mid-term Management
Plan 2026 (fiscal year ending March 2024 to fiscal
year ending March 2026) backcasted from this story.
We are guided by our corporate philosophy of“Providing Opportunity, Individual Growth, and Social
Contribution.” As a “Career Well-being” Creation

11O verview of human capital
initiatives

Group Vision

07 Our approach07	Initiatives to maximize the valueof human capital

12

P
 ERSOL human capital by the
numbers (Fiscal year ended
March 2023)

13 Activities

Company, our objective is to expand humanpossibilities and create one million better working
opportunities by 2030, thereby achieving our Group
Vision of “Work and Smile.”
To achieve this, our management direction is to
evolve into a technology-driven HR service company.
In line with this management direction, we haveidentified three capabilities as our competitive
advantage: the capability of recruiting people throughdigital media, the capability of connecting people

Work and Smile

The society the PERSOL Groupwants to realize

Who we want to be

A “Career Well-being” Creation Company

What the PERSOL Group aims to
be like as a company

Materiality

with organizations by matching job seekers with job
openings, and the capability of designing businesses,
as exemplified when designing overall business
operations, such as in our BPO business.
We will continue to strengthen our efforts
with human capital, technologies, and learning
positioned as the engines that will accelerate ourbusiness growth.

Providing diverse work styles

Creating work opportunities

Providing learning opportunities

Foundation of value creation

Creating better work opportunities for one million people by 2030 by expanding human possibilities

45 Foundations
50 Articles

Direction of management

Technology-driven HR service company
Capability of connecting people
with organizations

Competitive advantages
to enhance

Capability of recruiting people

Business operation

Staffing

Business growth engines

Human capital

Technologies

Learning

Corporate philosophy
Significance of thePERSOL Group’s existence

Providing opportunity

Individual growthSocial contribution

BPO

Technology

Capability of designing businesses

CareerAPAC

PERSOL HOLDINGS CO., LTD. Human Capital ReportHuman capital strategy

Our approach

10

01 Introduction
05 Message
07 Our approach07	Initiatives to maximize the valueof human capital08

M ilestones

09

P ERSOL Group Mid-termManagement Plan 2026

10H uman capital strategy

11O verview of human capital
initiatives

12

P ERSOL human capital by the
numbers (Fiscal year ended
March 2023)

In the PERSOL Group’s Mid-term Management Plan
2026, we have positioned human capital as one of ourbusiness growth engines, and we have identified thefollowing three strategy components for accelerating
our efforts: (1) achieving career well-being, (2)enhancing technology-oriented human resources, and(3) building the foundations for diverse humanresources to lead active roles.
In the “achieving Career Well-being” component,
we will focus even more on improving employee
engagement through measures to advance careerownership and health, as well as improving the wellbeing of temporary staff to help them realize theirown way of working.

In the “enhancing technology-oriented humanresources” component, we will build a comfortable
work environment for specialized human resources(personnel systems, etc.), enhance our hiring
capabilities through improved recruitment
branding, promote reskilling/upskilling through awide range of specialist programs, and increase thenumber of technology-oriented human resources tomore than 2,000 people.
We believe that advancing these two initiatives
will create a virtuous cycle, since they are in amutually reinforcing relationship: increasing
engagement strengthens recruitment and retention,and increasing the number of technology-oriented

13 Activities
45 Foundations

Human capital policy

Visionhuman resources will improve operational efficiency
and engagement.
Underpinning these two initiatives is the third
component, “building the foundations for diverse
human resources to lead active roles.” Our efforts
here include further advancing DI&E measures,increasing the percentages of women in managerial
positions and eligible men taking childcare leave, andtaking on the challenge of cultivating top leaders
through diverse talent management measures.
Through these three components, we will strive todrive value creation by being an organization where
diverse human resources including temporary staﬀ
achieve Career Well-being.

Becoming an organization driving
value creation where diverse humanresources achieve Career Well-being

50 Articles

We will drive value creation
by becoming a Group where
diverse human resources
including temporary
staff achieve Career Well-being.

1

Employees and temporary staff

Components

2

Enhancing technologyoriented human resources

Achieving Career Well-being

Recruitment and development

3

Building the foundations fordiverse human resources to lead active roles
DI&E and talent management

PERSOL HOLDINGS CO., LTD. Human Capital ReportOverview of human capital initiatives

Our approach

11

01 Introduction
05 Message
07 Our approach07

Initiatives to maximize the valueof human capital

08

Milestones

09

PERSOL Group Mid-termManagement Plan 2026

10

Human capital strategy

11

Overview of human capital
initiatives

12

PERSOL human capital by the
numbers (Fiscal year ended
March 2023)

13 Activities
45 Foundations
50 Articles

Direction of management

Human capital
investment plan
(total for 3 years)
12,000 more
employees
Strengthen
recruitment ofsales, planning, andtechnology
positions
Science of
employeeturnover rateand study of
reduction measures

Approx. 200
billion yen inhuman capital
investment
Employee benefits
such as wage
increases:
Approx. 50
billion yen
Education
investment:
Approx. 3.5
billion yen
Increase inshare-based
compensation
scheme:Approx. 3.5
billion yen
Cost ofadditional hires:
Approx. 140
billion yen

Technology-driven HR Service Company
Competitive advantages

The types ofvalue we create

Business (SBU)

Capability of recruiting people Capability of connecting people with organizations
Capability of designing businesses

Staffing

BPO

Technology

CareerAsia PacificSocial value

VisionBecoming an organization driving value creation where diverse human resources achieve Career Well-being
Components ofhuman capital

Achieving
Career
Well-being

Targets for fiscal year ending March 2026

Key themes

Initiatives

Promoting career ownership behavior

Expansion of cross-Group transfer systems, etc.

(compared to actual results for fiscal year ended March 2023)“Work and Smile” index

Strengthening corporate
health management

Integration of health checkup data, etc.

Creating work opportunities for
temporary staff and “Creating fans”

Visualization of initiatives as
an impact path and strengthening of them

70.4% (actual)

Creating better work
opportunities forone million
people by 2030

Economic value

75.0%(2026/03 target)

Fan index*1

57.9% (actual)(under consideration)
Net sales

Enhancingtechnologyoriented
human resources

Securing sufficienttechnology-oriented human resources

Improving environment and strengthening
recruitment capabilities through CoE organization
Supporting employee reskilling/upskilling

1.5 trillion yen
Technology-oriented human resources*2

Approx. 1,500 (actual)

2,000

Adjusted EBITDA (IFRS)

Building thefoundations
for diverse
human resources
to leadactive roles

100 billion yen or more

Number of leaders who have been developed*3

Developing next-generation businessleaders with a mid- to long-term perspective

Strengthening selective measures for
department managers and section managers

Turning all Managerial
Employees into Best Leaders

Reducing the workloads of managers
and implementing new training measures

Percentage of women in managerial positions*4

Increasing the percentage of managerial
positions filled by women and encouraging
eligible male employees to take childcare leave

Monitoring KPIs for each SBU/FU andstrengthening activities of Group-wide subcommittees

Percentage of men taking (one day or longer) parental leave *Realizing diversification of jobs
and work styles for people with disabilities

Expanding employment through“widening” and “deepening”

Number of employees with disabilities*6

Cumulative total of 7,000 over 3 years

24.4% (actual)

30.8%

ROIC

5

64.8% (actual)
2,417 (actual)

15% or higher

100%

4,000

Dividend payout ratio(compared to adjusted EPS)

Governance that supports the PERSOL Group's human capital
Corporate governance

Respect for human rights* 1 Actual results for the fiscal year ended March 2023 are calculated using figures tabulated by PERSOL TEMPSTAFF Co., Ltd.
*2 Targets are set for employees of Group companies in Japan, and actual results are tabulated.
*3 The number of leaders who have been developed indicates the total number of those who received the training for managers provided
across Group companies in Japan. It does not include the number of those who received training for managers that is provided
individually at each SBU/FU or company.
*4 Targets are set for employees of Group companies in Japan, and actual results are tabulated. However, some companies that have not yet
completed the introduction of a common human resource management system for Group companies in Japan are excluded. Actual results
for the fiscal year ended March 2023 are as of April 1, 2023, and targets for the fiscal year ending March 2026 are as of April 1, 2026.

Approx. 50%

Occupational health and safety*5 Targets are set for employees of Group companies in Japan, and actual results are tabulated. Indicates the percentage of
employees whose spouses gave birth or opted for adoption during the relevant fiscal year who used childcare leave orused the program of leave for childcare purposes during that fiscal year.
*6 This is the number of persons with disabilities included in the Group’s report on the employment status of persons withdisabilities in accordance with the procedures of the special-purpose subsidiary system. The target value may berevised in the future in consideration of changes in the number of companies covered in the statistics (22 companies asof May 2023), changes in the number of employees of the overall Group, and changes in the statutory employment rate.

PERSOL HOLDINGS CO., LTD. Human Capital ReportPERSOL human capital by the numbers (Fiscal year ended March 2023)

Our approach

12

01 Introduction
05 Message

State of human capital that supports the PERSOL Group

07 Our approach07

Initiatives to maximize the valueof human capital

08

Milestones

09

PERSOL Group Mid-termManagement Plan 2026

10

Human capital strategy

11

Overview of human capital
initiatives

12

PERSOL human capital by the
numbers (Fiscal year ended
March 2023)

13 Activities
45 Foundations
50 Articles

Number of consolidated employees*1

66,94437

2%33,206

Hiring and separation

Number of hires (new graduatesand mid-career by gender)

New graduates

1,012(557 men, 455 women)

6,161

33%

24%

Building the foundations for diverse human resources to lead active roles

Vision empathy index*4

79%

Percentage of
remote work*6

57%

Rate of turnover*3

Presenteeism*7

10%

Approx. 4,600

30s

40s

(2,832 men, 3,329 women)

Mid-career

PERSOL CROSS TECHNOLOGY Co., Ltd.

29%

11%

54%

Approx. 143,500

20s or younger

50s

Men

46%

PERSOL TEMPSTAFF Co., Ltd.

Age breakdown

60s

Number of employees in Japan

Women

Number of temporary staff*2

Average age

21.8%* 1 The figures include employees at the Asia Pacific SBU.
*2 Estimated number of workers per month*3 Unlimited term employees only
*4 The figure shows an average ratio of respondents answering either of the twohighest choices on a five-point scale regarding a question on empathy with the
PERSOL Group Vision of “Work and Smile.”

Career ownership index*5

Averagehours of overtime

17

HR development

Total number ofparticipants in training

51%

Number of persons with
reduced working hours

972

68,565Training
hours per person

17

Number of approved applications for multiple jobs*8

1,010*5 The figure shows an average ratio of respondents answering either of the twohighest choices on a five-point scale regarding a question over employees’ careerownership (intention and action).
*6 The figure shows the percentage of employees who replied that they engage inremote work at least once a week. (As of September 2022)*7 Percentage of decline in performance due to poor health. The figure is calculated

by subtracting from 100% an average percentage of performance estimatedby survey subjects in the past four weeks in a survey using the Single-Item
Presenteeism Question (SPQ) with a single question developed by the Universityof Tokyo on the assumption that 100% means the level of performance without
diseases or injuries.
*8 The figure indicates the number of applications for multiple jobs approved during
the fiscal year concerned.

PERSOL HOLDINGS CO., LTD. Human Capital Report

Activities

13

01 Introduction
05 Message

Striving to improve the Career Well-being of
all our employees and temporary staff

07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Achieving Career Well-being

We define Career Well-being as the happiness and satisfaction aperson feels through their own work. We are working on initiatives
with the aim of enabling employees and temporary staff at PERSOL
to experience this Career Well-being. Based on the belief thatengagement is important for improving Career Well-being, we haveestablished five themes and are rolling out measures accordingly.
For our temporary staff, we have established the Staff Well-being
Committee to enhance our initiatives based on the two priority
themes of “Creating work opportunities” and “Creating fans”• We have established the “Work and Smile” index (employee engagement
index) as the most important HR index of the entire Group. Management, worksites, and human resources are working together to implement a PDCA cycle.
• We have established a target of raising the average score of the entire Group on
the “Work and Smile” index to 75% by the fiscal year ending March 2026. Thistarget has also been incorporated into the evaluation index for each officer.
• We launched a Group-wide scouting-type transfer system in 2023 to strengthen
support for employee career ownership*, which is key to improving employee
engagement. We will also focus on improving health, which serves as thefoundation for engagement.
• The Staff Well-being Committee established and disclosed an impact path,
which visualizes the connection between initiatives to improve the well-being of
temporary staff and the Group’s financial value.

50 Articles* Refers to the willingness and action of individuals to take ownership of their own careers.

PERSOL HOLDINGS CO., LTD. Human Capital ReportEngagement

Activities

14

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Basic approach
In our Mid-term Management Plan 2026 (“the Plan
2026”), the PERSOL Group defined its vision for theGroup as a “Career Well-being” Creation Copmany.
In conjunction with this, we newly positioned fiveitems as the key indicators of the Group (the “Workand Smile” index), consisting of the engagement
indicators we previously emphasized plus the “CareerWell-being” indicator jointly developed with Gallup,
Inc. We use our own engagement survey to monitor
their status and work to improve them. In 2022, the“Work and Smile” index reached 70.4%, three points
higher than the previous fiscal year. We believe thiswas the result of our Group-wide efforts to visualize
the status of our employees and organization basedon our engagement survey, analyzing issues, andimplementing an action plan for improvement.

For 2025, our target is to raise the average scoreof the entire Group on the “Work and Smile” index
to 75%. All this is incorporated into the evaluation
indicators for each officer to ensure that management
is united in its commitment.

Initiatives to improve engagement
The PERSOL Group has identified five key drivers asimportant elements for enhancing engagement
and Career Well-being—health, relationships,
autonomy, self-efficacy, and shared Group Vision—and has reflected them in the HR strategy
and HR measures. To measure these conditions, we
conduct an annual engagement survey in the formof an online questionnaire. In 2023, approximately
36,000 employees of domestic Group companies
and 5,000 employees of overseas subsidiaries
in 12 countries were surveyed.

“Work and Smile” index results and targets
Survey item

Positive
responses
2021

2022

2024

2025

“Career Well-being” index

50 Articles

Self-efficacy
Contributing andgrowing
through work

I enjoy the work I do in my job every day.

63.5%

66.9%

70.1%

71.7%

73.3%

I think the work I do in my job significantly improves the lives of other people
outside of my own household.

80.2%

81.0%

81.2%

81.3%

81.4%

I, personally, have many choices in regard to the type of work I can do in my life.

57.8%

62.9%

66.6%

68.4%

70.2%

Respecting
SharedandSelf-directedGroup
Visionacknowledging
career and

61.1%

62.0%

65.9%

67.8%

69.8%

I would like to make a positive contribution to my organization.

75.2%

79.1%

79.7%

80.0%

80.4%

Average for five survey statements (“Work and Smile” index)

67.5%

70.4%

72.7%

73.9%

75.0%

each other as
individuals

work style

HealthWork
stylereform

My job provides me great motivation.

Organizational
development

Relationships

AutonomyEngagement index
45 Foundations

The PERSOL Group’s engagement drivers

Careerownership
supportTargets2023

We have also come up with creative ways to use
the survey results. For example, the results not only
provide scores for each survey item but also offers atool to analyze the relationship between the “Workand Smile” index and the five key drivers. In addition,using a text mining tool that classifies open response
items according to their content allows the survey
results to be utilized to identify issues for both theGroup as a whole and each company.
In addition to each company's human resources, thereports are provided to work site managers, creating anenvironment in which managers can use the reports
to understand and improve conditions in their own
organizations. We are also expanding the use of thesurvey by holding lectures for our human resources tolearn how to read results and analyze issues.

Physical andmental well-being

DI&E

Corporate
healthmanagement

PERSOL HOLDINGS CO., LTD. Human Capital ReportEngagement

Activities

15

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

34

Recruitment and training by
CoE organization
Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations
50 Articles

Example survey analysis

Every year, management, human resources, and worksites establish and implement specific actions toimprove engagement based on the survey results.
At the Human Resources Committee, which
discusses the Group’s important personnel matters,
the officers in charge of each business present
specific action plans for improving engagement in theorganization for which they are responsible, and they
engage in deep discussions by sharing ideas. Human
resources takes the lead at each company inidentifying issues by organization and questions
according to the aforementioned report and linking
them to measures. Some individual companies havecreated opportunities for managers to share survey
results with their team members and discuss
issues and improvement measures for their own
organizations. In these and other ways, the entire
Group is working to improve engagement.

One of the issues from the survey results was
improving work engagement. Our analysis showedthat it correlated with employees’ career ownership.
Further analysis has also revealed that the key toincreasing career ownership is behavioral support.
We have developed various initiatives up to now to
support employee career ownership, including an
open recruitment-type internal Group transfer system
and an environment that supports multiple jobs.
Based on the results of a series of analyses, weestablished a new scouting-type transfer system in
2023 to better support employees’ career behavior.
We are increasing employees’ career ownership while
utilizing engagement surveys in our initiatives.

Initiatives at each SBU/FU* (Excerpt)* SBU: Strategic Business Unit, FU: Function Unit

Staffing• Implement career training with the aim of
personalizing work and career, and form
member-led organizational improvement teams.

BPO• Establish project plans linking the projectvision and targets to the individual goals of
the team members.

goal setting and career design,
Technology • Integrate
promote transfers at the request of theindividual, and establish various career support
systems, such as those for multiple jobs.

CareerR&D• Hold career training and managers’
roundtables to provide career development
opportunities and foster the desire to take on
management positions.
• Provide support for acquiring advanced
specialist knowledge and introduce new tools tofacilitate cross-departmental communication.

