S(Social)SocialSocialSince the founding, Mitsuuroko Group has operated business based on the concept that humanresources were the source of our growth and our greatest asset.

Main target management indicators (KPIs)

Increase the number of locations with the Christel
Vie Ensemble Foundation donation boxes

Contribution to local communities andsociety (community cleanups, etc.)

Number of drills conducted in relation
to confirmation of safety

Yearly target

Yearly target

Yearly target

Increase from 11 locations(the number of locations in 2021)―

Twice a year
(for all employees)* The “̶” symbol indicates a qualitative target.

Rate of receiving regular medical examinations Rate of receiving thorough examinations

Rate of maintaining proper weight

Yearly target

FY2023 Target

FY2023 Target

to co-exist with local communities and realize a safe and secure society. We hope to contribute toContinue to provide
100%

90%

80%

Rate of undergoing stress checks

Rate of smoking

Rate of regular exercise

FY2023 Target

FY2023 Target

FY2023 Target

100%

18%

40%

Rate of parental leave taken

Ratio of female employees

Ratio of female managers

Yearly target

FY2026 Target

FY2026 Target

Female employees: Continue toprovide the yearly target of 100%
Male employees: FY2023 target 20%

33%

11%

Number of diversity training conducted

Number of career seminars conducted

Number of maternity leave andparental leave training conducted

FY2022 Target

FY2022 Target

FY2022 Target

Once a year for all
employees

Once a year for female
employees in their late 20s

Once a year for
managersa bright future, beautiful planet, and an affluent society.

43

Stable supply of energy/electricity

45

Safety assurance and quality control for customers

41

47

Disaster prevention measures

Mitsuuroko Group Holdings Co., Ltd.

INDEX

49

Respect of human rights

51

Health-focused management

55

Inclusion & diversity

58

Human resources development

59

Local communities

42

SUSTAINABILITY REPORT 2022

To ensure stable and reliable services, we do everything we can and should, no matter how small,Stable supply of energy/electricity

S

SocialStable supply of energy/electricity
Basic approach

Transportation safety management safety basic policy

The Group is striving to build an energy supply chain that is sustainable under any changes in conditions irrespectiveof normal times or emergencies and provide our safe and secure services that are closely related to regions.

Stable supply of LPG and petroleum products

75% of LPG is imported from overseas. The Group hasentered a yearly procurement agreement with importcompanies. The Group stably procures LPG that meets
Japanese Industrial Standards and simultaneously
stores approximately 90 days worth of gas at the importcompany and government, and approximately 60 days
worth of gas at the warehouse in order to respond togeopolitical risks.
Also, the Group has entered agreements with multiple
import companies regarding petroleum products. The
Group secures petroleum products of quality, proactively
imports heating oil that fulfills standards of certifying
associations in Japan and overseas, and maintains
a structure that prevents obstacles in fuel supply. In
addition, the Group stores fuel at our own bases.

Within our logistics infrastructure, we transport LPG
from the port hub of the import company to ourfilling stations under an exclusive contract with atransportation company and deliver from our filling
stations to our customers. We are striving to provide
stable supply of petroleum products to our customers
by entering into charter agreements with petroleumtransportation companies.

Stable supply of electricity

Cooperation with related business operators

In accordance with major changes to the energy environment,
including electricity and gas systems renovations, the Group
believes that the stable and secure supply of electricity iseven more important.
In order to ensure the stable procurement of electricity,
we are constructing an optimized electricity portfolio thatcombines in-house power supply and the mutual purchasing,
etc. from independent power plants. We have developed ascheme to continue providing electricity in a stable fashion
through both long-term electricity agreements and shortterm electricity agreements based on mutual cooperation
with independent power plants. At the same time, we will
utilize multiple systems, such as swaps, futures, and the BL
market to improve the stability of electricity supply. In addition
to renewable energy, we have also considered transactions in
the LNG power, coal power, and Japan electricity wholesalemarkets as we aim for the best mix of energy.

We strive to execute regular information exchange andstrengthen relationships with power generation business
operators and power companies. We have also
implemented a system to simplify procedures of
construction companies in order to ensure construction
proceeds smoothly in the case of the customer
changes their electricity facilities.
Upon procuring wood biomass that will become fuelin biomass power generation, we have establisheda system of long-term stable procurement withmanagement by a skilled forestry-related business
operator that is also a supplier.
At the same time, we are strengthening relationships
with partners who sell electricity and are making
proposals for sales menus such as the green menu
(carbon-free menu).

Taking on the challenge to achieve
zero accidents in all areas with thehighest priority on safety and security

Contribute to society by taking up the challengeof eliminating accidents and disasters

2

Safety is prioritized in all operations

3

No trust without safety

Safety measures
Important safety measuresthe most important task is confirmation. Confirmation andreconfirmation by pointing is done covering all aspects
from the vehicle surroundings to sources of heat andobstacles around where the cylinders are installed, truck
elevators, the transportation route, smells around thecylinders, and detailed parts.
Under the slogan of “Taking up the challenge to achieve
zero accidents in all areas with the highest priority on
safety and security,” the entire Logitri Group is working
hard to achieve no accidents and traffic violations, and toensure safe driving and reliable delivery operations everyday.

Targets / achievement status

Details of implemented measures

Targets for this year

Achievement status

1

Reduce vehicle accidents
Zero severe accidents
Reduce other vehicle accidents by
50% or less compared to previous year

Establish safe driving
through introduction ofdrive recorders

2) Educate on transportation safety management
system3) Implement internal audits4) Hold open safety conferences2

Thorough implementation of transportation safety
management system
Educate employees to spread awareness to all employees

Spread awareness throughinternal audits and training

Promote workplace 1) Implement safety measure meetings (training on accident examples)
3 voluntary activities 2) Implement near miss activities (implement as risk detection training)3) Implement operation of 5S (sort, set in order, shine, standardize, sustain)

3

Acquire and renew G Mark
(excellent safety workplace)

Acquired transportation businessaccreditation at all 38 worksites
Tohoku region: 10, Chubu
region: 5, Kansai region: 2

4

Implement traffic safety measures meetings
1) Research actual accidents and prevent
reoccurrence
2) Report details of meetings to headquarters

Conduct analysis andreport to headquarters at
safety measures meetings

5

Implement near miss activities
1) Utilize driver reports and drive
recorder videos
2) Utilize in accident prediction training

Promote near missactivities

6

Share information
Prepare internal postings(organizational charts, annual
targets, posters)

Spread awareness by
posting annual targets,etc.

7

Implement risk management
1) Improve internal and external facilities(Risk assessment)2) Develop and spread awareness ofcrisis management measures andprevention measures

Extract issue areasand implement
countermeasures

8

Implement IT inspection system

Implement at someworksites

Maintain safety at
1 existing facilities Implement risk assessment
Spreadawareness of
2 transportation
safetymanagement

Transportation security management
The Group has established logistics companies in
Tohoku, Kanto, Chubu, and Kansai regions. The holding
company Logitri Holdings Co., Ltd. owns each of them as
the Logitri Group, which realizes stable supply of energy
through safe, secure, and prompt logistics services.
We also hold a delivery skills contest to spreadawareness of security, ensure the implementation ofreliable inspection services as an accredited security
organization, and to further improve the quality of delivery
operations. The contest comprises acts actually involvedin transportation. Everything from vehicle driving,customer interaction, careful stock taking, speedy andcareful delivery and installation of compressed gas
cylinders is subject to judging. Within these processes,

1

Secure safe
4 operations

1) Secure certified personnel according to law（ health and safety promoters, workplace accident prevention supervisors

Transportation supervisors, construction supervisors, C-grade chemical managers,

1) Effectively utilize drive recorders
2) Implement accompanying guidance3) Educate drivers
4) Implement delivery skills contest with nationwide worksite participation

Uniformization of1) Implement accompanying guidance
5 container exchange work 2) Educate drivers
Implement
Implement regular diagnoses and follow-up
6 health checkups checkups
Implement
Implement general, initial, age, and specified
7 aptitude diagnoses diagnoses for all drivers (implement again in 2 years)
Publish and1) Update home pages
8 share information 2) Utilize internal postings
Implement emergency 1) Develop manual
9 response training
2) Implement training
No accidents and traffic 1) Acquire driver record certification (3 years)
10 violations awards2) Award at safety meetings
Initiatives for environmental Participate in Tokyo Trucking Associationʼs “Green and
11 contribution businesseco-friendly projects” and introduce awards system

Organizational system to secure transportation safety
Logitri Holdings Co., Ltd. views transportation safety
management as an important mission, acknowledges it
as an important area where top management should bedirectly involved, and has established a management
structure in order to issue prompt and clear directives.