Establishment of behavior indicators for managers
to increase engagement

Analysis of relationship between employee careerownership* and engagement* Refers to the willingness and action of individuals to take ownership of theirown careers.

Correlation between employee career ownershipsurvey item and engagement
Degree of correlation (correlation coefficient)with work engagement

31

PDCA cycle for action plan

0.7
0.6
0.5

Questions with lowscores despite strong
relationship towork engagement
Career satisfaction
Behavior for
career realization

0.4

Managerial behaviors that increase engagement(Engagement indicators)
Sharing of vision

Informing their team members of what is
important in their work on a daily basis

Communicationof growth
expectations

Verbally communicating expectations for teammembers’ growth

Communicating
work purpose

Thoroughly explaining what meaning the work
has for team members

Setting aside time Devoting adequate time for consultation withfor consultationteam members

0.3

Intent tobuild acareer0.2
0.1
40

Based on the hypothesis that daily managerial behaviors
affect team member engagement, we interviewed atotal of more than 80 organizations over a three-year
period to clarify the difference between managerial
behaviors at organizations that have highengagement and organizations that do not.
As a result, we were able to identify managerial
behaviors that may be effective in improving member
engagement, such as verbally communicating growth
expectations and providing feedback that focuses on
strengths. We also incorporated questions asking
whether these behaviors exist (behavioral indicators)
into the survey and performed an analysis. We foundthat statistically, there is evidence that these managerial
behaviors contribute to increased engagement.
We communicate these results to managers inGroup-wide managerial training to develop leadersthat increase engagement.

50

60
70
80
2023 score (Positive response rate)90

Note: Each dot in the graph represents an individual question asked in the survey.

Resolving issues
through dialogue

Engaging in dialogue with team members to
help resolve any problems they might face

Feedback onstrengths

Providing feedback that focuses on teammembers’ strengths

Moral support

Giving considerate words of encouragement toteam members when they are stressed or havea heavy workload

Self-disclosure
by manager

Sharing their concerns and thoughts

PERSOL HOLDINGS CO., LTD. Human Capital ReportCareer ownership

Activities

16

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

Basic approach
We have established autonomy as one of the key
drivers to improve employee engagement. We value
the approach of making our own choices regarding
work and define career ownership as the willingness
and action of each employee to take ownership of
their own careers. We also believe it is important forpeople to have career ownership and develop acareer that suits them. This approach is reflected in
the various career ownership measures that we have
implemented to date. We provide a wide rangeof support for each employee to expand their
possibilities and develop their career independently.
In 2023, we also introduced a new scouting-type
internal Group transfer system to broaden the career
options of employees and draw out their potential forfurther success. As a corporate group that creates“work,” we will continue to support the careerownership of each of our employees.

“Smyle,” a career design training program
We offer “Smyle,” an open recruitment-type training
program, to provide employees with opportunities forcareer design. “Smyle” is a portmanteau of “Smile”
and “My Style” and is meant to embody the conceptof doing “Work and Smile” in your own style.
Career design support at the PERSOL Groupis based on the notion that the three elements of“WILL,” “CAN,” and “MUST” overlap and thenincreasing that overlap.
With Smyle, the aim is to help people work
enthusiastically by having them look back on theirGroup-wide employee career ownership support programs and measures

Concept of career design support

Description

YearstartedTotal number of users(through 2023/3)

Smyle

A training program in which employees look back on their own lives(careers), verbalize their personal “WILL,” “CAN,” and “MUST,” andcreate a vision for their future.

2019/3

1,193(for team members)@ (atto) Training

A training program supporting autonomous learning to promote
employee career ownership and HR exchange across organizations(revamped in the fiscal year ended March 2022).

2018/3264 (since 2022/3)

Career Challenge

A Group open recruitment-type transfer system that allows
transfers between companies within the Group.

2018/3410 (transferees)

Job Trial

A program that allows employees to experience working at adifferent department within the Group.

2021/3684 (participants)

45 Foundations

Career Counseling

A measure to allow those interested in career consultation to speakwith a consultant.

2019/3687

50 Articles

Career Scouting

A program that allows employees to register their career history
and transfer wishes in the internal system and be scouted directly
by other departments within the Group.

2024/3—30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Program/measure

life (career) and verbalize what they will do, what
they can do, and what they must do. Furthermore,
we have prepared different programs for different
generations, focusing on the fact that eachgeneration tends to have different concerns andthoughts about their career.
We also conducted training over a four-year
period from the fiscal year ended March 2020 to thefiscal year ended March 2023 to provide all managers
with the opportunity to learn about career design
support. Starting in the fiscal year ending March 2024,
we are providing opportunities to learn the attitude
and methods of addressing team members’ career
design through career design training thatincorporates the Smyle program.

Interests:
What you are interested in
Values:What you value
Desires:
What you want to do

Expectations:
What you are required
to do
Duties:What you have to do
Role:
What you think
you should do

MUST
WILL

CAN

Resources
What youcan do andyour abilities

Connection to missions
A situation where the things that you are required to do
are aligned with the things that you want to do and thethings that you are able to do

PERSOL HOLDINGS CO., LTD. Human Capital ReportCareer ownership

Activities

17

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations
50 Articles@ (atto) Training
The @ Training program includes the acronym for
Adventure Training (AT or atto in Japanese) programand also has the double meaning of training that brings
about personal change going forward and astonishes(atto iwaseru in Japanese) the world. This training
program is designed to promote career ownership andcreate connections among employees across theorganization, supporting autonomous learning. In thefiscal year ended March 2023, 12 programs were
implemented with a total of 143 participants.
We have received feedback from employees who
have participated in this program and they havereported that it has led to a change in theirawareness. For example, in the Shi no Taiken Ryoko(A Death-experiencing Journey), a monk serves as
an instructor for a program dealing with the themeof death. It was a valuable opportunity for theparticipants to think about what they really want toleave behind when they die. We have heard from
Examples of past programs
Program/Description

Participationrate

A program for envisioning the future through Neuro-Linguistic
Programming (NLP)
Experience “an approach to the deep structure of theunconscious” utilizing NLP, a psychological approach
known as “the user manual for the brain and the mind.”
Explore the ideal future of your true self.

5.2x

A three-day, two-night forest retreat program in
Yamanakako, Yamanashi
Get in touch with your mind and body in a pristine,
untouched forest. Have a dialogue with yourself andreflect on the source of your values and what you holddear by surrendering yourself to the forest.

Career Challenge
Career Challenge is a Group-wide open recruitmenttype transfer program. Employees can apply for open
positions within the Group outside of their company
or job title, and if they pass the selection process, they
are transferred to a new position. Employees cantransfer across the Group to companies in Japan oroverseas. This system allows employees to have asense of ownership to develop their own careers andmove to action when they want to take on new
challenges or change jobs. Since the program waslaunched in 2017, the number of transferees has
increased yearly. In 2023, there were 111 transfers.
Number of positions and transferees
Number of positions

9.7x

A three-day, two-night educational island program on Osakikamijima
Island in the Seto Inland Sea
This program involves dialogues and exchanges
with island residents and high school students on
Osakikamijima Island, Hiroshima. There you can
explore your core values.

participants that it helped them realize theimportance of having the courage to choose andprovided a good opportunity to deepen their selfunderstanding and accept themselves.
We will continue to provide opportunities todevelop new perspectives on the future and careers
by creating many different programs that enable
participants to holistically reconsider their careers
from various angles that are out of the ordinary. This
includes advanced and unique workshops, crossindustry exchange programs for resolving social andregional issues, and unique regional cross-borderexperience programs.

5.1x

Number of transferees(Cases)
1,000

600

200

Sense of career ownership after using the program(Percentage of respondents, including transferees and non-transferees,
answering “Yes” on the 2024/3 applicant survey)
Do you feel that you have become
more proactive in your own careerdevelopment since participating in the
Career Challenge program?

Do you feel that participating in the
Career Challenge program has increased
your desire to proactively engage inyour own career development?

87.6%

82.4%

150

764

775

800

400

Many employees have taken on the challenge of
positions they have no experience in. In this way, weare supporting diverse career development. One
employee who transferred from a sales position to amarketing position at a Group company said, “I feel
confident working within the Group, knowing that
I can grow (in other positions) even without priorexperience.” Additionally, for recruiting organizations,this program is effectively utilized as a means tointernally source human resources who exhibit a highaffinity for the company or organization.
At the PERSOL Group, we have developed ourown internal system for supporting employees’ careerownership called CareerMill. It is one of the ways wesupport such initiatives. It facilitates operations suchas posting positions, applying for positions, andmanaging the selection process.
The PERSOL Group consists of various companies,businesses, and job types, providing a wide range ofopportunities for diverse human resources to take on
active roles. We will continue to provide opportunities
for each employee to take on the challenge oftransferring to a new position to support them intheir own unique career development.

364

467
54

97

111

120
90
60

64

30

0

0
2024/32023/32022/32021/3PERSOL HOLDINGS CO., LTD. Human Capital ReportCareer ownership

Activities

18

01 Introduction
05 Message
Case study
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

A place of learning where employees teachand learn from each other and co-create
In-house university: Temp University

Learn

Teach

CreateA wealth ofcontent andlearning methods!

Anyone can be
an instructor!

Create new ways
to learn!

A wide variety
of topics

An in-house
instructor program

Independent
seminars

Abundant video
content

Support for planningand instruction

New topic
proposals

Yasuto Furuta

Manager
Temp University Promotion Office,
HR Division
PERSOL TEMPSTAFF Co., Ltd.
Temp University concept

Case study

PERSOLKELLY (SBU: Asia Pacific)

Asia Pasific learning platform — ONE Platform

There is a deeply rooted culture of teaching and learning from each other at PERSOLTEMPSTAFF Co., Ltd. This includes employees voluntarily conducting training andworkshops with each other. In-house university Temp University was opened in April
2022 to support the learning and growth of employees, utilizing this culture.
Most of the courses are online, and anyone who wishes can serve as an in-house
instructor. In-house instructors teach 80% of the courses being offered. Some are filled
immediately after sign-ups are opened, and some have more than 100 participants.
They also have high satisfaction rates with realistic content that only a practitioner
could provide. In the year and a half since its opening, a total of 3,000 participants havetaken more than 50 courses. The participants have predominately been in their 20s and40s. In part because there have not been many training programs available to those in
their 40s and up to date, many have expressed their appreciation for having more
opportunities to learn.
While there is a growing enthusiasm for learning, often referred to as “reskilling,”
there are also quite a few individuals who are unsure of what to learn, where to learn
it from, and how to learn it. At PERSOL TEMPSTAFF, we will continue to work on
providing support to help employees think for themselves, make choices, and takeaction in their lives for their lives and learning through this place for mutual learning
called Temp University.

45 Foundations
50 Articles

PERSOL TEMPSTAFF Co., Ltd. (SBU: Staffing)PERSOLKELLY (PSK) believes that its employees are its greatest asset, and in order forthem to grow, continuous development is the key strategy.
In 2020, PSK started to build a training framework to develop competencies tocater to every individual level and need, with eight virtual workshops and programs
addressing common learning needs to enhance individual performance.
PSK officially launched PSK Learning Journey in 2021 as part of its "Learning and
Growing Together" project.
It is a structured platform with a clear framework where employees of different
functions and levels can acquire competencies and standardizes their recruitment process.
On top of that, PSK Learning Journey offers a variety of topics relevant to our industry,
such as Subject Matter Experts (SME) sharing, Legal, IT, interpersonal skills, and leadershipmodules for employees to further enhance their business acumen and skillset.
In 2022, PSK leveled up to the Learning Management System (LMS) — ONE Platform.
PSK Learning Journey has elevated the learner’s experience to not only include
virtual workshops but also e-learning modules with bite-sized videos for employees tolearn anytime, anywhere.
PSK Learning Journey — ONE Platform is now available across Asia Pacific,
meeting the learning needs of 2,400 employees as of September 2023. PSK Learning
Journey now offers a total of close to 90,000 contents, including internally developed
contents, in ONE Platform.
This progress also allows us to increase the ROI on Learning and Development year
on year.
PSK values each employee
and places great importance oncontinuous learning. As thebusiness is growing rapidly,
we believe people have tocontinue to grow anddevelop simultaneously.
We focus not only on
evaluating their current
contributions but also on
nurturing their potential for
Scene from a training program
future growth.

PERSOL HOLDINGS CO., LTD. Human Capital ReportCorporate health management

19

Activities

01 Introduction
05 Message
07 Our approach
13 Activities
13	Achieving Career Well-being

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25	 D ialogue 1: Staff Well-being
Committee roundtable29	 T oward the greater realizationof Career Well-being in society
30	Enhancing technology-oriented
human resources31	 R ecruitment and training by
CoE organization
34	Building the foundations fordiverse human resources tolead active roles
35

Talent management

40

DI&E

45 Foundations
50 Articles

Health promotion initiatives
Over a three-year period starting in 2020, we firststandardized the stress check system used throughout
the Group so that we can keep track of the mental
health of employees based on uniform Group criteria.
Moreover, in light of the increase in mental healthdisorders within the Group since the spread of remote
work prompted by the COVID-19 pandemic, we aredeveloping a digital wellness program for learning about
mental health measures and health maintenancemethods for working from home and digital work.
In addition, since 2022, we have been using an
engagement survey to identify presenteeism and create
an environment where Group companies can monitor
the status of their employees’ health. Group companies
are promoting measures in accordance with their own
circumstances. PERSOL FIELD STAFF Co., Ltd.,PERSOL FACTORY PARTNERS Co., Ltd., PERSOLWORKS DESIGN Co., Ltd., and PERSOL TEMPSTAFF
Co., Ltd. have been certified as Organizations Selectedunder the 2023 Certified Health & Productivity
Management Outstanding Organizations Recognition
Program, marking four, three, two, and two consecutive
years, respectively.

Approach to health

Case study

Ideal state
Sense ofgrowth andselfactualizationand+ Mental
physicalcondition+ (resource)

Utilization of health resources (High)

General perception of “health” (one-dimensional)
E.g., “A state of complete physical, mental, and social
well-being” (WHO Constitution)PERSOL FIELD STAFF Co., Ltd. (SBU: Staffing)

Promoting physical and mental health throughthe united efforts of employees

A state where employees
are able to manage theirmental and physicalcondition as a resource
and work in such a waythat self-actualizationand personal growth areconnected

Condition of health resources (Good)Engagement

The PERSOL Group has positioned health as one of
the foundations of engagement, launching a Groupwide initiative in 2020. When launching the initiative,
we engaged in discussions with human resources at
each company. We put together a shared vision thatstates what we want to achieve is not merely goodmental and physical health but a state in which every
employee working for PERSOL manages their mental
and physical condition as a resource and works
toward self-actualization and personal growth torealize the Group Vision.

Condition of health resources (Poor)

14

Basic approach

Utilization of health resources (Low)PERSOL FIELD STAFF has been certified as an excellent
health and productivity management corporation for four
consecutive years since 2020. It strategically promotes
health management based on the belief that maintaining
and promoting employee health is an investment that
leads to increased individual and organizational vitality
and contributes to future profitability. The representative
director is the person responsible for health management
and, coordinating with the promotion committee, external
advisors, and the health insurance union, promotes carefor the physical and psychological work environment toprevent and address both presenteeism and absenteeism.
One of the initiatives is to reduce the smoking rate
among employees. Every year, the company setsa target of 0%, holding non-smoking days andconducting e-learning training for employees to learn
about the health effects of smoking.

Our actions (in Japanese only)
In addition, PERSOL NEXTAGE Co., Ltd., which
provides employment support services for persons
with disabilities, has introduced VR-based digital
health content to support the employment andmental health of persons with disabilities, focusing
on improving their Career Well-being.
Going forward, we will continue working tointegrate the Group’s health checkup data and begin
analyzing the relationship between mental health(stress checks), physical health (regular healthcheckups), and the connection to one’s work andorganization (engagement) to further enhance healthmanagement as a Group. We will also collaborate withoutside companies and introduce experimental healthmeasures that utilize technology.

PERSOL FIELD STAFF employee target andactual smoking rates
2019

2020

2021

2022

0%

0%

0%

0%

Actual smoking rate*1 25.0% 22.0%

31.8%

22.5%

—

16.1%

Target smoking rate

[Reference]
Adult smoking ratein Japan*2

18.3%

—

* 1 Calculated once a year
*2 Excerpted from Comprehensive Survey of Living Conditions
conducted by the Ministry of Health, Labour and Welfare. Smoking
rate not surveyed in 2020 or 2021

PERSOL HOLDINGS CO., LTD. Human Capital ReportWork style reform

20

Activities

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31
34

Recruitment and training by
CoE organization
Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Basic approach
As part of our efforts to create an environment where
diverse human resources can thrive, the PERSOLGroup is working to create an atmosphere where
each employee can work autonomously without
being restricted by time or location. Group-wide
initiatives include the promotion of remote work, theintroduction of a flextime system, the in-principle
liberalization of dress codes, and the introduction of amultiple jobs program. To enhance the feasibility ofthese initiatives, we also improved the environment byintroducing a Group-wide collaboration platform andrevamping various corporate systems.
In addition, each Group company is working toestablish an environment and system that allow
employees to choose their work styles based on thecharacteristics of their respective businesses and job
descriptions. The score for the sense of self-determination

Initiatives at each Group company (Excerpt)
Operational
optimization

Core system repairs and transition to
fully remote work

Environmental
improvement

Provision of cell phones andelimination of restrictions on areaof residence

Allowance

Provision of remote work allowanceand introduction of a workcation
system (covering travel and lodging
expenses)

Attendance

Introduction of a flextime systemwith no core hours and paid leave by
the hour

Promotion ofcommunication

Implementation of organizational
sharing meetings for engagement
survey results and Community
Conditioning Program field tests

45 Foundations
50 Articles

in work styles in our annual engagement survey is also
on an upward trend. We have made solid progress increating an environment where diverse human resources
can play an active role.

Multiple jobs program
We lifted the ban on multiple jobs for all Group
employees in the fiscal year ended March 2020 toprovide employees with opportunities for personal
growth and to allow them to return their experienceand skills to society and the Group. The term multiple
jobs embodies our desire to provide multiple
environments where employees who want to utilize
the external environment for growth and use theirpersonal skills to benefit society while fulfilling theirrole at PERSOL without distinguishing between theirmain job and multiple jobs can thrive and play anactive role. During the fiscal year ended March 2023,
1,010 applications for multiple jobs were approved,
and the number of users is increasing yearly.
As the number of users increases, we have also
discovered new issues. We have heard from some
employees who say that they are unable to start
multiple jobs even if they have the requisite skills due
to difficulties in building relationships with thecompanies they would be working for andnegotiating contract work and compensation. In
response, we established a new program that allows
IT human resources to work multiple jobs within theGroup (with compensation paid separately fromtheir salary based on an outsourcing contract) in
November 2021 and began trial implementation atsome Group companies. In addition, in April 2023 wedeveloped a multiple jobs platform system that allows
for the posting of and application to multiple jobs
projects within the Group, making it widely available
to the Group’s IT human resources. This allows

employees to be involved in the operations of anotherGroup company while still working for their own
company and provides an opportunity for employees
who are hesitant to do multiple jobs outside theircompany to confidently take on a new challenge.
In the future, we will expand the scope of
employees eligible for multiple jobs within the Groupso that non-IT human resources can use this program
more widely.
Number of approved applications for multiple jobs
2020/32021/32022/32023/3

185

508

712

1,010

Annual number
of approved
applications for
multiple jobs

Note: People with multiple jobs renew their applications annually.

Percentage of respondents with a sense of selfdetermination in regard to their work styles
Q3 I, personally, have many choices in regard to the type ofwork I can do in my life.
(%)
70
60

61.0

62.3

2023/32024/3

55.7

50
40
30
20
10
0
2022/3

Note: Career Well-being indicator within PERSOL Group engagement survey

PERSOL HOLDINGS CO., LTD. Human Capital ReportShared Group Vision

Activities

21

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Basic approach
At the PERSOL Group, we believe a Shared Group
Vision is pivotal to improving engagement.
Understanding the meanings and thoughts behind
our corporate philosophy, Five Core Principles,
who we want to be, and our vision to pursue thecommon goal of what kind of world we want tocreate helps us unlock organizational achievements
and individual potential.
We communicate thesentiments embedded
in our vision structure
through our internal
portal site, company
newsletters, and amonthly all-company
email newsletter called“Work and Smile” sentout by President Wada
for the Group, events,and other mediums.

Aoyama Office at offices and external venues acrossJapan. Five representatives of the new employees
gave a presentation called “My Will” that included
topics such as what they want to do, what kind ofworking adult they want to be, and what kind ofchallenges they want to take on at the PERSOLGroup. In addition, all new employees who
participated shared with each other what kind ofworld they want to pursue and what they want to be
as members of the PERSOL Group to embody “Workand Smile.” Gathering at each company’s office or an
outside venue and connecting the locations via live
streaming made for an entrance ceremony that waseasy for everyone to participate in and built a sense ofunity as a Group.
We also implement programs for mid-career hiresthat instill in them our corporate philosophy when
they join the company, thereby giving all employees
the opportunity to have a shared understanding ofour vision.

PERSOL GROUP All Meeting

New employees watching the streaming of the joint entrance ceremony

Scene from the streaming of the PERSOL GROUP All Meeting

We hold a PERSOL GROUP All Meeting once a year toshare the Group’s philosophy centered on the Group
Vision of “Work and Smile” and to foster a sense ofunity within the Group. In 2023, we divided it into
three parts under the key message of “Learning fromthe past and going forward the future.” The first wason the past, with founder Yoshiko Shinohara covering
the 50-year history of TEMPSTAFF (now PERSOLTEMPSTAFF Co., Ltd.) from its founding to today. The
second was on the present and included the PERSOLGroup Awards recognizing employees and their workthat embody “Work and Smile,” with MVPs selectedfrom each SBU and other units giving presentations.
The third was on the future and featured a presentationby the president on the Plan 2026 and content for
sharpening the clarity of the Group’s future.

Tsunagu, a magazine for Group
communication

Joint entrance ceremony
We hold a Group-wide entrance ceremony to deepen
new employees’ understanding of the PERSOL Groupand allow them to sense their own potential and thatof the Group. In April 2023, approximately 1,500 new
employees from the Group’s 15 domestic companies
hiring new graduates participated in an online
entrance ceremony streamed from the Minami

50 Articles

PERSOL HOLDINGS CO., LTD. Human Capital ReportStaff well-being

Activities

22

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31
34

Recruitment and training by
CoE organization
Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations
50 Articles

Basic approach

Priority themes and initiatives

We implement a range of initiatives to help improvestaff’s well-being so that all temporary staff canwork with their values respected and live their lives intheir own ways. The Staff Well-being Committee,
established under the HMC* in 2023, is in charge ofstrengthening and enhancing operations related totemporary staff and submits reports and proposals
to the HMC on important matters.

Creating work opportunities
To cater to the diverse needs of temporary staff, we
attach importance to three points: (1) the creationof diverse jobs, (2) the introduction of an idea
called “fitting,” which combines job placement andcontinuous support for work, and (3) HR development.
Through these initiatives, we enable temporary staff
to continue working with good relationships withcustomers.

* Headquarters Management Committee: An assistant body to theRepresentative Director, President and CEO. Discusses basic management
policies and decisions on the execution of important operations of thePERSOL Group.

Creating fans
We will enable temporary staff to increase their trust
in and attachment to PERSOL through support that
improves their psychological safety at work, aiming to
make more temporary staff want to continue working
because they are from PERSOL. It is this relationshipof trust between the Company and staff that helps increating work opportunities.

Impact path: Path to value creation

Foundational thoughts
Our thoughts on
temporary staff
We want each individual tochoose their work style and livein their own way.
Our thoughts on
temporary work as a work style
We want the world to recognize
it as a flexible and sustainable
form of employment.
Our thoughts oncompanies and society
We want to contribute to society
by supporting companies insolving their problems.

Description of initiatives

Benefits

Effect indicators

Creating work opportunities

Improving employability

Indicators of value provided
by employment

Support for job hunting

Fitting with employers

Re-employment rate

Acquiring skills which
expand possibilities

Billing rate

Employment creation and job placement that cater todiverse needs

Support for personal development
and career building

Continuous support for work that encourages individual
choice and support for skill development and career building

Building a desired career

Period ofcontinuous employment

Creating fans

Improving psychological safety

Indicator of attachment toand trust in PERSOLSupport enabling staff to work steadily
with peace of mind

Diversifying work styles

Fan index

Creation of an environment in which temporary staff feel thatthey want to continue working at PERSOL

Increasing job satisfaction
Reducing work-related risks

PERSOL HOLDINGS CO., LTD. Human Capital ReportStaff well-being

Activities

23

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Support for job hunting
We provide various services to help employees findand choose work styles that are appropriate for theenvironment and the values of individuals as well as
their desired jobs any time on their own.
“Job Checkit,” a portal site for searching jobs basedon various criteria
Job Checkit, which has one of the largest numbers ofjob postings in the industry, allows users to search forjobs based not only on job requirements but also on
various other information such as job description,
employer characteristics, and required skills. Temporary
staff can find a job that suits them from a variety
of standpoints.
In the fiscal year ended March 2023, the portalsite pages were viewed approximately 180 million
times, representing an increase of roughly 10% overthe previous fiscal year.
Job Checkit (in Japanese only)
Job Checkit portal site
(PERSOL TEMPSTAFF Co., Ltd.)
Total number of page viewsin fiscal year ended March 2023

Approx. 183.01 million
Total number of users visiting the site
in fiscal year ended March 2023

Approx. 7.91 million“Temp App,” a job support app
We released Temp App for temporary staff to support
them in working as temporary staff and finding
jobs for temporary staff. The app facilitates smooth
employment-related procedures. In addition, to help
temporary staff find better jobs, we combine the useof technology, such as that for the accumulation andanalysis of skill and preference data, with human
support that includes counseling interviews andtailored job offers aligned with the employer's needs.
Temp App (in Japanese only)

Support for personal development andcareer building
We will proactively invest in HR development tosupport knowledge enhancement and skill
development, which are necessary for individuals toachieve their desired career, and work to implement
educational measures and visualize skills.
Initiatives to boost the personal development andcareer building of temporary staff
We provide temporary staff with free e-learning
courses in various fields, from Microsoft Office
software such as Word, Excel, and PowerPoint,
business etiquette, and basic knowledge oflanguages, trade, and accounting to career andemployment support, information security, andfinancial literacy. We also provide training for
temporary staff who wish to acquire more specialized
knowledge or learn a broader range of fields, offer
programs such as outside language schools, andsubsidize the cost of acquiring specific certifications.

Initiatives to expand possibilities for those
without experience
PERSOL TEMPSTAFF offers a service called“funtable,” which allows people to pursue full-time
employment at the client company while earning
stable income based on an indefinite temp contract
with PERSOL, even if they do not have any experience.
During the process of pursuing full-time employment,
we provide tailored training based on each individual’schallenges and goals and conduct regular career-related
interviews. “funtable” is an independent initiative of
PERSOL, and the number of workers in the fiscal year
ended March 2023 was up approximately 70% fromthe previous fiscal year.
funtable (in Japanese only)

In addition, PERSOL CROSS TECHNOLOGY Co., Ltd.
offers a service called “U_29,” which provides basic
online IT training and hands-on training to temporary
staff in their 20s, including those without IT
experience. The aim is to help them choose theemployment type and workplace that suits them,including full-time engineers. The number of people
hired in the fiscal year ended March 2023 was up
approximately 10% from the previous fiscal year.
U_29 (in Japanese only)

50 Articles

PERSOL HOLDINGS CO., LTD. Human Capital ReportStaff well-being

Activities

24

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Support enabling staff to work steadily
with peace of mind
We will create a better work environment for temporary
staff by providing diverse options regarding work hours
and places of work, handling risks and compliancematters, and taking other measures.
System allowing for flexible work hours
and locations
PERSOL TEMPSTAFF has a system called“FlexibleCAREER” that allows people to choose
the working hours that suit them best according
to their desired income and the timing or length of
employment, such as three to four days a weekor five to seven hours a day.
FlexibleCAREER (in Japanese only)
Moreover, if the infrastructure at the temporary staff’s
workplace is not adapted for remote work, we provide
support as necessary by lending them PCs andperipherals so they can work remotely. Outsourcing
staff* can also reduce the burden of commuting by
utilizing a Job Share Center where they can work
close to their homes.
* Staff engaged in outsourcing services, regardless of employment type or job title

Job Share Centers (in Japanese only)

Average monthly number of workers at Job
Share Centers
244

250

208

200
150

137

100

Creating a system to ensure people areglad they work for PERSOL
Recognition of temporary staff that embody “Workand Smile”
PERSOL TEMPSTAFF holds the Staff Awards torecognize temporary staff from all over Japan that
embody “Work and Smile,” the vision that PERSOL
hopes to attain.

5002021/32022/32023/3

Health support for people to enjoy a stable mental
and physical condition at work
PERSOL CROSS TECHNOLOGY has introduced an
online healthcare service that checks the mental
health condition of temporary staff and provides careas needed. PERSOL TEMPSTAFF also has a function
on its Temp App for temporary staff that allows themto easily discuss any problems they may come up
against while working.
In addition, both PERSOL TEMPSTAFF andPERSOL CROSS TECHNOLOGY have partnered with aservice that provides house calls and after-hours care.
The service provides free medical consultations totemporary staff and their families. This system ensures
follow-up care is available in the event of an illness.

Hosts of online awards ceremony held in April 2023

Staff Awards (in Japanese only)
Initiatives to enhance time and life outside of work
We hold online dialogue events to share informationfrom temporary staff with children and provide aforum for discussing concerns. We also organize
events such as cooking and yoga classes, where staff
members can connect while enjoying their hobbies,
and offer tickets to private performances of the
Takarazuka Revue or games for Pacific League
baseball / Women Empowerment League soccer
so that they can enjoy leisure time with family andfriends and feel refreshed.

50 Articles

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 1: Staff Well-being Committee roundtable
01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Activities

25

Aiming for a world where all temporary staff
can work in their own way
The Staff Well-being Committee implements various initiatives so that temporary staff can workwith their values respected and live their lives in their own ways. Committee members, who arein charge of different projects on a daily basis, gather to discuss the world they hope to realize
through committee activities, the thoughts they put into the activities, and future challenges.

Kiyoshi Maeda

Tatsuya Ando

Executive Officer
General Manager of BPO Business
Planning & Management Division
PERSOL TEMPSTAFF Co., Ltd.

General Manager of Career
Promotion Division I
PERSOL TEMPSTAFF Co., Ltd.

45 Foundations
50 Articles

Chiaki Nakatsubo
General Manager of Online
Marketing Division
PERSOL TEMPSTAFF Co., Ltd.

Akiyo Tsuchimoto

Shigeko Goto

Asuka Yamakawa

General Manager of Staffing
Planning Division
PERSOL TEMPSTAFF Co., Ltd.

Executive Officer
General Manager of Service
Strategy Division
PERSOL CROSSTECHNOLOGY Co., Ltd.

Expert, HR Planning Department,Group HR Division
PERSOL HOLDINGS Co., Ltd.

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 1: Staff Well-being Committee roundtable

Activities

26

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Purpose of establishing the Staff
Well-being Committee

Promoting the worldview ofworking in your own way
Tsuchimoto: What was the backgroundbehind establishing the cross-SBU Staff
Well-being Committee in January 2023,
and what is its purpose?
Goto: The services of each company of
the PERSOL Group are centered on
people. We aim to create a society
where people can achieve well-being
through their work. At PERSOL, thisenvisioned future also applies to our
temporary staff. This desire has been
implicitly understood throughout theGroup for some time, but until recently

Facilitator

Akiyo Tsuchimoto
45 Foundations
50 Articles

Expert, HR Planning Department, Group HR Division
PERSOL HOLDINGS Co., Ltd.
Joined the Company in 2023. Centered on her
work in the Staff Well-being Committee, she is incharge of human capital investment, promotion ofGroup-wide measures, and information disclosure
at the PERSOL Group.

it had not been verbalized. The term“human capital management” hasrecently been the focus of muchattention. The beliefs we have held as amatter of course and the services wehave provided embody precisely what
human capital management means.
This committee was established tovisualize and communicate PERSOL’s
human capital management bothinternally and externally, thereby
expanding a shared understanding andaccelerating PERSOL’s further growth.
Ando: The significance of thiscommittee lies in visualizing theinvisible asset of human capital,
specifically temporary staff. It also
serves as a guiding force for translating
the guidelines of the entire Group
into action. What PERSOL must
communicate and provide is aworldview where each individual canwork in their own way by increasing thenumber of options for work styles andworkplaces. For the entire Group to
move in that direction, this committee
must take the lead in involving thecompany and urging action.
Nakatsubo: To work in your own way
is a PERSOL-esque worldview, isn’t it?
All employees share the desire passed
down from our founder Yoshiko
Shinohara of wanting people toexperience happiness and enrich theirlives through their work. With theattention placed on human capitalmanagement today, PERSOL willcommunicate a message thatwill help many people gain a correctunderstanding of the temporary
staffing work style. This will allow themto choose the temporary staffing work
style as an option for working in theirown way. I hope we can take the leadin fostering such a worldview.
Yamakawa: I feel the same way.
Recently, there has been growinginterest in job-based employment, evenin Japan, where the job description isclearly defined in the contract between
companies and human resources. I think
one of the options for work styles isthat of temporary staff, where you canchoose where to work and improveyour skills while utilizing your expertise.
In fact, the level of compensation
for temporary engineering staff iscomparable to that of full-time
employees. Through the activities ofthis committee, I hope to create asociety where choosing temporary
staffing is seen in a more positive light.
Results of committee activities

Producing a road map showingthat well-being leads tocorporate value
Tsuchimoto: The committee established
two priority themes: “Creating work
opportunities” and “Creating fans”
Why did you choose these themes?
Ando: PERSOL aims to realize the Group

Shigeko Goto

General Manager of Staffing Planning Division
PERSOL TEMPSTAFF Co., Ltd.
Joined the PERSOL Group in 1992. She joined thecompany as a coordinator and then became asales representative, accumulating roughly 20
years of sales experience. Today, she is involved ina wide range of operations, including educational
services and engagement enhancement.

Vision of “Work and Smile” not only byproviding places to work but also by
providing career support such as
educational programs. These themes
were established as priorities for that(please refer to page 22). Under“Creating work opportunities” we aredeveloping various service domains tomake choosing the most suitable work
style easier. Also, “Creating fans” refers tobuilding lasting relationships by ensuring
psychological safety during employment
and creating attachment to PERSOL. By
putting these two things into practice, we
aim to increase the number of people
who want to work with PERSOL.
Nakatsubo: PERSOL TEMPSTAFF isfocused on ”Creating fans.” Up to now,
we have been introducing jobs basedon matching work conditions and skills.
PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 1: Staff Well-being Committee roundtable

Activities

27

01 Introduction
05 Message
07 Our approach
13 Activities
13	Achieving Career Well-being
14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25	 D ialogue 1: Staff Well-being
Committee roundtable29	 T oward the greater realizationof Career Well-being in society
30	Enhancing technology-oriented
human resources31	 R ecruitment and training by
CoE organization
34	Building the foundations fordiverse human resources tolead active roles
35

Talent management

40

DI&E

45 Foundations
50 Articles

Tatsuya Ando

General Manager of Career Promotion Division I
PERSOL TEMPSTAFF Co., Ltd.
Joined the PERSOL Group in 2005.
As a coordinator, he was mainly involved in
temporary staffing services. He now utilizes thatexperience in his work of introducing jobs to job
seekers all over Japan.