Logitri Tohoku Co., Ltd.
Logitri Holdings, Co., Ltd.

Logitri Chubu Co., Ltd.
Logitri Kansai Co., Ltd.

Presidents at Logitri
companies

Transportation
management director
Management
director

Area manager

Worksitemanager

Transportation supervisor,
facility supervisor

44

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Holdings Co., Ltd.

43

Stable procurement of LPG and petroleum products

Slogan（SocialSafety assurance and quality control for customers

S

SocialSafety assurance and quality control forcustomers

SocialBasic approach
EnergyMitsuuroko Group takes efforts to secure safety under a basic policy that there are “no sales without security.”
To prepare for emergency situations, such as gas leaks, the Company has built a 24 hours a day, 365 days a year
emergency dispatch system and has established a strong security system to prepare against all situations to ensure
customer safety.
As laws and regulations are revised over time, we will constantly transmit and support the newest information on how
to strengthen safety systems, heighten awareness of disaster prevention, and advance voluntary safety measures.

Electricity

In each power plant, we are continuing efforts to achieve no accidents and disasters at all sites by implementing
and confirming site patrols by safety promoters, crisis detection actions, pointing / calling, compliance of laws andregulations, voluntary safety / security audits, and 5S activities.

Foods

Mitsuuroko Group performs product design from customer perspectives and sufficiently confirms the safety of the
products and manufacturing process to deliver safe, secure, and delicious products to customers.
In each Group plant, we take efforts for ongoing improvement of issues extracted and regular internal audits based on
proprietary food security audit standards in addition to our daily quality control.

Real estate

Real estate

The Company has constructed a structure based on
quality control standards in the planning and operation ofbusinesses to deliver “safety and security” to customers.
In terms of planning, the Company prepares an annual
plan of laws and regulation inspections and a yearly repair
plan and conducts regular checks to ensure these plans
are properly implemented. At the same time, in terms ofoperations, the company not only performs regular equipment
inspection and corrective work, does patrol inspections,
reports, installs security cameras, and implements regularcleaning through a management company, it also introduces,
updates, and eliminates specialized and shared equipment,such as LED lighting, as necessary.
We have formed a system to confirm the status of damage
during natural disasters such as earthquakes or flooding
through a management company. The Company is striving
to prevent damage by implementing water gates and watersealing plates on properties with a relatively high risk offlooding.

Initiatives for safety assurance / quality control

In addition to development and leasing of residential homes, office buildings, and commercial facilities, Mitsuuroko
Group offers proposals to expand the range of peopleʼs lifestyles and aim for harmony between regions throughbusiness.
We pay close attention to not only the quality of buildings, but also the quality of services provided to customers as wetake ongoing efforts to improve customer satisfaction.
EnergyWellness

We pursue Customer Delight and have established the 4S (Safety, Smile, Special, and Surprise) as important
indicators in the Wellness Business.
Safety: Safety is prioritized in all things.
Smile: Facilities where customers and staff naturally smile.
Special: Giving hospitality to special people.
Surprise: Small joys one after another can move the hearts of customers and employees alike and create sharing
of touching moments.

Development of strict
internal standards(Mitsuuroko Standards)
that go beyond laws
and regulations

Based on the frequency of legal inspections (at least once every four years) established in the Act on the Securing of
Safety and the Optimization of Transaction of Liquefied Petroleum Gas, Mitsuuroko Group performs advanced
management two months before. We strive to ensure safety and not exceed legal deadlines in case of emergency inaccordance with customer circumstances.

Thorough expiry
management forprovided equipment

Mitsuuroko Group performs manufacturer guarantee expiry management on all provided equipment, including
adjusters, high / low pressure hoses, alarm devices, etc., in addition to expiry management for gas meters asestablished in laws. Through this, the Company aims to eliminate equipment malfunction due to deterioration over time.

Measures to eliminate
carbon monoxide
poisoning accidents

When using gas equipment that has deteriorated over time and does not have a safety device (incomplete combustion
prevention device), there is a risk of carbon monoxide poisoning due to incomplete combustion of the LPG. The Group
strives to eliminate carbon monoxide poisoning accidents by regularly spreading awareness of safety and promoting
exchange of related equipment for customers who use gas equipment that does not have a safety device.
Also, the Group is taking efforts for safety management by promoting installation of operational ventilation alarm devices
for commercial kitchens, etc.

Acquisition of a foodsafety management
standard

In the bottled water business division, we have acquired JFS-B certification, a food safety management standard, in our
Yamanakako Plant, Narusawa Plant, and Gifu Yoro Plant. The Ihara Factory and Okitsu Factory of Shizuoka Mitsuuroko
Foods Co., Ltd. which are new additions to the Group, have acquired FSSC (international standard on food safety
management system), and both plants manufacture and sell products with the focus on providing safe products to ourcustomers.
* JFS certification is a food safety management standard from Japan that is aligned to international standards
and centers on the three axes of food safety management system (FSM), hazard controls (HACCP), and good
manufacturing practice. It was developed by the Japan Food Safety Management Association (JFSM), which wasestablished under the guidance of the Ministry of Agriculture, Forestry and Fisheries.
* The FSSC standard stands for Food Safety System Certification and is a system standard for food safety developedby the Foundation FSSC22000. The standard is approved as one of the food safety certification schemes by the
Global Food Safety Initiative (GFSI), a non-profit organization led by the food retail industry.

Selection of business
partners and initiatives

In the selection of business partners, the Group makes decisions through proper and fair procedures, based on the
JFS-B certification related to food safety, in order to meet stakeholder expectations and contribute to society in termsof the procurement of raw materials, in addition to quality, cost, deadlines.
Carlʼs Jr. Japan Inc., which operates a hamburger restaurant chain, uses 100% Australian beef in its beef patties as
it focuses on high quality materials that are safe and secure. Australia is the top beef exporting nation in the world. It
has been proactive in initiatives toward safety of beef products, quality control, and traceability. Beef is produced under
the strictest management structure in the world, from ranches to consumers. By selecting only the best suppliers from
Australia, it can provide safe and high-quality beef.
The Company will continue to develop a relationship of trust so that we can gain the understanding and cooperation ofbusiness partners.

Measures for customer
satisfaction

In order to provide properties with added value that will satisfy many customers, the Group is proactively introducing
features to both new and existing properties, such as Wi-Fi connectivity, car sharing services in the rental apartment
grounds, a call center that can respond to tenant requests 24 hours a day, measures to prevent illegal entry ofsuspicious persons through elevators that only stop on certain floors and have a hands-free system, introduction ofenergy-saving products, such as air conditioning equipment that limits energy output, and water-saving toilets. The
common area has also been renovated and turned into a lounge with a library and theater room for residentsʼ use.
In our commercial facilities, we aim to be more closely connected to the community through sponsorship andparticipation in local events and publication in local magazines. The Group collects the opinions of tenants andcustomers by proactively establishing information sharing and communication opportunities with tenants, such asmonthly store manager meetings where the representatives of in-facility stores gather. Through this, the Group is taking
efforts to create facilities that are easy to use.
We introduce various measures to reflect the voices of customers into business activities and are striving to improvecustomer satisfaction as we proceed with quality improvements from a customer point of view.

Structure for safety assurance and quality control
Foods

EnergyThe Group positions security as its most important mission
as an energy solutions business operator, acknowledges it as
an important area where top management should be directly
involved, and has established a management structure.
In order to ensure safety, we have given direct authority ofthe security management department to the President of
Mitsuuroko Vessel Co., Ltd., who will issue prompt and clear
directives. We are efficiently managing 36 filling stations
and 70 stores and have centralized response to customer
inquiries and messages at specialized call centers.

Electricity

Regarding supply and demand of electricity, we haveconstructed a system that enables cooperation with powertransmission companies to boost the security of electricity
supply. In the power generation business, we have staff
working by shifts at plants 24/7 as well as remote monitoringfrom headquarters. By this, we have constructed a systemcapable of constant monitoring of power plants as wetake efforts to secure the safety of our power generation
business.