However, we now place importance on
including the values that job seekers
find important in their work as anelement of the matching process. With
this, we aim to introduce jobs that allow
people to work steadily with a senseof fulfillment over the long term. If
temporary staff members play an activerole in their workplaces, it will ultimately
lead to the business growth of the clientcompany and, by extension, contributeto society. I also think that “Creatingfans” is an important theme for creatinga virtuous cycle where people choose
PERSOL TEMPSTAFF when they wantto consult with someone about work.
Tsuchimoto: The committee visualized
the assumption that human capital
initiatives aligned with the two priority
themes would lead to financial value
and disclosed it as an impact path(please refer to page 22). What was the
response to this?
Maeda: I believe we have received acertain level of positive feedback. I
would say that PERSOL has shown thata firm commitment to the concept ofwell-being, which at first glance isdifficult to link to corporate or financial
value, will produce a road map leading
to business growth.
Yamakawa: It’s also important to notethat linking human capital to financial
value has made it easier for PERSOL
to make human capital investment
decisions. We were also mindful of theconnection with non-financial value in theimpact path. For example, at PERSOLCROSS TECHNOLOGY, to which I
belong, we support individuals who want
to become engineers without priorexperience and also assist senior citizens
who want to keep working as engineers
even after retirement age. The engineer
population itself is small, and there is a
shortage of human resources at every
company, so increasing the number ofoutstanding engineers is appreciated bycompanies. These initiatives bring smiles
to both the working individuals andcompanies. These efforts are good
examples of non-financial value
supporting the expansion of our sharein the temporary staffing market or
the creation of financial value.
Detailed impact path

Ando: It would be great if othercompanies besides PERSOL would also
follow this kind of disclosure and help
revitalize the industry, wouldn’t it? Also,
if job seekers could look at the impact
path of each company and choose thecompany they want to work for basedon the differences, I think the staffing
industry would become more vibrant.
That, too, would be good. I believe
there is significant value in PERSOL
having taken the lead in this.
Emerging issues

Change in mindset essential forboth working individuals andcompanies
Tsuchimoto: The committee has been
doing activities for about a year now.
Are there any issues that have come tothe surface?
Maeda: I believe there’s still a lot morethat PERSOL can do to create a place
where people who can only work for alimited number of days or hours due tovarious circumstances can work in theirown way. In the case of outsourcing,which I am in charge of, thesubcontractor operates and manages
everything from work procedures toallocation of personnel and training. In
other words, people can create theirown work style. In other words, people
who could not work before can now
work. That means we can create new

employment opportunities. This is anarea in which we excel, so I hope tofocus efforts here.
Yamakawa: We also have to change
mindsets in addition to creating
new employment opportunities. If
companies still have the perceptionthat temporary staffing equals cheap
labor, then I would like to cultivate amindset where they pay appropriatecompensation for the results andvalue generated by people working,regardless of whether they aretemporary staff or not.
Goto: That mindset is also necessary for
temporary staff themselves to have.
Objectively recognizing where yourskills and achievements are being
manifested will also give you a better

Asuka Yamakawa

Executive Officer
General Manager of Service Strategy Division
PERSOL CROSS TECHNOLOGY Co., Ltd.
Joined the PERSOL Group in 2002. After working inpermanent placement operations, she worked in thetemporary staffing business for roughly 10 years. In
the temporary staffing business, she is in charge of awide range of operations, including IT, marketing,and temporary staffing-related human resources.

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 1: Staff Well-being Committee roundtable

Activities

28

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

idea of your salary goals. I believe it’s
important to communicate thesignificance of having a future-oriented
career perspective.
Ando: This is very important if wewant people to continue working for
PERSOL. Without trust and confidencein PERSOL, finding out what values andcareer views people have would be
difficult. I feel that we need to not only
listen but also build relationships basedon mechanisms such as fitting (pleaserefer to page 22) and career support.
Nakatsubo: Another issue is that
temporary staff have had few
opportunities to think about theircareer paths, so I’m trying to create
digital touchpoints where they caneasily seek advice. Also, as with thisdisclosure of human capital, I think thefact that there are so many temporary

Chiaki Nakatsubo
45 Foundations
50 Articles

General Manager of Online Marketing Division
PERSOL TEMPSTAFF Co., Ltd.
Joined the PERSOL Group in 2004. After working in
IT operations since 2015, she was appointed to head
the Online Marketing Division, which oversees theplanning and management of digital services.

staff around who have a vision for theirown careers provides a positive
stimulus. We need to increase
opportunities for temporary staff toshare values and thoughts with eachother to create an environment andatmosphere where perceptions canchange. I want to create an environment
where people want to take on new
challenges with our encouragement.
Future aspirations

Changing social values
concerning temporary staffing
Tsuchimoto: What are your aspirations
for the future as the committee
continues its activities?
Nakatsubo: We decided to disclose thecurrent situation with the impact pathdisclosure. So, we’re disclosing not justthe good figures but also the slightly
lagging ones, such as the return-towork rates for childcare and nursing
care leave, which need improvement.
This also reflects our determination toearnestly work on improving thesefigures, so I want to work steadily on
them, tackling them one step at a time.
Goto: When considering businessadvantages and competitiveness,showing our hand posed risks, suchas imitation by other companies or
new entries into the market. We only
disclosed this information after muchdiscussion in the committee, and now

that we have done it, we must be
prepared to work on making thenecessary improvements.
Ando: To realize PERSOL’s vision of“Work and Smile,” we need to expanda shared understanding and involve
people both inside and outside thecompany. Toward that end, I think there
was a desire to start with self-disclosure
or taking action ourselves. I believe wemust expand understanding of thecommittee’s activities to the next
generation so that this committee cancontinue in the long term.
Yamakawa: We should continuously
communicate the results and figures
showing how much progress has been
made on the items disclosed. I hopeto grow the committee so that it isinfluential enough to change society’svalues concerning the work style oftemporary staff. It would be great if
this committee were able to makeproposals to the national government
when laws are being revised and atother such times.
Maeda: That’s the stuff of big dreams,
isn’t it? I know this is an internalmatter, but I think it’s challenging tocontinuously engage in committee
activities across SBUs while eachmember handles their core work. At
the same time, though, discussing thelong-term vision of the Company is avery meaningful activity. It’s hard work,
but I think keeping up these activities
without stopping is essential.

Kiyoshi Maeda

Executive Officer
General Manager of BPO Business Planning &Management Division
PERSOL TEMPSTAFF Co., Ltd.
Joined the PERSOL Group in 2001.
After participating in the launch of PERSOLPROCESS & TECHNOLOGY Co., Ltd, which
specializes in outsourcing, he transferred to
PERSOL TEMPSTAFF. He is currently in charge ofback office divisions in the BPO business.

Goto: You’re exactly right. I think it was
great that the launch of the committee
allowed conversations with people fromother SBUs, which led to us realizing a lotof things. I think we were able to broaden
our horizons through dialogue withcommittee members who have different
perspectives from our own. I hope active
discussions like this committee’s will
spread throughout the Group.
Tsuchimoto: Being able to cometogether and share our ideas has been amemorable experience for me. I believethat growth will come out of passionate
desires about the kind of world we want
to strive for and create. Let’s engage
in dialogue with each other and growthis committee into one that has asignificant impact on society.
PERSOL HOLDINGS CO., LTD. Human Capital ReportToward the greater realization of Career Well-being in society

Activities

29

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations
50 Articles

Our thoughts on Career Well-being“Work and Smile” global survey

Of the five categories of well-being, the PERSOLGroup places particular emphasis on career wellbeing, defined as the happiness and satisfaction aperson feels through their own work.
In working to improve people’s career wellbeing, our aim is to create a society in which all
people have work opportunities and choices andare able to make decisions on their own, as well asa world in which all careers bring well-being andsmiles—both to the faces of people who work andthose around them.

In 2020, we began to conduct the “Work and Smile”
global survey every year via the Gallup World Poll,*a public opinion poll, jointly with the Well-being forPlanet Earth Foundation. In this survey, we ask
questions about three elements which we havedefined as Career Well-being indicators—workexperience (pleasure and fun), the evaluationof work (social contribution and a feeling of
meaningfulness), and self-determination in work—tomeasure and visualize the degree of achievement of“Work and Smile.” This survey and other researchdemonstrate that a subjective feeling of enrichment
in one’s work contributes to improving individual
work engagement and performance. As theimportance of human capital grows, we continue torecognize the importance of improving people’s
Career Well-being, and we will continue to promote
initiatives to foster it in society.

Domains of Well-being*

PhysicalWell-being

Act freely in good mental
and physical health.

Financial
Well-being

Receive adequate
compensation that satisfies
your expectations. Manage
your assets on your own.

Career
Well-being

Achieve happiness in your career
based on the understanding that
not only work but also your life
constitutes part of your career.

Social
Well-being

Survey results in Japan (Percentage of respondents
who answered “yes” and global ranking)Q1 Do you enjoy the work you do in your job every day, or not?
95th 77.1 %1st survey
103rd 72.8 % (-4.3 pts)
2nd survey
97th 76.6% (+3.8 pts)
3rd survey
Q2 Do you think the work you do in your job significantly improves

the lives of other people outside of your own household, or not?

Build lasting, considerate
human relationships.

2nd survey

46th

3rd survey

Community
Well-being

Build a community, such as inyour neighborhood, with yourrelatives or friends, and at
school or your workplace.

* As defined by Gallup, Inc., the U.S. company that conducts the world's
largest public opinion poll

87.1 %
79.1 % (-8.0 pts)
7th 85.9% (+6.8 pts)
5th

1st survey

Q3 Do you, personally, have many choices in regard to the type ofwork you can do in your life?

1st survey
2nd survey
3rd survey

31st 73.5 %56th 69.2 % (-4.3 pts)
38th

73.3% (+4.1 pts)

Note: Survey periods were February 2020 to March 2021 (1st survey), June 2021
to March 2022 (2nd survey), and June 2022 to June 2023 (3rd survey).

Career Well-being AWARDS 2023
by PERSOLWe held the Career Well-being AWARDS 2023
by PERSOL. The awards recognize people who
envisioned and selected their career voluntarily,
took action, and, as a result, embodied CareerWell-being most successfully in the past fiscal year.
The footage of the award presentation ceremony
was shown nationwide via YouTube as well as ona television program.

Launching a postdoctoral fellowshipwith the University of Oxford in the UK
The PERSOL Group has partnered with the
University of Oxford to launch a postdoctoral
fellowship in 2022. Fellows use the “Carrer
Well-being” index in research to gain a deeper
understanding of Career Well-being. Dr. George
Ward, who also serves as a Junior Research Fellow
at the University of Oxford’s Somerville College,
has been selected as the current postdoctoral
fellow. The fellowship is supervised by Dr. JanEmmanuel De Neve, Professor of Economics andBehavioral Science, who is leading the Oxford
University Wellbeing Research Centre. Dr. De Nevealso serves as an editor for the World Happiness
Report, an annual publication by the UN's
Sustainable Development Solutions Network.
Additionally, Dr. Alden Lai, Assistant Professor at
the New York University School of Global Public
Health and Executive Advisor to the Well-being forPlanet Earth Foundation, also serves as an advisor
in this program.
* The world’s largest public opinion poll, carried out annually by the U.S.
company Gallup, Inc. since 2005. The survey was conducted inapproximately 150 countries, representing 99% of the world's population,
targeting approximately 1,000 people aged 15 and over per country. The
report is used for basic data of the United Nations (UN) Sustainable
Development Goals (SDGs) as well as the World Happiness Report.

PERSOL HOLDINGS CO., LTD. Human Capital Report

Activities

30

01 Introduction
05 Message

Aiming to evolve into a technology-driven HR
service company

07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Enhancingtechnology-oriented
human resources

HR services is an industry where people play the leading role, as
people expand their potential through the power of others. We
regard technology as one of the means to expand people’s
potential. To make the most of technology, we will work to enhance
our technology-oriented human resources, aiming to become an
HR service company that can achieve discontinuous growththrough our products and digitalization. To achieve this, we haveset a goal of securing 2,000 technology-oriented human resources
across the Group by the fiscal year ending March 2026. To meetthis goal, we will improve our ability to hire technology-oriented
human resources, establish a comfortable work environment
for them, and promote in-house training.

• We established a CoE* organization at PERSOL HOLDINGS Co., Ltd. In addition
to pooling technology-oriented human resources and strategically assigningthem to each Group business, the CoE also consolidates the HR functions oftechnology-oriented human resources.
• In the fiscal year ended March 2023, seven non-technical personnel selected
through internal recruitment participated in an in-house security HR development
program and were subsequently officially assigned as security personnel.
• In April 2023, we embarked on a fundamental revision of our personnel system,
including the establishment of a new Product Engineer System (PE System) at
PERSOL HOLDINGS for technology-oriented human resources.

50 Articles* CoE: Center of Excellence
PERSOL HOLDINGS CO., LTD. Human Capital ReportRecruitment and training by CoE organization

31

Activities

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30
31
34

Enhancing technology-oriented
human resources
Recruitment and training by
CoE organization
Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Basic approach
PERSOL Group Mid-term Management Plan 2026
sets the Group’s direction as a “Technology-driven
HR Service Company.” Aiming to evolve into a
digital platform-type company, we define ourselves
as an HR service company that can achieve
discontinuous growth through our products anddigitalization, while emphasizing the intervention
value of people.
To achieve this, we believe it is necessary tosecure a sufficient number of technology-oriented
human resources working within the Group. We are
therefore stepping up efforts aimed at increasing thenumber of technology-oriented human resources andhave set a desired headcount of 2,000 people by thefiscal year ending March 2026.

Initiatives to enhance hiring capabilities
and establish corporate culture

As part of our efforts to enhance technology-oriented
human resources, we established a CoE at the
PERSOL HOLDINGS’ Group Technology Promotion
Division with the goal of consolidating the specialized
talent and know-how that will play an important rolein promoting digitalization.
The goal of the CoE is to provide speedy support
for technology utilization at the SBUs/FUs*2 bypooling technical professionals and strategicallyassigning them to various Group business areas.
As a result of the launch of this system, requests
for support from each business site have steadily
increased. Currently, the CoE is working on optimizing
assignments to achieve better results and developinga system to improve planning accuracy.

In conjunction with the establishment of the CoE,
we have also consolidated the HR functions fortechnology-oriented human resources within theGroup Technology Promotion Division. This has
facilitated the establishment of compensation andevaluation systems and other features of a more
comfortable work environment for technologyoriented human resources.
In the fiscal year ending March 2024, we
embarked on a fundamental revision of our personnel
system, including the establishment of a new PE
System at PERSOL HOLDINGS for technologyoriented human resources.
Furthermore, we are now able to consistently
and systematically execute each policy from hiring totraining, placement, and retention, which has also
led to stronger onboarding of technology-oriented
human resources.

*1 CoE: Center of Excellence*2 SBU: Strategic Business Unit, FU: Function Unit

BML model
From data tohypothesis

Learn

Build

Data

45 Foundations
Source: E. Ries, The Lean Startup

Fromhypothesis
to productIdea

CoE organization
Recruitment
and training ofspecialized
personnel
Commoncompensation/
evaluation system

Duties from idea proposal to execution
CoE(specialized
talent pool)DX leadPM

Product

Measure50 Articles

Establishment of a technology CoE*1
organization

From
product todataConsolidationoftechnology
HRfunctions

Engineer
Designer

Data scientist

Prioritize andstrategically assign
based on importanceand expected benefit

Temporarystaffing business
area
Permanent
placement
business area
Specialized
HR area
BPO area

These functions are handled by the PERSOLHOLDINGS’ Group Technology Promotion Division.

SBU/FUbusiness
operations
Idea
proposal
phase

Planning
phase

Concurrent

Front
team

Execution
team

PMO

1) Idea proposal /prioritization
2) Assignment
adjustment /decision
3) Formulation of project plan

4) Plan consensus
Project
execution

Executionphase5) Steering committee /review

PERSOL HOLDINGS CO., LTD. Human Capital ReportRecruitment and training by CoE organization

Activities

32

01 Introduction
05 Message
07 Our approach
13 Activities
13	Achieving Career Well-being
14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25	 D ialogue 1: Staff Well-being
Committee roundtable29	 T oward the greater realizationof Career Well-being in society
30	Enhancing technology-oriented
human resources31	 R ecruitment and training by
CoE organization
34	Building the foundations fordiverse human resources tolead active roles
35
40

Talent management
DI&E

45 Foundations
50 Articles

PE System
The Product Engineer System (PE System) is a newly
established personnel system for technology-oriented
human resources involved in product development.
Traditional personnel systems for career-track
employees have a strong tendency to evaluate
employees based on sales targets and their degreeof contribution to business growth, but this is notsuitable for evaluating technology-oriented humanresources assigned to long-term projects or projects
where quantitative results cannot be measured.
To resolve such issues, we abandoned the traditional
performance-linked bonus and created a system that
focuses on individual growth and market value.
We are also working to create an environmentthat is comfortable for technology-oriented humanresources to work in. We have created an
Features of the PE System
1. Evaluation and compensation system optimized for technologyoriented human resources
We comprehensively evaluate the clearly defined responsibilities andabilities for each job type and position grade, as well as the extent
to which employees achieved the goals they set for themselves. To
produce the greatest results, the system is designed with the highestemphasis on the achievement of skill and ability development goals,
and rewards employees who achieve loftier goals, even within thesame job type and position grade.
2. Location-independent/fully remote work
In principle, employees who do not need to come to the office andwhose work performance is not affected* can live anywhere in Japanand work fully remotely.
* Approval is necessary. Employees outside of Japan are not eligible.

3. Other arrangements (Dual-track career paths, etc.)
For employees at the managerial level or above, we have establisheda dual-track career path consisting of an expert track for honing
one’s own expertise and a management track for utilizing technicalknowledge to manage technology-oriented human resources. Group
executives and managers/experts are eligible for a share-based
compensation scheme, and to aggressively promote investment in
human capital, we will simultaneously raise the base pay and theshare-based compensation levels for participants.

environment where work can be carried out almost
exclusively through remote work and where
employees are free to live anywhere within Japan (alocation independent system), and we have set up aGroup internal multiple jobs system that allows fordiverse work styles.
Currently, the PE System has been implemented
for approximately 200 employees at PERSOLHOLDINGS Co., Ltd. and approximately 600
employees at PERSOL CAREER Co., Ltd., but we plan
to expand the implementation to the entire Group in
the future. As more companies implement the PE
System, it will become possible for employees totransfer between Group companies while maintaining
the same personnel and compensation systems.
Allowing employees to gain wide-ranging work
experience and improve their skills without having tochange jobs outside the Group will facilitate placing
the right people in the right positions while expanding
the career path possibilities for technology-oriented
human resources.

Owned media “TECH DOOR”
We are also working on measures to establish
our brand image and corporate culture as atechnologically advanced company both internallyand externally. In April 2023, we launched TECH
DOOR, our owned media, to actively communicate
what the PERSOL Group's technology department is
thinking about and what kinds of work are done by
our technologyoriented humanresources. We are also
increasing the numberof opportunities for
key personnel within
the company to
TECH DOOR

appear or speak on stage at external media events
to directly highlight the Group's initiatives and thebenefits of a career with us.

In-house training of technology-oriented
human resources
Along with improving our hiring capabilities, we arealso working systematically to train technologyoriented human resources.
The PERSOL Group defines two categories oftechnology-oriented human resources: “core” and“technology-using.” Core technology-oriented
human resources leverage their expertise in data
and digital technologies to transform products
and operations, while technology-using humanresources understand the latest technologies
and work closely with core technology-oriented
human resources to accelerate digitalization.
We conduct two types of in-house training—“reskilling” and “upskilling”—of both core andtechnology-using human resources in order todeepen the Group's talent pool of technologyoriented human resources.
Diagram of in-house training of technology-oriented
human resources

Technology-oriented
human resources
Planning /marketingTechnologies

Sales

UpskillingTechnologyusing humanresources

ReskillingCore technology-oriented
human resources
Technology-using humanresources
Upskilling

ReskillingCore technologyoriented
human resources
Leverageexpertise indata and digitaltechnologies
to transformproducts andoperations
Technology-using
human resources
Understand thelatest technologies
and work closelywith core technologyoriented humanresources toaccelerate
digitalization

PERSOL HOLDINGS CO., LTD. Human Capital ReportRecruitment and training by CoE organization

Activities

33

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations
50 Articles

Reskilling
Reskilling is a measure to help employees acquire
skills in fields in which they have no experience sothat they can be redeployed to technology roles.
In the fiscal year ended March 2023, we
implemented a security HR development program for
non-technical personnel with no previous experiencein security. Using an internal recruitment system, we
solicited employees from throughout the Group to
participate in the program, from which seven wereselected to participate. We have customized andupdated the training services administered by Group
companies and introduced them into the program.
The most important feature of this program is thatparticipants have no other work responsibilities forhalf a year, allowing them to concentrate on learningand training. Participants acquired security
qualifications through the program, underwent on-

the-job training, and were then officially assigned as
security personnel. In the fiscal year ending March
2024, we will expand the program to include fields
other than security.
We will also launch an IT in-house HR
development program in the fiscal year ending March
2024. This will expand the technical areas that ourGroup's engineers can handle and train them so thatthey can meet in-house development needs. The
program aims to develop full-stack engineers who canplay an active role as in-house developers within theircompanies.
In the course of working on these measures, wehave also come to understand the four requirements
for successful reskilling. We will continue to focus on
these requirements as we proceed with our initiatives
going forward.

Four requirements for successful reskilling
Barriers that prevent IT human resources from learning(Redeployment issues)
Beforelearning

Duringlearning

Afterlearning

1

1 Difficulty identifying the goal of learning
2 Not being able to set aside time for learningat not having study partners or
3 Frustration
people to talk to

Having a reason to increase the number ofpeople with this skill

2

Learning is personalized

3

There is a system for continuous motivation

4

Having an assignment and tasks to
do after learning

4 No occasion to utilize new skills
5 Learning does not affect evaluation

Management and organization
leaders are committed

Seeking out new roles, planning one’s career

Upskilling
Upskilling is a measure to develop human resources
who can use technology to advance business
operations in non-technical occupations.
Our Project Planning Human Resource Training,which is scheduled to begin in the fiscal year ending
March 2024, will provide a place for planningrelated (non-technical) employees who belong toGroup companies to learn about project planning ina workshop format. The aim is to gain an essential
understanding of how to solve problems using
technology, rather than to learn systemdevelopment itself.
Employees can also learn from each other at our
lively Minna no Juku (“Everyone's School”), at which
students voluntarily take leadership and give lectures.
More than 120 lectures are held every month at eight
Minna no Juku events, where employees are free toattend lectures on any topics they want to learn.
To date, a total of approximately 30,000 people
from 36 Group companies have participatedin the program.
In the future, we aim to systematize our menu of
reskilling and upskilling offerings, for example byadding a Technology Bootcamp (tentative name) for
new graduates with the goal of quickly assigning newhires to technical positions.

Attending together, having a place to study
with one’s peers

Becoming a specialist both in name and reality

PERSOL HOLDINGS CO., LTD. Human Capital Report

Activities

34

01 Introduction
05 Message

Toward the evolution of managerial talentmanagement and promotion of DI&E*1

07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Building the foundations
for diverse human resources
to lead active roles

We will strengthen talent management of persons in managerial
positions, who are key to improving organizational engagement
and customer satisfaction, by taking on the challenge of new
measures under the themes of developing next-generation
business leaders and turning all managerial employees into bestleaders. Furthermore, to create an environment where diverse
human resources can thrive, the Gender Diversity Committee
will promote DI&E in the three areas of commitment from top
management, institution building, and corporate culture building.

• To develop next-generation business leaders who will lead for the next 10 to 20
years, we will work to provide them with opportunities by strengthening thedevelopment of skills for managers and implementing measures to reassign
employees across SBUs/FUs*2.
• To develop the best leaders, we have developed a new skill development
program (Management 3.0 Training) to teach “leadership that forcefully drives
business” and “leadership that increases employee engagement.”• To help all managers in the PERSOL Group to grow into top leaders, we arestarting to create mechanisms to reduce the workloads of increasingly busy
managers so they can work on self-improvement and skill acquisition.
• In addition to our target of 37% women in managerial positions by the fiscal
year ending March 2030, we have also set new targets of 100% of eligible men
taking childcare leave (one day or more) and employing 4,000 people withdisabilities by the fiscal year ending March 2026.

50 Articles* 1 DI&E: Diversity, Inclusion & Equality*2 SBU: Strategic Business Unit, FU: Function UnitPERSOL HOLDINGS CO., LTD. Human Capital ReportTalent management

Activities

35

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Basic approach
The PERSOL Group engages in talent management asa mechanism to support future management, and ispursuing a number of measures while keeping an eye
on the challenges facing the Group.
With the aim of achieving more effective talentmanagement, the PERSOL Group Mid-termManagement Plan 2026 (the “Plan 2026”) calls for
initiatives aimed at cultivating business leaders with aCompany-wide perspective that transcends their SBU
or FU*, as well as new measures for employees inmanagerial positions aimed at developing nextgeneration business leaders and turning all
managerial employees into best leaders.
With regard to developing next-generation
business leaders, we will strengthen measures for
employees in managerial positions with the goal of
Overview of Group-wide talent management measuresCompetency

Visualization

Transfer
assignment

Training
for officers

Executiveassessment

Executive
transfers

Executive
coaching

Mirai
Shijuku

GeneralmanagerPERSOL
Leadership
Competency

Sectionmanager

Self-assessment

45 Foundations

Management
3.0 training

Mirai Gijuku
Second Level

Mirai Gijuku
First Level

Newly
appointed
managertraining

Diversity
management
training
Inclusive
leadershiptraining

Measures for transfers
between SBUs/FUs
Team
Performance
ProgramManagement 2.0; in other words, leadership that
increases organizational engagement while
maximizing results and vigorously pursuing businessdevelopment. We regard this situation as the“Management 3.0” era, in which the goal is to turn all
managerial employees into best leaders by taking on
the challenge of developing the ability of managers touse different leadership skills appropriately according
to the situation.
At the same time, the environment surrounding
managers has changed over the past few years, andthe increasing workload of managers is becoming aproblem. When aiming to become the best leader, it isimportant for managerial employees to have time forself-improvement and opportunities for growth. In
response to this problem, we have begun efforts to
reduce managerial workloads, and will continue tocreate mechanisms that can provide managers withmore energy and time.

Clarification of PERSOL Leadership
Competency

HR development

Officer

Department
manager

50 Articles

preparing them for future management participation,
based on the idea that it is important to develop thenext generation of business leaders who will lead theGroup 10 or 20 years from now so that the Group cancontinue to contribute to society in a sustainable
manner and to realize its vision of “Work and Smile.”
In addition, for managers, who are key to improving
organizational engagement and client and customer
satisfaction, we will roll out new experimental measuresin response to the changing times.
Previously, the role of managers shifted from the“Management 1.0” era, when KPI management was
the focus, to the “Management 2.0” era, when
improved organizational engagement was demanded.
However, we believe that today’s era, which is subject
to sudden changes in the external environment, calls
for leadership that is a fusion of Management 1.0 and

The PERSOL Leadership Competency is a documentthat clearly lays out the requirements and leadership
attributes common to senior management of thePERSOL Group.
In the past, it laid out requirements for the abilities
and qualities required of individual SBU/FU Leads
and CxOs. We integrated these requirements into
common Group-wide competencies, so that the
document can be used for assessment, promotionof intra-Group exchanges, and Group-wide HR
development.
* SBU: Strategic Business Unit, FU: Function UnitPERSOL HOLDINGS CO., LTD. Human Capital ReportTalent management

Activities

36

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Strengthening managementhuman resources
We conduct executive assessments based on the
PERSOL Leadership Competency so that executives
can understand their own strengths and challenges.
By using the assessment results as the basis forstrategic reassignments, and by providing coaching
to help ensure success post-reassignment, we havesystematized the development of managementhuman resources with a bird's-eye view of the entire
Group and a Company-wide perspective.
In addition, as an opportunity for skill development,

reflection through the provision of continuous
feedback and dialogue about one’s future careerand growth.

Executive assessment
The executive assessment consists of a 360-degree
review, an interview assessment conducted byexternal consultants, and interviews with executives.
It is designed to reveal an executive’s strengths andchallenges based on the PERSOL Leadership
Competency.
The assessments promote the development ofmanagement human resources by supporting self-

Executive transfers
We conduct strategic transfers based on our belief in
the importance of experiencing multiple businesses
and functions in order to become a manager with aCompany-wide perspective.
In addition, PERSOL HOLDINGS and its coresubsidiaries have established a Nomination andCompensation Committee to discuss succession plans
and transfer assignments. The committee decides ontransfer assignments after careful discussions based on
an individual’s development plan, which is compiled
from the results of their executive assessment.

PERSOL Leadership Competency list*
Broad category

Sub-category

Individual competency
Envision the business/function from a long-term perspective of 10—20 years and broad
understanding of the industry and communicate the vision

Visiondevelopment

Define business issues that need to be addressed by listening to the voices of the frontline staff
and customers/business partners
Show commitment toward creating social value and identify social issues that should be addressed

Businessleadership

Drive change
Promote growthBusiness
execution

Integrate IT into business strategies and operations
Respond swiftly to changes in the environment/market and remain unfazed by emergencies
and ambiguity
Possess a broad perspective to protect the company and minimize business risks before they occur

Organization
development
Peopleleadership

Diversity

Character

50 Articles

we host training at Mirai Shijuku, a forum that aims tostretch perspectives through learning in fields outsideof business.

Develop talent and create organizations
Influence beyond the boundaries of their organization
Understand and value diversity, and embrace and leverage diversity within their organization
Communicate with people from different languages and cultures
Be a respected individual with high ethical standards and acceptance
Demonstrate altruism and humility* For CxOs, in addition to the common requirements above, the focus is on whether they have the required specialized skills and knowledge for the job and are putting themto good use.

Executive coaching
We provide coaching for eight months to transferred
employees with the aim of helping them get up andrunning at their new location and supporting theirleadership development and strengthening ofmanagement skills.
Through dialogue with their coaches, transferred
employees deepen their self-understanding anddevelop skills, leading to positive changes.
Mirai Shijuku
Mirai Shijuku provides training in thinking in fields
outside of business, with a focus on liberal arts fields
such as political science and religious studies, for the
purpose of cultivating senior executives and building
relationships. The setting provides an opportunity toencourage changes in viewpoints and perspectives. In
a post-class questionnaire, the question “Has there
been a change in your way of thinking?” received apositive response from 91% of the participants.
PERSOL HOLDINGS CO., LTD. Human Capital ReportTalent management

Activities

37

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Developing next-generation
business leaders
To promote the development of next-generation
business leaders who will support the Group 10 or 20
years from now, we conduct training for managerial
employees and roll out new measures with the goal of
preparing them for future management participation.
Mirai Gijuku Second Level
Mirai Gijuku Second Level is an eight-month selective
training program for department managers that aims
to develop leadership and management skills for theentire organization. By using action learning methods
and putting what they learned in group training into
practice in their own organizations, participantsconnect their learning with their workplace experience.

The program starts with leadership development
through the exploration of purpose for oneself andone's organization, and then deepens with instruction
and practice on how to increase engagement acrossthe organization while incorporating strategies for
decision-making and organizational development in
uncertain times.
The training also uses cross-boundary learning
opportunities to transform participants’ mindsets andencourage them to explore, from the perspective ofsocial issues, the value that their own organization orcompany provides to its customers and society.
The program offers practical learning opportunities
that help participants execute their day-to-day duties.
As one participant commented, “I was able toobjectively view incidents as they really happened,
which was a learning experience that I’ll be able toapply to my future work.”

Overview of Mirai Gijuku
Mirai Gijuku Second Level
Target: Department managers
Purpose • Learning leadership and management styles,

knowledge, and skills to engage one’s organizationand enhance value creation• Hands-on learning of key points to increase
engagement under uncertain situations and createa culture in one’s organization that leads to value
creation for society

Mirai Gijuku First Level
Target: Section managers

45 Foundations
50 Articles

Purpose • Learning leadership and management styles,

knowledge, and skills required to engage oneself
and others

Mirai Gijuku Second Level

Mirai Gijuku First Level
Mirai Gijuku First Level is a nine-month selective
training program for section managers that aims todevelop their leadership and management skills toincrease engagement while collaborating with theirteam members.
Participants explore the vision they want toachieve and develop leadership skills while taking into
account the values that are important to their teammembers. The program also offers instruction andpractice on how to increase engagement in one’s own
organization. In addition to learning about global
trends regarding engagement and motivation,
participants practice actual “teaming” based on
several different techniques and then work to improveengagement in their own organization. From theperspective of social issues, participants reexamine
the value they provide to customers in their daily
work through dialogue with their team members.
The program serves as an opportunity for
improving organizational relationships. As one
participant commented, “Through the experience offinding answers by trial and error together with myteam members, we were able to build relationships oftrust in the truest sense.”
Measures for transfers between SBUs/FUs
To achieve the Group Vision of “Work and Smile,” wehave begun engaging in “experience design” anddeveloping study programs for Group managers withthe goal of further enhancing synergies among Group
companies and developing next-generation businessleaders who can think about businesses andorganizations from a cross-Group perspective.

• Hands-on learning of key points to increase
engagement in one’s own workplace
PERSOL HOLDINGS CO., LTD. Human Capital ReportTalent management

Activities

38

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles
Talent management

40

DI&E

45 Foundations

Newly appointed manager training
We operate a one-year joint training program for
newly appointed managers from Group companies
that teaches the knowledge, skills, and mindset
necessary for management work.
The training, which is intended to help
participants play active roles as Group managers,
consists of three parts: startup training upon
appointment, follow-up training six months later,and step-up training one year later.

More than 1,400 managers have participated sofar, and each training session has been highly rated interms of satisfaction. In particular, the 360-degree
review conducted during the step-up training
offers an opportunity to look back on one’s own
management tendencies and reflect more deeplyon the type of manager one aspires to be. As one
participant commented, “I learned how I wasperceived by those around me and got tips forbetter behavior in the future.”
There have also been many positive commentsfrom participants about how the program deepened
their understanding of the Group beyond theirindividual company and fostered connections withother participants. This feedback demonstrates how
the program serves to instill the basic mindset andbasic skills required of Group managers.
Team performance program
We provide action learning training that focuses on therelationships within the team and aims to bring out theautonomy that is intrinsic to the team by increasing
psychological safety. The target audience is section
managers who lead organizational development, andthey participate in the program with their own team.