Foods

The company formed hazard controls (HACCP) teams ateach plant in the bottled water business division, completed
products were removed by lot, given voluntary inspection
for micro-organisms, and shipped if they passed theexamination. We are striving for quality maintenance andmanagement, such as implementing regular inspections ofwater sources and products by external public institutions.
In inspections, inspectors with proper training, knowledge,
and skills use specialized equipment for chemical analysis,
micro-organism analysis, and foreign substance analysis.
The company rigorously selects “ingredients that have aclear distribution path” and implements “safe and securemanagement of owned kitchens” in the operation ofrestaurants, in-facility stores, cafeterias, DELICATERIA,
voluntary chain stores, a hamburger restaurant chain, freshbakeries and cafés, and more, all run under the Foods
Business. In product development, use external “eyes”
to perform “food product examination that pursue safety”
and make daily improvement to aim for these HACCP
management quality standards.

RealestateWellness COVID-19 measures

At SPA EAS and Hamabowl, we disinfected the facilities and applied anti-bacterial / anti-viral glass coating in January
2021. This glass coating has cleared the SIAA standards (safety of antibacterial processed products) and is highly safe.
We also increased the pace of facility sterilization to once every 60 minutes and maximized ventilation.
Also, in SPA EAS, we introduced IoT for customers to remain safe and avoid crowded areas by visualizing the crowdingin each area.

46

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Holdings Co., Ltd.

45

Wellness

The Company has constructed a structure that can respond tovarious situations in order to ensure the safety of customers.
During morning meetings, employees learn to use AED and
CPR to prepare for emergencies. In addition to training of
hot springs facilities, Company employees and tenant store
employees gather twice a year and confirm the evacuation
path during emergencies.
At Yokohama Tennen Onsen SPA EAS, the Company changes
the hot springs water each day, performs bi-annual water
quality examinations, and uses mild materials to create anenvironment where customers feel comfortable to use thefacilities with confidence. Also, the Company has implemented“Onsen IoT” that can display the status of crowding on mobile
devices or internal displays by counting in real-time the numberof users in each location through a stereo camera installedin key areas in the facility (a hot-stone spa, break areas, coworking spaces, etc.).
Because customers can check on the status of crowding in thefacility using the specialized app, it is possible to use facilities
while avoiding crowds. This is very helpful in preventing the
spread of COVID-19.

Disaster prevention measures

S

SocialDisaster prevention measures

SocialDisaster prevention measures at power plants

Basic approach
Mitsuuroko Group has constructed an emergency dispatch system that operates 24 hours a day, 365 daysa year to prepare against unexpected trouble, such as gas leaks. We have established a strong security
structure to prepare against any situation in order to ensure the safety of customers.
To strengthen resilience and respond to electricity supply constraints and natural disasters that have grownwider in scope and more intense recently, the Group reinforced the supply infrastructure, including selfdefense capabilities, and strengthened the link with business operators for quick restoration. The Group isfurther strengthening structure-building and supply-demand adjustment function to secure stable supply ofenergy in times of disaster.

Disaster-resistant LPG

Earthquake countermeasures

LPG can be carried by filling canisters. It is known as
a “distributed energy that can be used independently”
and inspected and repaired on an individual basis intimes of disaster.
Mitsuuroko Group is strengthening disaster response
measures and established a strong system to minimize
the impact of disaster on customer lives.

LPG is known as an energy that is resistant toearthquakes. However, the Group promotes theinstallation and attachment of safety equipment,
including microcomputer meters, to prepare against
unexpected circumstances. We have established an
emergency dispatch system that operates 24 hours aday, 365 days a year through a call center.

Storm and flood measures
The Group is strengthening the below measures toprevent leakage of LPG containers through storm andfloods.
1 Install disaster prevention nets to prevent leakage
from platforms and secure lashing belts at LPG
container filling stations.
2 For LPG containers installed in customers ʼ homes,
we check for flood risks using hazard maps andregister this as customer information. We securedouble canister chains and promote the attachmentof tension-type high-pressure hoses as disastercanister leakage prevention.

Introduction of safety confirmation
system (emergency call system)
Mitsuuroko Group has introduced a safety confirmation
system (emergency call system) at all businesscompanies, not just in the Energy Solutions Businessand Power & Electricity Business. The Group hasconstructed a system that can confirm the safety of
employees by PC or mobile phone, speedily confirm
the safety of employees or their family members, andquickly take action for customer response and business
continuity.

Development and application ofbusiness continuity plan (BCP)
Mitsuuroko Group has developed a BCP and disaster
response manual to prepare against large-scaledisasters and the recent spread of COVID-19. The
Group regularly confirms the communications system
and important facilities, conducts accident response
training and dispatch training, and maintains a constantawareness to respond smoothly to emergencies.
Confirmation of safety and grasping damage status
Installation of emergency response headquarters intimes of disaster
Disaster manual (action flow)
Implement business continuation strategy based on
the degree of impact on business

Implement disaster prevention drills
All Group companies conduct disaster prevention drills(group training or safety confirmation drills) at least
once a year, remain highly aware of disaster prevention
practices, and ensure that they can communicate andtake action without issue in times of disaster.

Under the basic policy, in case of a disaster, allCompany employees come together and take efforts
to contribute to local communities, preserve company
assets, prevent secondary disasters, quickly restore
equipment, and prevent reoccurrence of disasters aswell as prioritize saving human lives.
In the following cases, the Company shall adopt
an extremely strict system, such as establishing an
emergency response organization automatically during
disasters, regardless of the status of damage. In
addition, the chief officer can establish an emergency
response organization when deemed necessary toattend to the response.
An earthquake with an intensity of lower 6 orstronger (on the Japanese scale of 7) hits areas
where power plants are located.
Alarm declaration based on large-scale
earthquake countermeasure special
mechanism and warning related to Tokai
earthquakes issued

Also, the security management office manages the
emergency countermeasure headquarters and local
countermeasures headquarters to prepare against
emergencies. This office regularly holds disasterprevention drills for cases of severe disasters at power
plants with headquarters. Specifically, the office holds“alarm training” and “disaster prevention drills” atleast once per year, heightens awareness of disasterprevention among employees, and takes efforts foreducation.
48

Emergency response system
Emergency countermeasure
headquarters
Emergency countermeasure
headquarters director
Emergency countermeasure
headquarters deputy director

Local countermeasure
headquarters

Security management officedirector

Local countermeasure
headquarters director

Emergency countermeasure
headquarters advisor

Local countermeasure
headquarters deputy director

Safety confirmation teamEvacuation guidance teamInformation teamSupport teamRescue team

Agent
Employees other thanabove

Opening of Nagano Office (BCP measures)
Mitsuuroko Creative Solutions Co., Ltd. opened theNagano Office of Mitsuuroko Administration Centerin Nagano-shi, Nagano, in July 2022, as an addition
to the Mitsuuroko Administration Center in Saitamashi, Saitama, which is the shared services division of
Mitsuuroko Group. While we continue to upgrade ouroperations and make them efficient by centralizing
the operations that have been dispersed throughout
the Group companies, through the opening of the

Nagano Office, we have established a system thatavoids the risk of interruption in our operations due
to centralization when struck by disaster, etc., so that
operations can continue in the event of an emergency.
We have established a system that allows us to shift
to pre-determined operations in an emergency byactivating the BCP program if it becomes impossible tocarry out operations in Saitama-shi, Saitama.

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Holdings Co., Ltd.

47

Mitsuuroko Green Energy owns wind power plants,
biomass power plants, and solar power plants.
Therefore, it has established emergency response
standards and prepared a disaster response manual
for the objective of forming a response organizationthat can respond promptly and properly when natural
disasters, fires, and explosions occur at power plants.

Respect of human rights

S

SocialRespect of human rights

SocialInitiatives on human rights due diligence

Basic approach
In the “Charter of Corporate Ethics,” Mitsuuroko Group has established the rule to respect the personality
and individuality of employees and create a comfortable and fulfilling work environment and has respected
human rights and acted without discrimination.
In recent years, through various activities, there has been a spreading awareness of human rights that view“humans as human.” There is an increased understanding for the need to respect human rights as much as
possible.
Under these circumstances, Mitsuuroko Group believes that it is important to perform business activities
in accordance with international codes regarding human rights to prevent any sort of human rights issues
in the relationship with all stakeholders, including not only employees, but also business partners andcustomers, as we aim to further improve corporate value.

Mitsuuroko Group Human Rights Policy
Based on the management philosophy of “As a Lifestyle
Producer, we consistently conduct our business withintegrity and from the customerʼs perspective” and theCharter of Corporate Ethics, Mitsuuroko Group is taking
efforts to realize lifestyles that are gentle on humans
and the Earth by providing new value for society andconsumer needs.
We have established the “Mitsuuroko Group Human
Rights Policy” to respect the human rights of all people
either directly or indirectly related to all processes in ourbusiness activities. We will continue to take efforts torespect the human rights of various stakeholders.

Mitsuuroko Group Human Rights Policy
1

Basic principles
Mitsuuroko Group promotes initiatives that comply with the United
Nationsʼ “Guiding Principles on Business and Human Rights,” andpursues a method to maximize the respect of international humanrights codes, including the OECDʼs “Guidelines for Multinational
Enterprises,” the ILOʼs “Declaration of Principles concerning
Multinational Enterprises and Social Policy,” and the United Nationsʼ“International Bill of Human Rights.”
Along with complying with the laws and regulations of countries/
regions where the Company performs business activities, we also
pursue a means to respect international human rights codes when
there are contrasts between them and the laws and regulations of thecountry/region.

2

Application scopeThis policy applies to all officers and employees of Mitsuuroko
Group. Mitsuuroko Group also requests that all stakeholders
respect and refrain from violating the human rights of others.

3

Respect of human rights in business activities
Mitsuuroko Group strives to avoid or mitigate the negative impact
on human rights of all stakeholders related to Mitsuuroko group in
all processes of business activities. The Group aims to construct a
value chain that can fulfill the responsibility to respect human rights
established in this policy.

4

Human rights due diligence
Mitsuuroko Group identifies the impact of its business activities
on stakeholder human rights and strives to prevent and mitigate
issues by continuing the construction/operation of human rights due
diligence systems.

5

Aid
Mitsuuroko Group takes efforts to aid and correct negative impact or
the possibility of negative impact on human rights of stakeholders in
its business activities.

5

Disclosure of information
Mitsuuroko Group discloses information through its website, including
the progress status of its own human rights respect initiatives andthose results.

7

Dialogue and consultation
In the development of this policy, Mitsuuroko Group utilizes expert
knowledge related to human rights from independent, external
institutions and earnestly holds dialogues and consults with related
stakeholders.

8

Education / training
Mitsuuroko Group performs appropriate education and training
of officers and employees, incorporates this policy in all businessactivities, and effectively executes it.

9Important themes related to human rights in
Mitsuuroko Group
Mitsuuroko Group has established important themes related tohuman rights below and aims to realize a work environment that feels
worthwhile and respects human rights.

(1) Prohibition of discrimination / harassment

Mitsuuroko Group does not accept any sort of discrimination orharassment on the basis of race, ethnicity, tribe, nationality, religion,
beliefs, origin, gender, age, disabilities, or sexual orientation, etc.

(2) Prohibition of child labor / forced labor

Mitsuuroko Group prohibits child labor, forced labor, human trafficking,and other improper labor practices.

(3) Respect for basic rights of labor

Mitsuuroko Group respects the basic rights of labor of employees,
including the freedom of association, rights to unionize, and rights ofcollective bargaining.

(4) Promotion of diversity and inclusion

Mitsuuroko Group respects each employee as an individual and strives
to establish a work environment where employees can do their best to
maximize their capabilities and utilize their differences.

(5) Initiatives to ensure safe work environments andhealth-focused management

Mitsuuroko Group aims to ensure a pleasant, safe, and hygienic
workplace environment and to create a workplace where each and every
employee can work energetically and vigorously in order to lead a healthy
and cheerful life both mentally and physically.

(6) Support for work-life balance

Mitsuuroko Group strives to support the realization of work-life balance foreach employee.

1

Formulation of Human Rights Policy(4) Monitoring (risk prevention/mitigation/correction)

There are multiple options for corrective measures, depending on
the intensity of the negative impact on human rights and the typeof our involvement. We will consider what corrective measures areappropriate for rights holders, and will review the appropriateness of
those measures after the fact.

In 2021, Mitsuuroko Group formulated and published its Human Rights
Policy, which consists of nine provisions. It also stipulates 6 priority
themes.
2

Direction of initiatives regarding human rights DD(5) Communication (reporting)Based on its human rights policy, Mitsuuroko Group is currently
considering ways to establish a human rights DD system. Specifically,
we are considering the following methods.

The status of human rights DD implementation will be reported
regularly to the Board of Directors and disclosed on the official
website and in the Sustainability Report.

(1) Scoping (risk identification)

In the business activities of Mitsuuroko Group, there are a wide
variety of human rights risks that our business activities involve or
could involve due to the many stakeholders.
To this end, we will work with personnel with expertise both insideand outside the Company to determine the scope of human rights
issues to be investigated, including the type of issue, country/
region, and product, taking into consideration a variety of factors.

(2) Data collection

We will gather information necessary for risk analysis, from bothquantitative and qualitative perspectives, through engagement withstakeholders in an appropriate manner.
We will strive to gather information, especially through dialogue withrights holders.

(3) Risk analysis

Based on the data collected in (2) above, we will analyze how weare or can be influencing rights holders. In doing so, we will also
consider the types (implementation, facilitation, and involvement)that identify how we are involved with negative human rights
impacts, and explore ways to address them according to theirimpact, leading to (4) in the next section.

3

Implementation in FY2022

No cases of human rights DD were implemented in FY2022.

Although we have not yet established a specific system, we areconscious of human rights risks in our business activities and checkfor events that may have a negative impact on human rights throughinitiatives to deepen understanding of human rights, based on ourhuman rights policy, such as human rights training and complianceactivities at each company of the Group. We are also working to
identify risks in individual businesses through interviews with experts
and internal audits.
In the future, we will establish and operate a specific human rights DD
system based on the identified risks.

50

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Holdings Co., Ltd.

49

Based on its human rights policy, Mitsuuroko Group has established a system for human rights due diligence(hereinafter “human rights DD”).

Health-focused management

S

SocialHealth-focused management
Initiatives for health-focused management

Basic approach
Understanding that human resources are our greatest asset, Mitsuuroko Group considers the healthmanagement of employees, who are the source of our future growth as an important management issue.
The Group respects that people face diverse life stages, aims to create workplaces for the autonomousand proactive management of their own health, and supports employee health promotion through various
initiatives and information transmission.
In the future, the Group will continue to perform various initiatives to promote physical and mental healththat can prevent disease, establish workstyles that fit new normal, and promote enhanced health-focusedmanagement as a leading company.

Mitsuuroko Group is working to ensure that 100% of employees
receive health checkups and take post-checkup measures to preventthe severity of lifestyle-related diseases and support health promotion.
In addition, as part of a collaboration with the health insurance
association, the Group and association are working to distributesecondary examination diagnosis recommendation letters.
2

From April 1, 2020, the Group banned smoking at all Group companies
during working hours. From October 1, 2021, we have implemented a
total ban on smoking on our premises and eliminated smoking areas on
the grounds. The Group will continue to take efforts to prevent passive
smoking for employees, customers, and other related persons. From
October 1, 2021, we also designated the 22nd of every month as No
Smoking Day to prevent smoking for a day, both during work hours
and in private. By stopping smoking for one day, smokers will hopefullyreflect on their own smoking habits. Also, the Group aims to lower thesmoking rate through seminars and support for anti-smoking outpatient
visit expenses.

Health-focused management promotion system
Representative Director
and Chief Executive Officer
3

Director and Group CIDO

4

In addition to internal consultation counters, the Group has establishedexternal consultation counters and established a system for mental
health consultation by specialists through phone, e-mail, and interviews.
Moreover, we have conducted mental health line care training for
managers as we promote mental health care for employees.

Support for new normal
We have created an environment through new work styles and promoted
telecommuting that utilized ICT and prioritized safety and health of
all stakeholders. Focusing on the mental and physical care during
telecommuting, we have created a human resource and environmental
structure for self-care management. While adapting to new value, we will
promote health from multiple angles by enhancing health literacy.

6

Recent measures (from April 2020)(1) Provision of health-conscious meals

At certain business sites of the Group, we provide “mini employee
meals” that are light and health-conscious to support the healthof employees through “food.” The Group plans to expand thebusiness sites where “mini employee meals” are introduced.

(2) Adult physical fitness test

The Group held athletic seminars led by physical therapists. This was
not only an opportunity to learn about self-care, including occupationalcare and mindfulness, but also measure “strength,” “flexibility,” and“balance” as participants looked back at their own health.
In FY2022, we also participated in a walking event using a health care
app and engaged in a month-long walking initiative. Participants whowalked more than 200,000 steps in a month (approximately 6,500
steps per day) received a commemorative participation gift.