At the beginning of the program, the teamdevelops an action plan for creating the future. This isfollowed by a three-month practical training period inwhich they implement the plan.
During the practical training period, we provide
assessments to understand the characteristics of
employees and how to draw out their autonomy
and independence, support for self-reflection byorganizational development facilitators, and otherforms of support for organizational leadership.
Among the managers, there were observedchanges in behavior and an increased awareness of
how to engage with colleagues in a way that aligns
with their preferences and aptitudes. Changes werealso observed in teams, with members taking more
ownership of organizational goals and becoming
more autonomous in their behavior.
In the post-program survey, there was a 100%
positive response rate to the items “My teamrelationships have improved” and “I am now able tomanage employees according to their characteristics
and circumstances.”
We aim to have all section managers complete
this training by 2030, thus supporting them in building
organizations in which learning can be done in teams.

Overview of team performance program
Preparation for program implementation(One month)

Members

50 Articles

We help all managerial employees play an activerole as “best leaders” from the perspective of skill
development and system building.
From the perspective of skills development, we
will develop and launch a new pilot training program,Management 3.0 Training, as an addition to ourexisting programs.
From the perspective of system building, we
will start to leverage technologies to reduce theworkloads of busy managers.

Managers

35

Turning all managerial employees into
“best leaders”

Thinking stylediagnosis

Kickoff

Organization
diagnosis 1

Thinking stylediagnosis

On-site implementation by managers (Three months)

Management
session (×2)

Mid-term
sessionManagement
session (×2)

All-staff
dialogue 1

Final session
Organization
diagnosis 2

All-staff
dialogue 2

Implementation of action plan decided
by the team and reviewed as a teamPERSOL HOLDINGS CO., LTD. Human Capital ReportTalent management

Activities

39

01 Introduction
05 Message

Management 3.0 Training

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

This is a new experimental training program we arelaunching in the fiscal year ending March 2024. The
aim is to build a self-directed learning cycle in which
managers deepen their self-understanding and selfreflection through annual self-assessments based on
the PERSOL Leadership Competency and then selecttheir own training programs, cafeteria style, according
to their own interests and challenges.
We also rolled out training to improve feedback
skills in everyday management situations to enhance
growth potential, as well as training to develop one's
own leadership skills through enlightenment-based
study, zazen, and meditation techniques developed by
the founders of traditional Buddhism.
Going forward, we will continue work to create
mechanisms that encourage people to want to learn

29

Toward the greater realizationof Career Well-being in society

Skill development cycle for turning all managerial
employees into best leaders

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

07 Our approach
13 Activities
13

34

Achieving Career Well-being

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

Creating mechanisms to reducemanagerial workloads
The roles demanded of managers have expanded
in recent years, aggravating managerial workloads.
In response to this situation, we are starting to
implement measures to reduce managers’ workloads,
with the aim of providing support that frees up theirtime and gives them psychological space.
We conducted a questionnaire survey of persons
in managerial positions at all Group companies to
identify the current state of their feeling of overwork
and the factors responsible for it. The survey results
identified some of the factors responsible for theirbusiness challenges and feelings of overwork. These

factors included process factors such as the analog
nature of management work itself as well as cultural
factors such as the demand for “two-handed”
management that focuses on both the organization's
performance and the well-being of its members.
Going forward, to address the process andcultural factors that are making managers feeloverworked, we will implement Management 3.0
Training, actively use technology to encourage thedigital transformation of business processes, andactively provide managers with the resources
they need to carry out their work, among othercountermeasures.
Furthermore, in order to create more
fundamental changes, we will coordinate
with Group companies to take on the challengeof reexamining the roles of managers.

Managers’ feeling of overwork and our countermeasures
How the feeling of overwork arises

Self-assessment
Self-evaluation

Process factors

Business challenges facedby managers
Increased workload

Cultural factors

Self-application
Implementation ofskill development

Proactive learning
based on one’s
own interests andchallenges

45 Foundations
50 Articles

independently and to provide forward-thinking andunique training programs.

Studying
Searching fora learning plan

Understanding of
the situation
Self-awarenessand introspection

Inability to train

Inability to learn

Inability to create

Not having a successor

Feeling of overwork

etc.

Countermeasures
Digital transformation

Upskilling

Provision of resources

Redefinition of roles• Digitalization of work
• Deployment of systems• Management 3.0 Training• Utilization of
external resources• Provision of information• Clarification of roles• Organizational
restructuring

PERSOL HOLDINGS CO., LTD. Human Capital Report

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Activities

40

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Basic approach

Talent management

40

DI&E

45 Foundations
50 Articles

Commitment
from top
management• Establishment and monitoring of
key metrics; bonuses for officers;
establishment of STI*3 evaluation
metrics• Gender Diversity Committee, etc.

Institutional/
environmental
improvement• Introduction and monitoring ofsystems related to diverse work styles(flextime, remote work, etc.)• Support for diverse careerdevelopment (multiple jobs system,
inter-Group transfer and work
experience system, training, etc.)

Building a
corporate
culture• DI&E literacy training andmanagement training• Holding events such as “Let's All
Think about DI&E”* 1 DI&E: Diversity, Inclusion & Equality*2 Because the PERSOL Group aims for inclusion and equality based on equity,
we use the term “diversity, inclusion & equality.” “Diversity” refers to equal
employment opportunities and diverse work styles. “Inclusion” refers to
respect for each individual. “Equality” refers to equal rights and benefits.
*3 STI: Short-term Incentive

DI&E SPIRAL (Basic approach to DI&E in the PERSOL Group)
Correct understanding of diversity
Through DI&E literacy training, whichis the foundation for understanding“diversity of attributes” and “diversityof values,” we will continue to improvethe basic knowledge level of teams
and organizations.

Building the foundations fordiverse human resources tolead active roles

35

DI&E initiatives in the GroupTo ensure circumstances where diverse humanresources are able to pursue successful careers, thePERSOL Group promotes DI&E*1*2 as a Group-wide
policy. Furthermore, we have defined our basic
approach to DI&E as the DI&E SPIRAL, and areworking to embody this spiral by focusing oncommitment from top management, institutionaland environmental improvements, and building a
corporate culture.
To promote DI&E with gender as a starting point,
in September 2021 we established a Gender Diversity
Committee, a Group-wide organization under the
direct supervision of management. The committee
holds monthly discussions with the HR heads ateach SBU, the CEO, the CHRO, and the chairperson
appointed by the CEO to speed up decision-making
and implementation regarding DI&E.

Kyoko Kida
Chairperson, Gender Diversity
Committee, PERSOL Group
Director and Executive Officer,
PERSOL CAREER Co., Ltd.

Understanddiversity of

attributes

Awareness of unconscious bias
Making teams and organizations
aware of the existence of latentand unconscious biases
gets them into the habit ofrecognizing biases in order
to eliminate them.

Embracediversity ofvaluesGenerate
new wisdom
Enhanceexisting services

Take advantage
of diversity ofability

Realize
our vision
Improving the individual
As members continue to hone theirabilities through their own skill
development, we will support themin their continuous growth.

Creating an environment
As an organization, we will create a working
environment that integrates diversity of abilities
and facilitates the creation of synergies, andintegrate this into our corporate culture.

Embodycorporatephilosophy

Createnew services

PERSOL Group DI&E Policy
We, PERSOL Group, have our group vision of “Workand Smile”, and we are working to realize a society
where anyone in the world can “Work and Smile”.
With the diversification of individual values andadvancement of technology, the surrounding
environment and how the world perceives work havereached a major turning point. The labor market isalso changing more than ever with the rapid
advancement of technology. For sustainable societal
and corporate growth in this rapidly changing
environment, there is a need for flexibility andcreativity, to create new values, as well as respond tochange through the utilization of synergies of diverse
abilities. We believe that the basis of this is thediversity of employees.
In order to realize a society where anyone in theworld can “Work and Smile”, it is indispensable for us
to not only to have employees who can recognize
and appreciate the feelings, ways of thinking, andperspectives of different individuals, but also to letthem contribute their abilities and realize theirachievement and satisfaction in their work.
We value diversity in all forms and ways to bring
the best ideas and value to our customers,
stakeholders and employees. To draw on thestrengths in the diversity of our employees, we will
endeavor to create a culture of inclusiveness where
all individuals believe they can be themselves, where
we respect their various differences such as culture,
background, beliefs, and abilities. Therefore, we havelaunched DI&E actions to realize our group vision thatrecognizes intersectionality and maximize thepotential of employees through equal opportunity.
That is our challenge.
This policy applies to all directors, senior
managers and employees of PERSOL Group.

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Activities

41

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30
31
34

35
40

Enhancing technology-oriented
human resources
Recruitment and training by
CoE organization
Building the foundations fordiverse human resources tolead active roles
Talent management

Metrics and targets
The PERSOL Group previously set a target of 37%
women in managerial positions by the fiscal year
ending March 2030,*1 and has been pursuingthis target with the goal of including women’s
perspectives in management and important decisionmaking. Non-financial evaluation metrics and themebased metrics are used when evaluating officers, andthese include materiality-related factors such as theratio of women in managerial positions. We also
believe that achieving a higher percentage of womenin managerial positions will help reduce the genderwage gap and encourage men’s participation indomestic work and community activities.
Additionally, starting in the fiscal year ending
March 2024, we have set a new target for thepercentage of eligible men taking childcare leave.
As of March 2023, the rate is 64.8%*2 of eligible men
taking one day or more of childcare leave, and we aim
to reach 100% by the fiscal year ending March 2026.
We are also looking at trying to understand thesituation and create an environment that encourages
more men to take at least one month of leave inthe future. We will also continue to work to reduce
overtime hours as part of our efforts to improve the
Our vision for DI&E

Transforming the organization into an
environment where everyone can thrive

DI&E

percentage of women in managerial positions and thepercentage of eligible men taking childcare leave.
Furthermore, the Gender Diversity Committee,
which is under the direct supervision of management,
aims to create an organization and society where
all careers bring smiles, regardless of gender, age,nationality, and all other restrictions. In addition tomonitoring our target percentages of women in
managerial positions and eligible men taking childcare
leave, the Gender Diversity Committee has also
instituted four subcommittees for the purpose of

50 Articles

Percentage of womenin managerial positions
2030/337%

Percentage of
eligible men taking
childcare leave
2026/3and beyond

100 %*1 The percentage of people in career positions in the Group companies that are womenis taken into account when targets are decided. Targets and results for the relevant
fiscal year ending March 31 are monitored as of April 1 of the following year.
*2 From the fiscal year ended March 2023 onward, the percentage of employees
taking childcare leave or using the program of leave for childcare purposes during
the fiscal year concerned among employees whose spouse has initiated a birth or
adoption in the fiscal year is calculated. (Until the fiscal year ended March 2022,
the percentage of those who start taking childcare leave in the same fiscal year as
the year of childbirth or in a later fiscal year was calculated.)

Key DI&E metrics: Targets and results (Group companies in Japan)

(%)
40

30

20

18.6

20.6

22.1

20.4

21.5

2021/32022/3

24.4

26.7

28.7

Targets

Results(%)
100
Percentage
of eligible men taking childcare leave
2(OneTargets
day or more)*
80
Results
80
(%)
64.8
100
60
100
60

Percentage of women in managerial positions*1

30.8

40

60

23.8

20

10

20

64.8
19.2

60

2021/319.2

2022/32023/32024/32025/32022/32023/32024/32025/32026/3

11.1

10.2

2020/3

0

11.1

10.2

2020/32021/302020/32023/32024/32025/32026/3

Overview of subcommittees
Subcommittee

100

80

80

40

Description

Change Begins with Management

Top management must understand and be prepared for DI&E, change its words
and actions, and inspire the organization

Make a “New Normal” Way of Working

Change the institutions and arrangements that are considered “normal” andcreate an environment that embodies DI&E

Farewell to Workplace Hardships

Change the culture and perception related to workplace hardships, especiallylong working hours

Foster a Culture of Safe Speaking

Further enhance the organizational culture of mutual respect and easy
exchange of views

Metrics of diversity in decision-making
45 Foundations

implementing its goals. The subcommittees, which
are led by committee members who are responsiblefor HR administration at their respective SBUs, areresponsible for planning and implementing
Group-wide initiatives.

PERSOL HOLDINGS CO., LTD. Human Capital Report2026/3

DI&E

Activities

42

01 Introduction
05 Message
07 Our approach
13 Activities
13	Achieving Career Well-being
14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25	 D ialogue 1: Staff Well-being
Committee roundtable29	 T oward the greater realizationof Career Well-being in society
30	Enhancing technology-oriented
human resources31	 R ecruitment and training by
CoE organization
34	Building the foundations fordiverse human resources tolead active roles
35

Talent management

40

DI&E

45 Foundations
50 Articles

The importance of learning for leaders
Deepening the learning of Group senior executives
In the fiscal year ending March 2024, CxOs and
SBU/FU Leads of PERSOL HOLDINGS Co., Ltd. took
the Level 3 Universal Manners Test. This test
certifies that one has studied and systematicallyacquired the “mindset and actions needed to deal
with diverse people.” Through the training, theexecutives deepened their learning about daily
behavior and communication.
Management training for managers
We offer two types of training for persons inmanagerial positions. DI&E training, which targets all
management levels, including executives, is intended
to cultivate a better understanding of changes in
the macro environment and the goals and methodsof DI&E management, in particular the key points
for promoting women and young employees into
management positions. As of the fiscal year ending
March 2024, approximately 2,600 persons inmanagerial positions have participated in the training.
As the next step, in the fiscal year ended March 2023
we started inclusive leadership training for department
managers and section managers. In this training,participants learn leadership behaviors that areimportant for managing diverse human resources,
including but not limited to women, and formulateaction plans. Both types of training provide opportunities
for exchanging opinions and working with managers
at Group companies, with whom it is otherwise
difficult to have contact on a daily basis, and create
opportunities for networking and exposure to diverse
business models, organizational cultures, and values.

Promoting understanding of and fostering
a culture of DI&E
DI&E Literacy Training
Once a year, we conduct training for all Group
employees in Japan to learn about the PERSOL Group's
approach to DI&E, the mindset and knowledge required
to understand and accept diversity, and unconscious
bias. Approximately 30,000 people attended thetraining in the fiscal year ending March 2024, and acumulative total of approximately 120,000 people haveattended the training in the five years since the start of
the fiscal year ended March 2020.
DI&E Literacy Training (in Japanese only)“Let’s all think about DI&E” event
Since the fiscal year ended March 2021, we have been
holding a DI&E-related event called “Let’s All Think
about DI&E” at least once a month with the aim of
deepening employees’ understanding about DI&E sothat they feel it as their own issue. The event was held
for the 55th time in August 2023. Participation isincreasing year by year, and we even hold joint eventswith other companies and open them to the public,
demonstrating that there has been broadening ofawareness and coordination related to DI&E.

Volunteer community activities and coordination
There are several volunteer communities across the
PERSOL Group where like-minded employees cometogether to carry out initiatives from the bottom up.
These communities cover a wide range of themes
including empowerment of female employees,
balancing work with childcare and medical treatment,
promotion of multiple jobs, and LGBTQ allies. In addition
to holding regular workshops and study sessions, thesecommunities coordinate with HR organizations toco-host “Mindy” events and manage sponsored events.
At Tokyo Rainbow Pride 2023, one of the largest
LGBTQ-related events in Asia, community andvolunteer employees contributed to manning booths
and interacted with more than 2,000 visitors overtwo days. The PERSOL Group has sponsored theevent for four consecutive years. Going forward, we
will continue to support the ideas and voluntaryactions of our employees and work together as aGroup to promote DI&E.

Event themes (Partial list)• Business Needs DI&E Awareness!
Creating a Workplace Where Everyone Can Thrive• What is “Inclusive Leadership” that Harnesses Diversity?
• The Future and Female Managers at PERSOL• Let's Talk Honestly! Disability × Career Well-being• Learn from Practitioners How to Find a Career that Suits You• Today's Male Parenting Situation! Lessons from Scandinavia, which
Boasts the World's Top Gender Gap Index
Tokyo Rainbow Pride 2023 parade

PERSOL HOLDINGS CO., LTD. Human Capital Report

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Activities

43

01 Introduction
05 Message
Case study
07 Our approach
13 Activities
13	Achieving Career Well-being
14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being25	

 ialogue 1: Staff Well-being
D
Committee roundtable29	Toward the greater realizationof Career Well-being in society

30	Enhancing technology-oriented
human resources31	 ecruitment and training by
R
CoE organization

34	Building the foundations fordiverse human resources tolead active roles
35

Talent management

40

DI&E

45 Foundations
50 Articles

PERSOL CAREER Co., Ltd. (SBU: Career)

Reducing the anxiety of employees on childcare leave and supporting asmooth return to work: "Welcome Back from Childcare Leave System"
provides employment opportunities during childcare leave
With the revision of Japan’s Act on Childcare Leave/Caregiver Leave in 2017, it is now possible toextend childcare leave up to the child's second birthday. However, many employees who takelong-term childcare leave feel psychologically isolated and anxious about returning to work.
To alleviate this sense of isolation and smooth employees’ return to work, PERSOLCAREER has introduced a “Welcome Back from Childcare Leave System” that provides
employment opportunities during childcare leave.
Under this system, the HR department provides employees who wish to work during theirchildcare leave period the opportunity to work temporarily within the company by matchingthem with a host department provided they meet the requirements such as the necessary
experience and skills. The work format is mainly remote work, and the number of working
days and hours can be flexibly adjusted as long as they do not exceed certain maximums.
After a trial period of over a year, including legal vetting, the system was officiallyintroduced in October 2022, and as of the end of September 2023, a total of 63 employees in
13 departments have used it. The system seems to be working well, with employees who took
advantage of it expressing feedback such as “I was lonely during childcare leave, and this letme connect with other people,”and “Actually experiencing how tobalance work with childcare
increased my desire to do my best
as a manager when I returned.”
In the future, we will expand thesystem by expanding the number ofslots at host departments so that
more people who wish to work
can do so. Furthermore, since thenumber of male employees
taking long-term childcare leave isincreasing, we will focus on
Naoko Yokoyama (Left) Miyo Son (Right)
promoting the use of the system toLife Support Group, HR Service
Manager
Promotion Department
Life Support Group, HR Service
eliminate both men and women’s
HR Management Department,
Promotion Department,
anxiety about returning to work after
HR Division
HR Management Department,
PERSOL CAREER Co., Ltd.
HR Divisiona long absence.