(3) Adult voluntary research (food contest)

Employees cooked food based on the Mitsuuroko “triangle” logo for
a company contest. Through this contest, employees could think
about food, the fun of cooking, and nutrition. It aimed to invigorate
communication between employees and families. The theme in FY2021
was onigiri (rice balls), and the theme in FY2022 was sandwiches.

(4) Radio calisthenics / hand clap

Since FY2021, these have each been held online once a week,
primarily for female employees. In addressing lack of exercise
experienced with increased telecommuting, this also promotes
communication through events and exchange.

(5) Opening of the Health-focused Management Room
Health Management Business
Promotion Committee(Smiling Good Project)
Mitsuuroko
Health Insurance
Association

Mitsuuroko
Group Holdings
Collaboration National
Co., Ltd.
Mitsuuroko
Labor
Each
Union
Mitsuuroko
Group company

Health-focused management strategic map
Achieve HealthCare Declaration
Mental and physical health
Improve productivity
Invigorate workplaces

Improvement ofhealth literacy

Managers in charge of implementing healthfocused management at each facility

Persons in charge of implementing health-focusedmanagement at each facility

InsuredDependents

Changebehavior

New normal

Construct a workplace environment where
each employee can work in good healthContinue to provide 100% of
employees with health checkups

Mitsuuroko Group Holdings Co., Ltd.

Mitsuuroko Group wants to continue to be helpful topeopleʼs lives as “a Lifestyle Producer” by supplying
stable energy, food and drink and real estate services.
The Group also aims to be a company that makes
customers feel “Every Day, Special!” where all
employees have a mindset that each day is special andfull of new opportunities. In order to realize this, it isessential for each and every employee to be healthy inbody and mind. Mitsuuroko Group will continue tocreate a workplace environment where each employee
can work in good health and promote initiatives that
contribute to the health of employees.

Mental health measures

5

Mitigate risk from health issues

Healthinvestments
In charge of health-focused management(Health Management Business Promotion
Committee)

Changeconsciousness

Health-focused Management Room has been opened since
FY2021 on the portal site, containing information on health anddetails of the results of various events.
Radio calisthenics videos are also posted on the website, allowing
individuals to engage in radio calisthenics at their own leisure.

Indicators related to health-focused management

Indicators

ActualTarget

FY2019 FY2020 FY2021 FY2022

FY2023Rate of receiving
regular medical
examinations

100%

100%

100%

88.3%

100%

Rate of receiving
thoroughexaminations

56.5%

56.1%

74.4%

82.2%

90%

Rate ofmaintaining proper
weight

62.6%

63.5%

62.9%

62.6%

80%

Rate ofundergoing stresschecks

97.5%

98.6%

100%

100%

100%

Rate of smoking

37.5%

33.4%

32.8%

32.0%

18%

Rate of regularexercise

23.2%

25.0%

24.8%

27.2%

40%

* FY2022 figures of actual results are as of January 31, 2023.

52

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Health Promotion
Activities Policy

In charge of health-focused management

Womenʼs health measures
Seminars for female employees and managers of either gender are heldon the themes of female health, life events, and careers. We support
womenʼs health and womanʼs participation and advancement throughcervical cancer screenings for female employees during their regular
health checkups.

* Chief Inclusion & Diversity Officer

51

Measures to prevent passive smoking

Mental health“We, Mitsuuroko Group, aim to create a workplace
where each and every employee can work energeticallyand vigorously by working on health promotion inorder to lead a healthy and cheerful life both mentallyand physically.”

Continue to provide 100% of employees withhealth checkups

Womenʼs health

Mitsuuroko Group Health Care Declaration

1

Measures to prevent
passive smoking

SocialHealth-focused management

S

SocialSocialHealth-focused management
Message from External Directors

Obtained certification as a Health & Productivity Management Outstanding
Organization 2023 (White 500)
In March 2023, the Japan Health Council, in
collaboration with the Ministry of Economy, Trade andIndustry, recognized us as a “Health & Productivity
Management Outstanding Organization 2023 (White
500),” which honors companies and corporations
that practice excellent health-focused management.
Based on the “Mitsuuroko Group Charter of Corporate
Ethics” and the “Mitsuuroko Group Health Care
Declaration,” the Group considers the support of theautonomous and proactive health management of
employees from a management point of view and is
working to promote health-focused management.

Director, Member of the Audit andSupervisory Committee (External) (Independent)

Yoshiyuki Kawano (physician)Obtained certification as Sports Yell Company 2023

1 Prevention of a drop in employee

The Group was certified as a “Sports Yell Company”
from the Japan Sports Agency for being a company
that proactively took measures for athletics in order toenhance the health of all employees.
The Group advocates the goals as a Sports Yell
Company, conducts radio calisthenics and aerobics
in womenʼs groups, and conducts training, such as
the “adult physical test.” In the future, the Group willproactively take measures for athletics in order toenhance the health of employees as one initiative topromote health-focused management.

performance
When it comes to modern day work styles, weare in the midst of a reform phase particularly interms of promoting digital transformation (DX) andadopting remote work arrangements. This has
opened up possibilities with respect to a wide
range of work styles, but has also given rise toworking conditions that put employees under a lotof stress. Against this backdrop, it is possible toprevent a deterioration in employee performance
while reducing the risk of mishaps and work-related
accidents as well as productivity loss by having
employees undergo health checkups where they
are encouraged to embrace better daily habits, andby having them also undergo stress checks that
help ensure early intervention when it comes tomental health issues.

Response to COVID-19 pandemic
The Group prioritizes the health and safety ofcustomers, business partners, employees, and theirfamilies in each region across Japan, based on theheadquarters. All employees share an awareness of
preventing infection and the spread of the virus as
the Group aimed to maintain an approximately 30%
attendance rate, promote working in group shifts,
remote work and staggered working hours, andA company gains the following four advantages
from health-focused management initiatives.

continue services for customers and security measures,and strove to maximize the retention of regional energy
life lines.
The Group is also striving to prevent the spread of
the virus by implementing best practices, such asencouraging basic anti-virus measures like masks,
hand-washing, gurgling, and applying disinfectant on
the hands.

2 Improvement of employee engagement
When a company declares its full support for
employee health maintenance and improvement
efforts and promotes specific measures, this willlead to greater employee job satisfaction, gratitudeof their family members, lower turnover rates, andimproved employee engagement.
3 Enhancement of corporate branding
A company is able to differentiate itself fromits competitors by engaging in health-focusedmanagement under its ESG initiatives. Such
practices are expected to contribute to improving
corporate image, securing outstanding talent,
improving customer satisfaction, and enhancing
product branding.
4 Improvement of corporate businessperformance and share priceJapanʼs Ministry of Economy, Trade and Industry
has reported findings suggesting that implementing
health-focused management may result in better
performance in terms of return on assets (ROA)

and return on sales (ROS). Moreover, share pricesof companies certified under the Health andProductivity Stock Selection have been shown tooutperform the Tokyo Stock Price Index (TOPIX).
The Group has had a firmly established cultureof valuing employees, whom it regards as humanresources, ever since I first assumed my position.
It takes a lot of time and perseverance for acompany to develop such a culture, and theGroupʼs culture is the culmination of over 90 yearsof development. I believe we now have a businessenvironment that will make it possible to implement
more specific measures given that we have gained
a common understanding regarding the notion that,when each and every employee works with vigor,
it is possible to revitalize the company while alsoachieving perpetual corporate development.
By establishing a health-focused management
promotion system headed by the Representative
Director and Chief Executive Officer in the midst of
this business environment, we have set up a systemfor visibly advancing health-focused management
thereby demonstrating our determination topromote healthcare initiatives throughout thecompany to both internal and external stakeholders.
Above and beyond the initiatives of the company,
I think it will be possible to achieve more intensive
health-focused management if we involve a change
in employeesʼ attitudes whereby they proactively
manage their own health.
As a result of this, we will continue serving as acompany that contributes to our local communities
as a Lifestyle Producer, by providing environments
where employees are able to work with vigor while
employing systems to safeguard such humanresources. As a doctor and an industrial physician,
I am committed to supporting employees withrespect to their mental and physical health andwill emphasize the importance of preventative
medicine.

54

SUSTAINABILITY REPORT 2022

Mitsuuroko Group Holdings Co., Ltd.