Case study

Programmed (SBU: Asia Pacific)

Supporting First Nation businesses
Programmed is committed to promoting equality and providing First Nation-owned
businesses equal opportunities. We offer ongoing support and training to help
them grow and provide sustainable employment opportunities to the surrounding
communities. We have established relationships with over eight First Nation
businesses and continue collaborating with additional suppliers.
Programmed Staffing and PERSOLKELLY Australia produced its first
Reconciliation Action Plan (RAP) in 2023. Based around the core pillars ofrelationships, respect, and opportunities, the RAP provides tangible and substantive
benefits, increasing economic equity and supporting First Nations self-determination.
Our organization values diversity, inclusion, and equality in our workforce, as we aim
to reflect the communities we serve, live, and work in. We believe that these partnerships
are vital to building outstanding people, strong customers, and great communities.

RAP: Reconciliation Action Plan

Ozchild Aboriginal Services ACT
Programmed Facility Management in partnership with Ozchild aims to improve living
standards of First Nation families through maintenance and repairs. This program, in
conjunction with Ozchild's therapy, is crucial for addressing housing asset needs andfamily engagement and resolving practical environmental concerns. According toDarren Singh, Team Leader at Ozchild, this collaboration is essential for supportingFirst Nation families. “Your program has been described by our clients as ananswered prayer,” he said. “It has given themhope, making families feel like they are notforgotten and offering a new start.”PERSOL CAREER Co., Ltd.

PERSOL HOLDINGS CO., LTD. Human Capital Report

DI&E

Activities

44

01 Introduction
05 Message
07 Our approach
13 Activities
13

Achieving Career Well-being

14

Engagement

16

Career ownership

19

Corporate health management

20

Work style reform

21

Shared Group Vision22

Staff well-being

25

Dialogue 1: Staff Well-being
Committee roundtable

29

Toward the greater realizationof Career Well-being in society

30

Enhancing technology-oriented
human resources

31

Recruitment and training by
CoE organization

34

Building the foundations fordiverse human resources tolead active roles

35

Talent management

40

DI&E

45 Foundations

Employment of persons with disabilities
Current status and targets for the number of
employees with disabilities
The PERSOL Group as a whole currently employs 2,417
people with disabilities (as of the fiscal year ended March
2023). As well as complying with the legally mandated
employment rate, we are working to provide work andworkplaces that enable people with disabilities to “Workand Smile.” Our goal is to employ 4,000 people withdisabilities by the fiscal year ending March 2026.
Creating an environment where everyone can thrive
When it comes to the employment and active
participation of people with disabilities, we focus
on both “breadth” and “depth.” Breadth refers to
expanding the area where work is done. This means
we create employment opportunities not only at thehead office, but also through remote work and branchwork. Depth refers to increasing the number of layersof employment. Rather than categorizing people
as simply “disabled,” we divide them into groups
based on their ability, desire to work, and necessary
accommodations, and then create tasks and ways
of working that suit each person.
PERSOL’s employment model for persons with disabilities
Depth = Increasing the layers of employment

Task 4

Outskirts

Task 3
Task 2
Task 1

Segment
work (tasks)
to achieve
employmentthat suits
each person's
characteristics

Outskirts

Urban district
50 Articles

Breadth = Expanding the area where work is done

Case study

PERSOL DIVERSE Co., Ltd. (SBU: Specialized Services) / PERSOL NEXTAGE Co., Ltd. (SBU: Specialized Services)

1. PERSOL DIVERSE (Special subsidiary company)
At PERSOL DIVERSE, more than 1,600 employees withdisabilities play an active role. Because it emphasizes each
employee's customer and team contributions and ability towork in good physical and mental health, PERSOLDIVERSE segments its work into tasks, documents thetasks in process manuals, maintains a retention support
system, and provides health management.
It also enters into ventures in cooperation with thelocal community with the goal of creating opportunities
for the active participation and growth of people withdisabilities living in the community. At the Tomioka
Cocoon Workshop, which opened in 2017 in Tomioka City,
Gunma Prefecture, employees with disabilities engage insericulture and silk product production. Through thesegmentation and standardization of specialized tasks andmeticulous work, the workshop is able to produce highquality cocoons while allowing anyone to engage in thework, thereby allowing each employee to experience asense of fulfillment in their work and growth. Furthermore,at the Yokosuka-Miuramisaki Workshop in Yokosuka City,
Kanagawa Prefecture, employees with disabilities work onbehalf of local farms to harvest vegetables and preparethem for shipment.
Thanks to the workshop’s efforts to ensure thatpeople with disabilities with diverse characteristics andabilities can work stably and thrive over the long term, its
workplace retention rate exceeds 90% after one year's
employment. For people with disabilities, engagement
in work leads to social participation, community
interaction, and better physical and mental health. As
one worker said, “For the first time, I found a place where
I can work with confidence.” Such employment alsopresents an opportunity for businesses and society toadvance their understanding of disability welfare.

2. PERSOL NEXTAGE (Type A Continuous Employment
Support Office)Offering welfare services classified as Type A Continuous
Employment Support, PERSOL NEXTAGE celebrates its
third anniversary since its establishment and has grown to
include 10 offices employing approximately 200 workers
with disabilities. The office has adopted a hot desking
system, and by interweaving remote work and commuting
to the office, the company has achieved a 96.8%*
attendance rate, with an 87.3%* rate of working from home.
PERSOL NEXTAGE’s personnel system uses a
grading system in which evaluation points lead to
improved self-esteem, and when problems arise, they
are taken on as a challenge for daily improvement withstaff support. In addition, the promotion system, which
includes hourly wage increases based on one’s work,
creates an environment where employees can work withhigh motivation. In order to eliminate regional wage
disparities, the minimum hourly wage for people withdisabilities living in rural areas was set at no less than
1,000 yen. The company has also deployed occupational
physicians and introduced digital health (through themetaverse and VR) to strengthen its support system. On
the work side, PERSOL NEXTAGE utilizes aptitude tests
to match individual skill sets with more than 60 typesof computer work. In this way, the company has put inplace aforwardlooking systemthat puts
workers on apath to generalemployment.
* Results for October
2023

Offer a variety of work locations, including the head office, suburban
and regional branches and offices, and remote work environments

PERSOL HOLDINGS CO., LTD. Human Capital ReportFoundations

01 Introduction
05 Message
07 Our approach

45

Systems and structures that support
the Group´s human capital

13 Activities
45 Foundations
45	
Systems and structures that
support the Group's humancapital46

Governance that supports
human capital

47

Director and executive
compensation system

48

Group HR structure andcoordination framework

49Development of HR personnel

50 Articles

To promote human capital management, the PERSOL Group is working tostrengthen its foundation of corporate governance.
In addition, the Group’s HR personnel will work together as one team,for us as a Group to maximize the value of human capital and aim to realize
the vision of “Work and Smile” for PERSOL’s employees and temporary staff.
PERSOL HOLDINGS CO., LTD. Human Capital ReportGovernance that supports human capitalFoundations

46

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
45

Systems and structures that
support the Group's humancapital46

Governance that supports
human capital

47

Director and executive
compensation system

48

Group HR structure andcoordination framework

49

Development of HR personnel

Management structure
We have introduced an executive officer system toseparate management supervision and execution andto clarify where executive responsibility lies. With
respect to business execution, the Headquarters
Management Committee (HMC) was established toassist the CEO in making decisions. The HMC
deliberates on the Group’s basic management policy

and important operations.
We have also set up the Human Resources
Committee, Gender Diversity Committee, andStaff Well-being Committee under the HMC.
The Human Resources Committee mainly
deliberates on the PERSOL Group’s HR strategy andsuccession planning for key talent. The Gender
Diversity Committee mainly deliberates on theGroup’s strategies to promote the advancement of
women and related key strategies. The Staff Wellbeing Committee deliberates on human capitalmanagement of the Group’s temporary staff.
Through deliberations in these various
committees, we promote and disseminate initiatives
aimed at maximizing the value of human capital.

Corporate governance structure for human capital
Human Resources Committee

Board of Directors
Audit

The Human Resources Committee, which is under the HMC, deliberates on
the PERSOL Group’s HR strategy and succession planning for key talent. It
met eight times in the fiscal year ended March 2023.

ReportMajor activities in the fiscal year ended March 2023

• Reported on the effectiveness evaluation of the Human Resources
Committee and reported on its activities for the fiscal year
• Discussed SBU/CxO succession planning• Summarized and discussed executive assessment results• Discussed measures to develop next-generation business leaders• Shared information on the SBUs’ action plans to improve engagement

Headquarters Management Committee (HMC)
Instructions

ReportHuman Resources Committee

50 Articles

Group
corporate
divisions

Coordination

Operatingdivisions ofGroupcompanies

Chairperson: Executive Officer CHRO
Members: HMC members, SBU/FU* Nomination and Compensation
Committee members

Gender Diversity Committee
Chairperson: Female executive appointed by the CEO
Members: Female executives and executive candidates at each
SBU/FU appointed by the chairperson, others appointed by thechairperson on a case-by-case basis

Sustainability
Committee
Investment
Committee

Risk Management
Committee

Staff Well-being Committee
Chairperson: Executive Officer CHRO
Members: Heads of SBUs or FUs of relevant organizations, administrative
personnel of each SBU or FU appointed by the chairperson, others
appointed by the chairperson on a case-by-case basis

Technology
Committee

Gender Diversity Committee

The Gender Diversity Committee, which is under the HMC, deliberates
on the PERSOL Group’s strategies to promote the advancement of
women and related key strategies. It met 12 times in the fiscal year
ended March 2023.

Major activities in the fiscal year ended March 2023

• Reported on the current percentage of women in managerial positions
and percentage of eligible men taking childcare leave and discussed
action plans• Planned and implemented Group-wide measures through four
subcommittees

Staff Well-being Committee

The Staff Well-being Committee, which is under the HMC, deliberates onhuman capital management of the PERSOL Group’s temporary staff. It met
three times in the fiscal year ended March 2023. (It is a new committee
established in January 2023.)

Major activities in the fiscal year ended March 2023

• Conceptualized well-being measures for temporary staff and decided
on core initiatives• Decided on the scope of information disclosure regarding temporary staff• Decided on the key messages in the Integrated Report• Discussed the unique character of the PERSOL Group's initiatives* SBU: Strategic Business Unit, FU: Function UnitPERSOL HOLDINGS CO., LTD. Human Capital ReportDirector and executive compensation system

47

Foundations

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
45	Systems and structures that
support the Group's humancapital46

G overnance that supports
human capital47

D irector and executive
compensation system

48

G roup HR structure andcoordination framework

49D evelopment of HR personnel

50 Articles

Director and executive compensation system
The PERSOL Group has established an approachto remuneration for directors (and other officers)
and corresponding policies, and it determines the
remuneration for directors (and other officers) basedon this approach. The approach is designed toincorporate, in a transparent manner, not just the
short-term performance of the PERSOL Group, butalso officers’ contributions to company performanceand corporate value improvement over the mid- tolong-term with the goal of realizing PERSOL’s value
creation story.
The compensation structure has been revised basedon the value creation story, and the proportion ofvariable compensation, which includes bonuses andshare-based compensation, has been increased to
50% for executive directors. In particular, we havesignificantly increased the proportion of share-based
compensation linked to company performance andcorporate value improvement over the mid- to longterm (under the previous system, the percentages
were basic compensation:bonuses:share-based
compensation = 64:19:17, with the bonuses andshare-based compensation weighted 80:20 in favorStandard compensation composition model(Executive directors)
Share-based compensation

30%

Bonuses20%

Basic compensation

50%

of financial indicators over non-financial indicators;
this ratio was changed to 60:40). We have established
a compensation structure, evaluation weights, andevaluation indicators to realize both the economic value
and social value created through our business activities.
Evaluation indicators for bonuses andshare-based compensation
Target value

Evaluation
weight—*20%

Adjusted EBITDA

100 billion yen

20%

ROIC

17% or higher

20%

Indicator
Financial indicators
TSR

Non-financial indicators※ 比較対象企業とTOPIXを利用した相対評価のため、TSR自体の目標値は設定しません。

Goal for value creation
Employee engagement index

Set for eachindicator

20%
20%* Since the evaluation is a relative one with respect to comparable companies and
TOPIX, no target value for the TSR itself is set.

PERSOL's policy on remuneration for directors(and other officers) (in Japanese only)

Share-based compensation scheme
With the aim of creating a more competitivecompensation package for managers, we have introduced
two types of share-based compensation scheme.
The trust-type share-based compensation scheme(BIP/ESOP), which was introduced in the fiscal year
ended March 2018, is available to directors andexecutive staff of PERSOL HOLDINGS Co., Ltd. andPERSOL Group subsidiaries. The scheme is linked to the
mid-term management plan period, and the eligible
persons, compensation amounts, and other details arereviewed for each mid-term management plan.
Currently, share-based compensation is equivalent toapproximately 3 million yen per eligible employee
per year.
In the fiscal year ended March 2022, in order
to significantly expand the number of eligible
employees, we also introduced a restricted stockcompensation scheme, primarily intended for
employees in managerial positions in PERSOLHOLDINGS and PERSOL Group subsidiaries.
Currently, more than 2,000 employees are eligible
for this system, and each eligible employee receives
share-based compensation worth approximately
1 million yen per year.
The amount of money per person was increasedin the fiscal year ending March 2024 for bothschemes. The number of people eligible for thesystem continues to increase.
Number of persons eligible for the share-based
compensation scheme
3,000

2,457

2,500

2,238
2,000
1,500
1,000
500
0

96

100

102

193

2018/3

2019/32020/32021/32022/32023/3

Note: The figures represent the number of employees eligible for the trust-type
share-based compensation scheme (BIP/ ESOP) and the restricted stockcompensation scheme. (Through the fiscal year ended March 2021, thefigures represent only the number of employees eligible for the trust-type
share-based compensation scheme.)PERSOL HOLDINGS CO., LTD. Human Capital Report

Group HR structure and coordination framework

Foundations

48

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
45	Systems and structures that
support the Group's humancapital46

Governance that supports
human capital

47

Director and executive
compensation system

48

Group HR structure andcoordination framework

49Development of HR personnel

50 Articles

Group HR structure

PERSOL HR Rule Book

HR metric BI tool

The PERSOL Group employs approximately 700 HR
personnel Group-wide in Japan. They fall under threemain categories based on their roles: Group HR, whoplan and promote Group-wide HR policies; SBU/FU
HR, who plan and promote HR policies to address theissues at each SBU/FU; and individual company HR,
who plan and promote HR policies to address theissues at each company. Under their respective roles,
they work together as a Group to promote initiatives
related to human capital.

Our in-house Group-wide rule book, which is morethan 200 pages long, was created to serve as areference point when considering the introduction orrevision of personnel systems and as a standard or
guideline for carrying out HR work at Group companies.
By formulating their new personnel systems inaccordance with the rule book, Group companies canensure that their initiatives stay in alignment acrossthe Group.

Group HR Conference /Grand HR Conference

The Group HR portal site serves as a communication
platform to achieve smooth coordination among
Group, SBU/FU, and individual company
HR personnel.
The Group HR portal site lists the duties of all
HR personnel at each Group company and makes it
possible for Group companies to operate in alignment
by centrally managing information such as materials
from Group HR meetings, Group-wide systemmanuals, and schedules for Group training and events.
The portal site creates an environment that allows
all HR personnel at each Group company to accessthe system and share information, thereby advancing
cross-company coordination.

We are promoting “data-driven HR,” which considers
HR data accumulated at Group companies as an
asset, and combines insights obtained from data
analysis with HR experience and on-site knowledge
to make better plans and policies.
As part of this initiative, we developed a BI toolfor use by HR personnel in Group companies andbegan using it in Group companies in 2023. This
tool enables HR personnel to quickly andconveniently obtain metrics that form the basis of
the Group’s human capital management, such as
the number of employees, labor productivity, andsalary increase rates.

The Group HR Conference brings together seniorGroup HR and SBU/FU HR managers to deliberateon Group-wide issues and initiatives related tohuman capital. It is held twice a month. The intense
discussions at the conference have led to theplanning and improvement of effective measures for
employees engaged in a variety of occupations
within the Group.
We also hold a yearly Grand HR Conference,
which brings together HR personnel from each Group
company. At the conference, progress on the midterm HR plan is reported, initiatives are shared, andawards are presented, among other activities. In thisway, we have created a framework that enables
coordination among HR personnel throughout
the Group.

Group HR portal site

What the HR metric BI tool can do
Incomplete information
Not having the needed metrics
Needing legally mandated metrics

The information
you need!
Delivers data immediately
Disclosure of legally
mandated metrics

Too slow

When you need it!

Infrequent updates
Compiling data takes too long

Compiles data immediately
Faster decision-making

Information isdecentralized
Scattered across various
systems and departments

Delivered to those
who need it!
Centralized information
Delivered straight toeach company's HR personnel

PERSOL HOLDINGS CO., LTD. Human Capital Report

Development of HR personnel

Foundations

49

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
45

Systems and structures that
support the Group's humancapital46

Governance that supports
human capital

47

Director and executive
compensation system

48

Group HR structure andcoordination framework

49

Development of HR personnel

Selective training for HR managers

Talent training in data utilization

PERSOL HR Academy

Each year, the PERSOL Group selects one personfrom among the HR managers of each Group
company to participate in the HR Leaders Forum, an
HR leadership development program sponsored by
PERSOL RESEARCH AND CONSULTING Co., Ltd. The
HR Leaders Forum brings together next-generation
HR leaders from major Japanese companies in thespirit of taryu jiai (mixing with outsiders to test
oneself) with the goal of training the next generationof HR leaders who will become future HR directors
and CHROs. In 2023, a total of 15 sessions were held
over eight months. By continuously providing suchopportunities, we are working to raise the level ofHR functions throughout the Group.

To secure the talent necessary to promote data-driven
HR, we have been developing our own training
program in-house since 2020 and providing it toa total of more than 200 HR personnel at Group
companies. The program continues to evolve every
year. Among other initiatives, we are currently offering
three courses: an Elementary course that teaches
basic data literacy, an Advanced course that teaches
various analysis methods using statistical software,and a Managerial course that teaches interpretation ofanalysis results and data-driven talent management.

Since 2022, we have been holding a study session
called “PERSOL HR Academy” for the Group’s HR
employees. For some time, HR personnel at Group
companies had been requesting a forum to gain HR
knowledge and to learn about a wide range of HR
operations beyond their own areas of responsibility.
This program was therefore set up as a forum for
the Group's HR personnel to share what they havelearned with each other. All HR personnel within
the Group are eligible to participate. The instructors,
who are HR employees at Group companies, use casestudies from Group companies to disseminate HR
knowledge throughout the Group.

Data utilization training framework

HR Leaders Forum curriculum structure
Experienced
instructors
Broad range ofHR themes

Action learning

Curriculum themes (Partial list)

Elementary

HRM knowledge

Interpret andutilize data

50 Articles
HRleadershipdevelopment

HR solutions

Elevating one’s
perspective throughpractical workshops

HR community

Advanced
Master advanced
analytical skills

Cultivate andutilize analysis
experts

Managerial

Generate andaccumulate analysis
case studies
Building an HR
community that
continues to learn

Case study
sessions
Practice training
throughmock projects

Lead yourorganization's
use of data

• Basic knowledge of labor laws and regulations• Revisions to laws that are important to keep
in mind• Regarding wages and social insurance• HR career development• PERSOL's HR development, educationand trainingGroup
study sessions
Regularly review
and share internalcase studies

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 2: Conversation with an expert

Articles

50

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles
50

Dialogue 2: Conversation withan expert

54

Contributor: PERSOLRESEARCH AND CONSULTING
Co., Ltd.

Human capital management that
accelerates innovation
Human capital management has become a major trend inrecent years, but we have always aimed to realize our Group
Vision, “Work and Smile.” We invited Dr. Akie Iriyama, aProfessor at Waseda Business School (Graduate School ofBusiness and Finance) who has been involved in research on
global standards of business administration, to participate ina conversation with Tatsuyoshi Oba, General Manager of theGroup HR Division, about the challenges and possibilities ofhuman capital management in Japan.

Tatsuyoshi Oba

Dr. Akie Iriyama

General Manager,
Group HR Division

Professor, Waseda Business School(Graduate School of Businessand Finance)“I hope to contribute tomaximizing human capitalby coming up with bold
hypotheses and pursuingexperimental initiatives.”—Oba“Updating managementand HR administration witha long-term perspective
will lead to innovation
at Japanese companies.”—Iriyama

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 2: Conversation with an expert

Articles

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01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles
50	
Dialogue 2: Conversation withan expert
54	Contributor: PERSOLRESEARCH AND CONSULTING
Co., Ltd.

Japanese companies have not been able toupdate their concept of management thatvalues people
Oba: First, let me ask you about trends in humancapital management in Japan as seen from a
global perspective.
Iriyama: Companies around the world have come to amajor turning point with respect to human capital interms of their perception of corporate value and their
growth strategies. However, my impression is thatJapanese companies are behind those of otheradvanced countries by four to five laps.
Oba: What are the factors behind the delay intheir initiatives?
Iriyama: The most significant factor is the lifetime
employment system established after World War II.

Manager, Group HR Division,
Tatsuyoshi Oba General
PERSOL HOLDINGS Co., Ltd.
Joined Intelligence (now PERSOL CAREER Co., Ltd.) in 2007 afterworking in human resources at a leading life insurance company. He is
involved in various areas of human resources, including HR planning,
HR development, and HR management and administration. In 2015,
he studied abroad at an HR research institute in England, transferring
to PERSOL HOLDINGS upon his return. He has served in his current
position since April 2020.

Rather than spoiling employees, this system has actually
spoiled companies. For example, there is an arrogant
assumption that the employee will not quit even if
they are given unreasonable transfer or relocation
assignments that do not contribute to their growth. So,
overly relying on that system and not taking employee
growth seriously has had consequences.
Oba: As seen in the “three-way satisfaction” or “goodfor everyone” philosophy of the Omi merchants of old,
Japanese companies have always been inclined toearnestly engage with their employees. However, it
may be that the lifetime employment model has
given management a sense of security, and thesuccesses experienced prior to the collapse of the
bubble economy may be perpetuating certain
management behaviors.
Iriyama: Exactly. And management has not been
updated to reflect the times. The essence of humancapital management is for employees to work
energetically. And for employees to resonate with thecompany’s ideals and direction so that the company
and its employees grow together. I believe a situation
where you have plenty of developed human resourcesthat have the potential to deliver results at othercompanies still stay because they like the company
is a testament to management that values people.
It takes time to create such an organization, though.
That’s why a long-term perspective is needed inmanagement. Progressive managers overseas update
their business policies and measures over a long
period. This is because they understand that there
can be no innovation otherwise.
Oba: Indeed, the vision we’re pursuing for people andorganizations is closely tied to innovation. What do
you think are the challenges for Japanese companies
to catch up?

Iriyama: The first is governance. Speaking in extremes,
wouldn’t you agree that a P/B ratio* at or below 1x
is disqualifying for management? Of course, P/B
ratio isn’t the be-all and end-all, but the reason acompany’s stock price is low is because people think
the company has no future. I would go even further
and say that if the external directors cannot have sucha president replaced, then they have no reason toexist. On the other hand, a president trying to improvebusiness efficiency and maximize the value of humancapital should be supported over the long term.
Based on the importance of such governance,
I feel that Japanese companies face three challenges
in human capital management. The first is, as I
mentioned earlier, it takes time. The second is that
there are significant differences between individualcompanies. Cultures and histories differ, so you haveto understand your own company and have thepatience to customize case studies of success fromother companies and slowly transform your company.
The third is that it’s difficult to accurately measureemployee growth and engagement. Human capitalmanagement is at a turning point, so I hope that the
PERSOL Group, which has various solutions to offer,
will take the lead in addressing these challenges,
bringing about innovation in your internal HR affairs
to foster widespread change in Japan.
Oba: In that regard, our Group has long upheld thevision of “Work and Smile,” and in our Mid-termManagement Plan 2026 announced in March 2023,
we declared our intent to become a “Career Wellbeing” Creation Company. President Wada is alsostrongly committed to this.
* Price-to-book value ratio

PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 2: Conversation with an expert

Articles

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01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles
50	
Dialogue 2: Conversation withan expert
54	Contributor: PERSOLRESEARCH AND CONSULTING
Co., Ltd.

Fostering culture and increasing
engagement over the long term isa shortcut to growth
Oba: I’ve worked in the HR administration domain
for about 20 years. I have recently come to believethat fostering a long-term-oriented culture within
the Company is another crucial mission of
HR administration.
Iriyama: Take, for example, the pharmaceutical
Company where I serve as an external director. Foraround 30 years, the current CEO has committed tousing a consistent approach toward administrating
and developing human resources. This has resulted in
the development of human resources, leading to its
current strong business performance and stock price.
The culture at this company, however, is one where
the employees are not particularly interested in thecompany’s business performance or stock price.
Instead, they are focused on seriously contemplating
and putting into practice what is good for the world.
Oba: I've reviewed the integrated report and various
disclosures. It's impressive to see how that company’s
management vision and purpose explicitly outline
measures that contribute to the well-being of all
individuals and society as a whole.
Iriyama: I see that the PERSOL Group has introduced
a Career Challenge program where employees canproactively choose their own careers.
Oba: Yes, we launched the program in 2017. Our
regular internal engagement surveys also revealed a
relationship where the higher the career ownership,
the greater the enthusiasm toward work and desire tocontribute to the organization. We hypothesize thatplaying an active role in a job or workplace that
employees have chosen on their own also allows themto contribute to customers. This creates a cycle where
the employees themselves develop a fondness for

the Company and want to work with us long-term.
Iriyama: So that means the supervisors of those
employees transferred as part of the program havedeveloped such a high level of human resources thatthey are headhunted. I think rewarding the former
supervisors would make the program evenmore interesting.
Oba: You’re right. A system that gives high marks to asupervisor that produces quality human resources is a
new concept, isn’t it? At the same time, the challenge
for the Group is that there are significant differencesamong Group companies in terms of resources for the
HR function, which supports human capital. To further
expand the human capital of the entire Group, we willneed to increase the number of human resources
capable of utilizing HR data and further strengthen
the HR network among Group companies.

Accelerating innovation strategy by tasking
the DX Division with digital technologyoriented HR matters
Iriyama: Based on what you’ve said, I would like to see
the PERSOL Group create a program to train CHROs. If
you want to change your company, the first thing you
run into is challenges for HR administration. That’s why
the importance of CHROs has gained attention of late.
Companies are comprised of people, so the CHRO
holds a position on par with the president. But there arefew such companies in Japan. The development of
individuals and organizations is also closely linked tobusiness strategy. Just having two or three individuals
who can work with the president to come up with suchstrategies and handle programs, labor management,
and other matters join listed companies would bringabout significant change in Japan.
Oba: In the case of the PERSOL Group, the CHRO
coordinates closely with the CFO, CSO, and CIO/CDO

Professor, Waseda Business School

School of Business
Dr. Akie Iriyama (Graduate
and Finance)

After graduating from Keio University, he completed the Master’s
program at the Keio University Graduate School of Economics. He
then went into consulting at Mitsubishi Research Institute, Inc. before
obtaining his Ph.D. from the Graduate School of Business of the
University of Pittsburgh in 2008. He became an Assistant Professor atState University of New York at Buffalo in the same year. In 2013, hebecame an Associate Professor at Waseda Business School(Graduate School of Business and Finance). In 2019, he became a
Professor. He specializes in business administration.

to promote corporate strategies. Furthermore, in 2023
PERSOL HOLDINGS transferred the authority related
to digital technology-oriented HRmatters andfunctions such as recruitment and information
systems from the HR Division to the DX Division.
This has allowed the DX Division to take the lead inoverseeing matters related to digital technologyoriented human resources. We believe that designing
HR functions and authority beyond the existing
framework will also have a significant impact on
promoting strategies.
Iriyama: In Japan, the only function of HR divisions
has been to execute top-down instructions. Today,
however, strategy equals innovation, and HR functions
are indispensable in that context. You have to
PERSOL HOLDINGS CO., LTD. Human Capital ReportDialogue 2: Conversation with an expert

Articles

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01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles
50

Dialogue 2: Conversation withan expert

54

Contributor: PERSOLRESEARCH AND CONSULTING
Co., Ltd.

intentionally create an HR division that thinks about
strategy. So, I believe the strategic idea to put the
DX Division in charge of matters related to digitaltechnology-oriented human resources is great. In fact,
the top executives in charge of DX at several major
companies I’m familiar with hold considerable
authority in HR matters.

bold hypotheses without fear of failure and revamp
conventional approaches.
Iriyama: The era of human capital is, indeed, the timefor failure-friendly HR. That’s the biggest takeaway
from this conversation. Going forward, the PERSOLGroup’s promotion of more innovative and interestingmeasures is sure to directly contribute to overall
improvement in Japan.
Oba: It’s a big responsibility. But that also makes itvery rewarding. As a strong advocate, I hope you
will continue to support us in our future pursuits.

Sharing HR failures to provide lessons toJapanese companies
Oba: In 2016, the PERSOL Group put forward a
HR policy called “Advanced HR Showcase.” This policy
demonstrates our desire to take on the challenge ofexperimental personnel systems and policies and toshare our successes and even failures with the world.
By making sure to share even the measures that do
not go well, we hope to become a presence that
accelerates HR pursuits all over Japan.
Iriyama: Showcasing personnel measures that could
potentially fail and are so unconventional they almost
seem crazy, is a genuinely groundbreaking initiative!
Oba: Cultures and histories differ from company tocompany, so it can be quite challenging to adapt
successes. On the other hand, failures can serve
as food for thought for companies facing similar
challenges. It might also be interesting to holdsomething like the HR Failure Awards.
Iriyama: HR Failure Awards...now that’s a good idea!
I mean, you can’t bring about innovation without
failure, can you?
Oba: Precisely, and the younger generation isn’tbound by the lifetime employment model. They’vebeen working remotely and doing multiple jobs fromthe start, so that has brought about a significant shift
in perceptions of the value of work in society. These
are the times we live in, so I believe we have come toan era where human resources should make and test
PERSOL HOLDINGS CO., LTD. Human Capital ReportContributor: PERSOL RESEARCH AND CONSULTING Co., Ltd.

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01 Introduction
05 Message
07 Our approach

The ideal Japanese companies should pursue for achieving human capital management

13 Activities
45 Foundations
50 Articles
50	Dialogue 2: Conversation withan expert
54	
Contributor: PERSOLRESEARCH AND CONSULTING
Co., Ltd.

Satoshi Sasaki
Senior Researcher, PERSOL RESEARCH
AND CONSULTING Co., Ltd.
Visiting Professor, Rikkyo University
Graduate School

After working for Recruit Co., Ltd. consulting on matters such as HR
development and organizational transformation and being involvedin the HCM business, he joined Hay Consulting Group (now Korn
Ferry) as a business manager in the domain of HR development
related to selecting and developing next-generation leaders. In July
2013, he was appointed General Manager of the Consulting Division
and Executive Officer of PERSOL RESEARCH AND CONSULTING
and has been in his current position since April 2020. He also serves
as a visiting professor at Rikkyo University Graduate School.

Human capital management attracting
attention in Japan and other countries
Human capital management is rapidly gaining
attention as a result of world trends and the effortsof Japanese government officials. Japanesecompanies are now being pushed on how they willapproach human capital management and what
they will prioritize amid demands for disclosure ofhuman capital information.

Transitioning from shareholder
capitalism to stakeholder capitalism
The slowdown in economic growth that began
in the early 1990s following the collapse of the
bubble economy, the deterioration of theinternational competitiveness of Japanesecompanies, and the decline in worker engagement
have all contributed to a growing sense of crisis.
The concern is that a lost period of no growth could
persist for 40 or 50 years if there continues to be alack of policy in corporate management.
In the context of economic revitalization,
human capital management aims to create amechanism where funds are drawn to companies
that invest in intangible assets such as people andare proactive in disclosing this information, thereby
raising the level of competitiveness. As such,investors play a significant role. It is self-evident,
both theoretically and structurally, that disclosureof information on human capital cannot take place
without considering the perspective of investors.
However, this does not mean a return to theshareholder primacy of the past. In the UnitedStates, prompted by reflection on excessive
shareholder capitalism and a growing urgency
regarding climate change, management lobby
groups declared this an era of stakeholder
capitalism in 2019. This approach emphasizes

the interests not only of shareholders but alsoof customers, employees, business partners,
communities, and other stakeholders.
We must not forget that human capitalmanagement is not just for shareholders.
Rather, it is about building relationships with all
stakeholders, including customers who value
and support a company’s products and services,
job seekers who are attracted to the company,
long-term business partners, and employees
who work for the company. This is where humancapital management is realized and how
companies give back.
Companies must disclose mandatory (if listed)
and unique matters. Rather than simply disclosing
the ratio of managerial positions, it is essential toprovide problem-solving disclosures by disclosing
pipelines and goals. Companies should look atmatters that are disadvantageous to them anddisclose matters that are unique to them basedon a story of value creation for growth.
Rewarding stakeholders and maintaining awin—win relationship with them byunderstanding the issues at hand, disclosing
initiatives for addressing them to attract
investment, and achieving growth will create asustainable virtuous cycle. Surely, this is theessence of human capital management.

PERSOL HOLDINGS CO., LTD. Human Capital Report

01 Introduction
05 Message
07 Our approach
13 Activities
45 Foundations
50 Articles

Related media Integrated Report 2023

https://www.persol-group.co.jp/en/ir/upload_file/m009-/PERSOL_IntegratedReport2023_en.pdf

PERSOL HOLDINGS CO., LTD.
2-1-1 Yoyogi, Shibuya-ku,

Consolidated financial results for the fiscal year ended March 31, 2023
https://www.persol-group.co.jp/en/ir/upload_file/m009-/FY2022Q4presentationE.pdf

Tokyo 151-0053, Japan

Annual securities report for the fiscal year ended March 31, 2023
https://www.persol-group.co.jp/ir/upload_file/m009-/FY2022Q4securitiesreport.pdf (in Japanese only)

https://www.persol-group.co.jp/en/

Corporate Governance Reporthttps://www.persol-group.co.jp/en/images/corporate/pdf/corporate_governance_report_en.pdf

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https://www.persol-group.co.jp/en/sustainability/

PERSOL HOLDINGS CO., LTD.

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