53

Improving corporate
value through healthfocused management

Inclusion & diversity

S

SocialInclusion & diversity

SocialPromote male employees to take parental leave

Basic approach
In order to provide good services to our customers as “a Lifestyle Producer” in a diverse society, we arepromoting inclusion & diversity at the Group because we believe that it is essential to be a company where
diverse employees can fully demonstrate their abilities and work with vigor.

Promotion of womenʼs participation and advancement in the workplace
1

Numerical targets

3

The Group took efforts to promote womenʼs activities
as we aimed for the numerical targets announced on
November 12, 2014. We once again established targets
as follows in September 2021.
Ratio of female employees*1*2
Target as of March 2027:

Ratio of female managers*1*3
Target as of March 2027:

11%

The ratio of female managers across all Group companies as ofDecember 2022 was 6.9%. The ratio of female managers as of
September 2014 was 4.2%, so this figure clearly increased in thepast eight years. The Group will further increase this to 11% by
March 2027.
*1 The calculation of this ratio is based on a figure that excludes contract
employees, part-time employees, and officers.
*2 Excludes Logitri Tohoku Co., Ltd., Logitri Chubu Co., Ltd., and Logitri Kansai
Co., Ltd., which have limitations on female employment due to operations that
require carrying heavy loads as an LPG delivery company. Eligible employees asof June 30, 2022: 1,589*3 Calculated as (female managers / total manager positions in consolidated Group(excluding Logitri Tohoku Co., Ltd., Logitri Chubu Co., Ltd., and Logitri Kansai
Co., Ltd.)) × 100

2

Hold career training for female employees

In FY2022, we held career training for female employeesof the Group aged 29-33. This is one of the measures
to support female employees who are vulnerable to life
events such as childbirth, childcare, and nursing care,by providing them with opportunities to learn how tobuild their future careers while facing events that havealready occurred or will occur in the future, and tobuild their own career at Mitsuuroko Group. Mitsuuroko
Group will continue to provide this training.

In April 2022, we launched the “Project Team for the
Promotion of Womenʼs Participation and Advancement”(Blooming Project Team) led by female employees
selected from each company of the Group.
The purpose of the project is to promote womenʼsparticipation and advancement as part of the diversity
promotion, and to realize systems and initiatives
that allow women, who often play a central role intaking care of children and elderly relatives, to work
more comfortably and continue their careers, thereby
contributing to the success of not only women but also
a diverse workforce. We expect that by involving theemployees themselves in the promotion of womenʼsparticipation and advancement, they will be able torelate to these activities on a personal level and create
new initiatives based on diverse ideas.

4

One of our Group companies
received the highest rank of Platinum
certification as a Company Practicing
Diverse Workstyles

In June 2022, Mitsuuroko Creative Solutions Co., Ltd.
received the Platinum certification under the certification
system promoted by Saitama.
We will continue to strive to create an environment inwhich each and every employee can work with vigor
and satisfaction.

Numerical targets

At the February 2023 meeting of the Companyʼs
Board of Directors, the Group set a numerical target topromote the use of parental leave by male employees.
The Group believes that by actively encouraging
employees to take parental leave, regardless of gender,
they can enrich their own work-in-life and promote a
workplace culture that accepts and utilizes the abilities
and individuality of diverse human resources, leading
to inclusion & diversity management that allows diverse
human resources to play an active role regardless ofgender or work style.

Rate of parental leave taken
FY2023 Target:

20%

FY2025 Target:

35%

FY2027 Target:

50%*1 The calculation of this ratio is based on a figure of full-time employees, contract employees, and part-time employees.
*2 Parental leave includes holidays for the purpose of childcare.
*3 Calculated as (male employees who took parental leave in the fiscal year / male employees whose partners gave birth in the fiscal year) × 100*4 If parental leave is taken in multiple blocks for the same child, it is counted as one child. If the parental leave is taken across two fiscal years, it is included in the fiscal year
when the parental leave started; if the parental leave is divided into multiple fiscal years, only the first parental leave taken is included in the calculation.

2

New management training

In FY2022, the Group conducted maternity leave andparental leave training for managers to ensure they havean accurate understanding of parental leave so as tomake it easier for all employees, regardless of gender,
to take parental leave. The Group plans to expand thetraining to all employees in the future.

New work styles
The Group aims to establish an environment where
employees of differing backgrounds are able tomaximize their abilities by realizing new work styles
that enables employees to have a flexible workstyledepending on the format of the business. The Groupalso hopes that employees will be able to live and workin the way they feel fits them the best.
The Group has worked on forming a system where
the entire Group can work remotely, and actively
implemented work from home. We will continue topromote new work styles, including hybrid workstyles
that combine remote work and office work.

Major Group initiatives
Provide tools that enable remote work
Provide PCs and mobile phones to complete tasks without going into the office
Recommend online meetings
Recommend online meetings instead of in-person meetings in order to prevent the spread of COVID-19
Introduce system that can receive outside calls on PCs (Uni Talk)
Implement system to receive outside calls without going to the office to enable flexible remote work
Introduce hourly paid leave
Enable paid leave in hourly units to improve work-life balance
Introduce varying work schedules that can be selected
Implement varying work schedules that can be selected based on individual lifestyle and workstyle (ex: there are six
selectable shifts at Mitsuuroko Group Holdings Co., Ltd.)
Introduce work from home allowance
Introduce a work from home allowance to subsidize utility and communication costs when working from home

56

SUSTAINABILITY REPORT 2022

The ratio of female employees across all Group companies as ofDecember 2022 was 27.4%. The ratio of female employees as of
September 2014 was 25%, so this figure clearly increased in thepast eight years. The Group will further increase this to 33% by
March 2027.

55

Mitsuuroko Group Holdings Co., Ltd.

33%

Establishment of the Project Team for
the Promotion of Women s Participation
and Advancement

1Inclusion & diversity/Human resources development

S

SocialInclusion & diversity

SocialHuman resources development

Initiatives to achieve work-life integration
At Mitsuuroko Group, we believe in the importance ofintegrating work and life (work-life integration) in orderto create a synergistic relationship between work andBasic approachfamily life and to enhance both public and private life. To
achieve this goal, we have established various systems
to allow employees to choose diverse ways of working.

As “a Lifestyle Producer,” the Group promotes skill development and training for each employee in order toprovide better services to customers. The Group has established an environment to maximize those abilities.

Evaluation system
Main systems, benefits, and initiatives related to work-life integration
System name

Overview of systems

Either working hour shift system orworking hour varying work schedule
system will be adopted as required by
the nature and conditions of operations
Working hour shiftsystem/varying work at each office and workplace.
schedule system• Working hour shift system→Two-shift or three-shift system• Working hour varying work schedule system→Adjustable in 30-minute increments
Available until the child reaches the age of 1
(Under special circumstances, this could be
extended to a maximum of the age of 2. It
can be obtained in blocks up to twice.)

Paternity leavesystemCan be taken separately from parental
leave for up to four weeks within eightweeks of the birth of a child (can betaken in blocks up to twice)

Caregiver leavesystemAs a general rule, it is available for a totalof 93 days for each person requiring
nursing care.

Sick/injured
childcare leavesystemAvailable until the child reaches the startof elementary school

Family care leavesystemAvailable for up to five days per year for
one eligible family member and up to 10
days per year for two or more eligible
family members

Mitsuuroko Group Holdings Co., Ltd.

57

Available until the child finishes the sixth
Shorter working
grade of elementary school
hours for childcare Can be shortened in 30-minuteincrements for maximum of six hours

Shorter working
hours for nursing
care

Available for a period of three years fromthe start of use (up to twice)
Can be shortened in 30-minuteincrements for maximum of 6 hours

Refresh leavesystemOverview of systems

A leave period of one consecutive monthis granted.
Available to those who have been employedfor 20 years in the fiscal year with the basedate set as April 1 of each year.

Can accumulate up to 30 days of expired
paid leave
Expired paid annual
Can be used for leave for personal injury
leave reserveor illness of employees, nursing caresystemleave, volunteer activities, and leave toprepare for retirement, etc.
System for leaveof absence forspouse or partner
relocating outside
Japan, etc.

Can take up to five years of leave ofabsence to accompany spouses andpartners who are staying abroad for six
months or more for work or study, suchas overseas transfers and overseas study

System for leaveof absence forspouse or partner
relocating within
Japan

Can take up to five years of leave ofabsence if deemed appropriate by thecompany

Hourly paid leavesystemPaid vacation days available in hourly
units (to be exercised five days per year,
up to 40 hours)

Determined on a company-wide orworkplace-specific basis.
Teleworking system Can work from home, satellite offices,mobile work, or other locations outsideof the office

Leisure time
support system(Yoka Cinema)

Subsidy for movie tickets once a year(including family/pair)

Handbook for Supporting Balancing Work with Childcare/Nursing CareIn response to the low birth rate, aging society, and increasing number of dual-income families,
the Group has created a Handbook for Supporting Balancing Work with Childcare/Nursing Careas part of our efforts to support employees who balance work and childcare/nursing care.
This handbook is developed to help employees who are engaged in childcare/nursing care tounderstand the internal and external systems related to childcare/nursing care and the processfrom leave to return to work, and to visualize how they can utilize the Companyʼs systems intheir daily childcare/nursing care and work, so that they can balance childcare/nursing care andwork according to their individual circumstances.

The Group examines multi-faceted criteria to support
employee skill development, promote utilization of skills,
accurately grasp the degree of achievement of duties,
perform on-the-job training, give fair and accurate
evaluations, support challenges and fair promotions
to higher positions, and contribute to a fair treatment
system in promotion, transfer, positioning, education,etc. through all skills.

Training system
1

Target management
Each employee sets their own targets twice a year. The Group has
adopted a “target management” system to evaluate the achievement/
contribution to those targets and provide proper benefits.
The Group performs multi-sided evaluations, including performance
evaluations that assess the achievement of performance targets andimportant topics as well as achievement of duties that target sharingof organizational targets, operational status evaluations that asses
the appropriateness of internal controls, and evaluations of individual
contributions in each department and contribution and achievementof operations improvement targets.

2

Competency evaluation
In order to develop employees, the Group has adopted “competency
evaluations” to grasp and realize actions expected in operational
achievements once a year, and evaluate the degree of action / skill
usage.

Initiatives to improve employee capabilities

The Group has taken efforts to establish an employee capabilities improvement program that aims to improve the skills and motivation of employees.
Contents

Frequency of
implementation

Objective

Training to develop the skills, knowledge, and mindset needed in working through learning Mitsuuroko
Group management philosophy, business details, and basic business manners.
Training aimed at learning duties expected of management, leadership in times of extreme external environmental
New management trainingchanges, and communication skills with members, as well as the ability to use this knowledge in practiceTraining for management to improve motivation of entire organization by once again raising awareness of
Evaluator training
appropriate evaluation methods and communication techniques with members
Career training for junior employees
Training for junior employees aimed at building independent and autonomous career design
Harassment prevention training
Training for all officers and employees of the Group to reaffirm basic knowledge of harassment and how to respond to it, with the aim of preventing harassment
Education related to information security and personal information protection aimed at boosting
IT compliance training
awareness of security threats among each Group officer and employee
Career training for female employees Training aimed at maximizing each individualʼs abilities and promoting the practice of career autonomy in order to achieve diversity
Maternity leave and parental leave training Training for managers with the aim of encouraging all employees to take parental leave through accurate understanding of parental leave by managers
Diversity training
Training for all Group officers and employees aimed at promoting diversity throughout the Group
Training aimed at recognizing that people are individuals before they are members of an organization, that people have rights
Human rights training
as human beings (human rights), and that it is necessary to respect human rights in the development of business activities
Sustainability training
Training to acquire knowledge and foster literacy on ESG
Foster a corporate culture where employees can freely take up challenges and expand opportunities for
Incubation system
discovery of new businesses
MBA acquisition support
New employee training

Law school support

Support system for acquisition of specialized and advanced knowledge and improvement of skills of employees

Once a year
Once a year
Twice a year
Once a year
Once a year
Once a year
Once a year
Once a year
Once a year
Once a year
Once a year
As needed
Applications received:
Once a year

Correspondence university support
Mandatory training at the time of hiring (for the construction and electrical industries, training on how tohandle machinery and safety equipment and on work procedures is also provided)
Sales presentation
Improvement of proposal skills and discovery of new businesses
Training for energy company store managers Training for store managers aimed at sharing current issues and improving leadership and communication skills to involve others
Harassment and mental healthTraining for managers aimed at improving communication skills and acquiring basic knowledge on mental
training for energy companies
health to prevent harassment
Training for chiefs aimed at acquiring the role expectations and support and leadership skills required of a chief, as well as toTraining for energy company chiefs
broaden the vision, perspective, and point of view, and to acquire team-building skills in light of company-wide optimization
Training aimed at helping employees realize growth through reflection on the work they have experienced
Energy company first year training
and their own actions in the first six months of employment, and to motivate them to take the next step
Training aimed at creating opportunities to think about both life and career aspects in the future after
Energy company pre-retirement training
retirement, in the age where people live up to 100 years old
Training for certification as an LNG
Training to acquire certification as an LNG technician
technician
Class C chief gas engineer training
Training to acquire certification as a Class C chief gas engineer
Foreman education
Training for new on-site supervisors in the construction and electrical industries
Traffic and driving safety training (new drivers/ drivers who have been in accidents, etc.)
Training to ensure safe driving
Escorted instruction on safe drivingusing a drive recorder
Education at the time of employment

2 Acceptance of practical training from various organizations and schools

Details of activities on

P. 61

As needed
Once a year
Twice a year
Once a year
Twice a year
Once a year
Once a year
Twice a year
Once a year
As needed
Once a year

58

SUSTAINABILITY REPORT 2022

Parental leavesystemSystem name1

Local communities

S

SocialLocal communities

SocialRevitalization of local communities (National Mitsuuroko Association)
Basic approach
We at Mitsuuroko Group believe that contributing to society through our core business is the role we shouldplay, and we have been supported by many stakeholders, including local communities and society, in thecourse of our business.
As a corporate citizen in the local communities, we will do our best to contribute, even in small ways.

Member stores of the “National Mitsuuroko Association”
are responsible for sales of our products and havecontact with approximately 800,000 households.
“National Mitsuuroko Association,” as an organizationthat provides excitement and peace of mind, flexibly
responds to the diverse needs of customers, is chosen
by customers on a permanent basis, and establishes

Fund-raising activities for the Christel Vie
Ensemble Foundation (Christel Foundation)

We are striving to build an environmental foundation that will enable our member stores to flexibly respond to thediversifying needs and allow the next generation of managers to continue to take up the challenges.

We sympathize with the activities of the “Christel
Foundation,” which is working to improve animal
welfare, eliminate the killing of cats and dogs, andconserve biodiversity, and we support their fund-raising
activities. Donation boxes are placed in cafeterias,
convenience stores, etc. operated by Mitsuuroko
Provisions Co., Ltd. Mitsuuroko Group will continue tosupport the activities of the Christel Foundation in orderto save as many lives as possible.

Sales support

We support sales of priority products of
Mitsuuroko Vessel Co., Ltd. (electricity,internet, Cosmos Berryʼs)

Web exhibitions

As face-to-face sales are restricted, it ispossible to participate in web exhibition sites
using the Internet.

Service solutions for parents raisingchildren

Activities to protect and nurture theforests around water collection sites

Mitsuuroko Vessel Co., Ltd. offers service solutions forchild monitoring and family communication.
Their GPS-based monitoring service, “Mitsu-mailImakoko,” launched in July 2020, allows parents
to easily track their children's whereabouts using a
dedicated GPS device. The service automaticallysends notifications to parentsʼ smartphones when theirchildren arrive at or depart from schools, parks, andother places they frequently visit.
It also provides information on local disaster prevention
facilities and notifies parents of the entry of their children
into pre-defined dangerous areas, and the service has
been well received by many parents and school staff.
We will continue to take up the challenge of creating
fulfilling lifestyles for the children who will lead thenext generation and for each and every one of ourcustomers, and through “Mitsu-mail Imakoko,” wewill continue to provide a new monitoring service thatconnects parents and children.

As part of activities to beautify the environmentand recharge water sources in the forests around
Narusawa-mura in Yamanashi (“Mitsuurokoʼs Forest
Narusawa”), where the Narusawa Plant of Mitsuuroko
Beverage Co., Ltd. draws water, and in the promenade(“Mitsuurokoʼs Path”) in Nannou-cho, Kaizu-shi, Gifu,
where the Gifu Yoro Plant of Mitsuuroko Beverage Co.,
Ltd. draws water, Group employees, their families, andother concerned parties are engaged in volunteer forest
maintenance activities.

EMC

As a response measure for disasters, which
frequently occur, we provide “emergency
calls,” a service to confirm the safety of
employees in the event of an earthquake.
We also act as a middleman to provide theaccompanying emergency backpacks.

Action plan for FY2022
1

Enhancement of emergency response
measures• Preparing a disaster manual and sharing it with member stores by
posting it on the website of the “National Mitsuuroko Association”• Contributing to the community by increasing the availability ofdisaster response equipment (emergency bulk storage tanks,
LPG emergency generators, HGP emergency soup kitchen sets,
etc.)• Making proposals for BCP measure products in times of disaster(storage batteries, solar power generators for private use,
emergency power generators, etc.)2

Support towards realization of carbon
neutrality• Making plans and proposals to link carbon neutral initiatives tomember storesʼ growth strategies• Increasing the availability of high-efficiency gas equipment,
actively promoting fuel conversion to LPG, and supporting salesof new energy products• Supporting initiatives in new business models (decarbonization
businesses, EV-related businesses, and energy solution
businesses)
3* From FY2020 to FY2022, this activity was not conducted due to the spread of
COVID-19.

Strengthening the network of the “National
Mitsuuroko Association”• Enhancing the features of the website, introducing communication
tools such as web exhibitions, and actively promoting digitalization• Invigorating the activities of the association through productspecific enhancement programs and various training sessions• Further strengthening the cohesiveness of the association bycreating a symbolic logo of the “National Mitsuuroko Association”

Block meetings and study sessions

Members can participate in new productstudy sessions with handled manufacturer
representatives and information exchange
meetings that make use of the nationwide
network, supporting sales activities based on
constantly latest and useful information.
We organize the MITSUUROKOMANAGEMENT SCHOOL, a business schoolthat supports the development of young andnext-generation managers nationwide.

Mediation of supplies

We will create Information magazines related
to lifestyle that can be distributed to customers
of member stores, and act as a middleman toprovide member stores original gifts, etc.
They can also participate in paper exhibitions
through flyers.

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strong ties. In addition, the organization strives to build
an environmental foundation where the strengths ofeach member store can be fully demonstrated andthey can always take up challenges. The association
is currently composed of about 1,800 companies, andthey are indispensable partners in the provision of ourservices.

Local communities

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SocialSocialLocal communities

Acceptance of practical training from various organizations and schools
Sweet Style Co., Ltd. considers it an importantsocial responsibility for a company to support thedevelopment of the next generation of professional
human resources, and in past years has accepted
practical training internships from vocational schools.
We have provided them with practical training todeepen their understanding of the difficulties of working,the fun of bakery, and Azabujuban Mont-Thaborʼscommitment. Currently, due to the spread of COVID-19,
we are not accepting students for practical training,
but we plan to resume accepting students after the
infection is under control.

Supporting the activities of the girls golf program “USLPGA-USGA Girls Golf Japan,”overseen by USLPGA and USGA
Mitsuuroko Group endorses the goals of the Girls
Golf academy overseen by the United States Ladies
Professional Golf Association (USLPGA) and the UnitedStates Golf Association (USGA) for the developmentof kids golfers and female golfers, and supports theactivities of “USLPGA-USGA Girls Golf Japan.”
The program not only teaches the skills as a golfer, butalso life skills as a woman and a global citizen.
Through this sponsorship, we hope that the participating
children will be able to enhance each otherʼs skills anddevelop an international mindset, and that the program
will serve as a catalyst for their future global activities ina variety of fields.

Contribution to society through sports
Promotion of sports club activities andsupport for top athletesWith the launch of the Mitsuuroko Womenʼs Basketball
Team in 2012 and the establishment of the Swim Teamin May 2021, the Company continues to make great
strides in leagues and competitions based on thephilosophy of contributing to the revitalization of thelocal community and interaction through sports.
Each member participates in competitions whileworking as an employee, fostering responsibility andattitude as a member of society, and working together
with a high level of awareness. Having active players
around stimulates the employees who work with them,and for the players, having supportive people aroundthem helps to foster a sense of unity among theemployees, and the workplace is full of vitality.
We have also entered affiliate contracts with swimmer
Katsuhiro Matsumoto and professional golfers Shiho
Kawasaki, Yuting Seki, Momoka Miura, Eimi Koga, andAiri Saito, and we will support these athletes as they
pursue their dreams and contribute to the developmentof sports culture.
We will continue to proactively engage in social
contribution activities through sports and also enhance
the corporate value of all of Mitsuuroko Group.

Start of Hamabowl Health Bowling Class
Hamabowl has started health bowling classes basedon the LTB program, which has a proven track recordin the United States, the home of bowling. We received
135 applications for the five classes, and 50 new
Hamabowl members who continued bowling after theclasses ended.

Held Bowling Alley Field Trip for Families
Hamabowl held a Bowling Alley Field Trip for Families.
After a tour of the backside of the bowling lanes, which
is not usually seen, a bowling lesson was given bya Hamabowl employee (who has obtained a JPBA
bowling instructor certification). Parents and children
pitched one game together while learning how to best
enjoy bowling.

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Supporting the promotion of sports and recreational activities for disabled people
Hamabowl started supporting the sports and recreation
promotion activities of the sports and culture center for
people with disabilities, Yokohama Rapport.
We organized Hama Pick bowling tournament inside
Yokohama Rapport, and offered Hamabowl as apractice site for the Japan Para Sports Games.
We will continue to support sports activities for people
with disabilities through bowling in cooperation with
Yokohama Rapport.

Organized the Exhibition of Craft Art Made from Bowling Pins, a joint project with
Yokohama University of Art & Design
Hamabowl and SPA EAS: Yokohama Tennen Onsen
held an exhibition of craft art made from discarded
bowling pins with the aim of giving new roles to thetons of pins that are discarded each year. Students andfaculty of the craft course at Yokohama University of Art& Design, who regularly work with wood and metal intheir assignments, gave new form to the use of bowling
pins in this production.

Implemented Rain-Bowling Class

Sponsored Ramichan Cup 2022 Tournament organized by VAMOS TOGETHER, andjointly organized Ramichan Charity Bowling Tournament
We sponsored the Ramichan Cup 2022 Tournament
because we sympathized with the purpose of VAMOSTOGETHER*1, a general incorporated association
headed by Alex Ramirez*2, whose organizational goal is
to “maximize the talent and individuality of people withspecial needs and create a society where they can leadindependent lives.”
In December 2022, VAMOS TOGETHER and
Hamabowl (Yokohama-shi, Kanagawa) jointly planneda charity bowling tournament at Hamabowl, with theeventʼs objective of “an event where everyone can sharethe joy of physical exercise and have fun together.” This
tournament was aimed at providing an opportunity forbowlers with special needs to interact with each otherand raise funds for charity. The tournament was open to
the general public through a lottery system, and it wasan event that everyone could enjoy.
A portion of the proceeds from this tournament, as
well as the amount of money donated in the donation
box through the tournament, were used to support
childrenʼs development and independence support
activities through VAMOS TOGETHER.
*1 An organization that aims to create a society where people with and without special needs can coexist by playing and learning together.
It encourages people to make the most of their individual talents with the message, “Everyone is great in their own way.”*2 A former professional baseball player from Caracas, Venezuela. He served as manager of the YOKOHAMA DeNA BAYSTARS from 2016 until the 2020 season. Currently, he isactively involved in welfare activities as well as TV personality activities.

Support for storage location of donated goods, etc. to NPOs
GSC provides storage units and support to Ray of
Hope*1 and Nature Society*2, which are NPOs in
Singapore.
The storage units provided are used by Ray of Hopeto store donated relief items and by Nature Society
to store publications related to natural heritage
preservation activities, etc.
*1 Crowdfunding charity distributing necessities to low-income families in Singapore(https://rayofhope.sg/)*2 Non-profit organization dedicated to the appreciation, protection, research andenjoyment of the natural heritage of Singapore, Malaysia and surrounding areas(https://www.nss.org.sg/)

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Following the bowling pin reuse contest, which was partof the Rain-Bowling Project, Hamabowl held the RainBowling Class with students of Yamoto Elementary
School in Yokohama-shi for them to learn about reusein a fun manner by utilizing discarded bowling pins.
The event was a lively social gathering that included
students having fun exercising through the originallydevised game BOWLKKY (bowling + Mölkky), andhaving study sessions on ESG among themselves.