Chapter

Measures for Human
Capital Management
24

Initiatives to Maximize Human Capital

25

Improving Human Resource Capabilities-Stretch Cloud-26

Improving Engagement –Motivation Cloud-27

Specific Investments in Recruiting, Training, Systems
and Corporate Culture

24

Measures for Human Capital Management

Initiatives to Maximize Human Capital

KPI

We invest in recruiting, training, designing systems and establishing our corporate culture to develop humanresources with the skills necessary for business growth and a high degree of sympathy with the vision of

Human Resource
Capabilities

Investment Recruitment
Training
Area

Engagement

Systems Corporate Culture

their organization. In doing so, we make full use of our own solutions.

Management Areas from the Perspective of Increasing Value (Proactive Investment to Generate Business Results)
Investment Area

Name of Measure

Diagnoses an individual’s performance with respect to role expectations through a multifaceted
evaluation and identifies issues in order to design a plan for personal growth (transformation) andto establish a cycle that improves human resource capabilities

Role Survey Score
Percentage of A rank or higher: Managers 73.1%
All employees 55.4%

Motivation Cloud

Diagnoses employee engagement with a company and identifies issues in order to establish
a cycle that increases engagement through improvement (transformation) initiatives

Engagement Rating: 8 out of 8 companies maintained
high standards of AA rank or higher

New university graduate
Recruitment recruiting events

Note: Percentage of attendees who rated the event 4 or 5 ona scale of 1-5

Entry Managers are involved in the recruiting process and provide optimal individualized
support with the goal of helping applicants succeed after joining the Group. We also
quantitatively assess applicant engagement.

Group companies whose strength lies in LMG’s
philosophy and strategies: 8 out of 8 companies

DX promotion (reskilling)measures

Provide employees with opportunities to acquire IT Passport certification and to learn
how to use ChatGPT in order to improve their IT skills

Average DX Score: 124.3

Management personnel
training

Evaluation system

Compatible Work
Ownership system
Employee stock ownershipassociation

Corporate
CultureEvent satisfaction 100%

Entry Management Survey /Entry Manager System

iBS2023（i-Company Branding
Support）measures

Systems

To provide a clear image of what to expect after joining the Group, we hold events to directly
convey the reality of work, details of the business and the thoughts of Chairman Ozasa.

Provides growth opportunities separate from assigned duties to develop human resources whowill lead the organization. Selected participants spend one year acquiring the perspective
required of a manager.
Provide opportunities for employees to follow their desired career path and to gain
understanding of the meaning of belonging to a company based on the “i-Company” concept,
in which each employee acts as the manager of their own corporation
We set goals based on our unique view of time, which treats three months as one year withthe aim of growing four times faster than the rest of the world. Evaluations are given on the
two axes of performance and degree of growth.
We specify days for each team to work in the office, enabling a work style that makes themost of the respective features of office work and telework to improve both laborproductivity and engagement.
Offers incentives to support regular stock acquisitions by employees in order to foster a sense ofownership in their company’s management and help them build assets over the medium to longterm

Successor coverage rate: 112.5％
i-Company management plan submission rate:

98.1%
Average individual evaluation score: 9.7
Frequency of office attendance: 1-2 days per week
Stock ownership association membership rate:
90.9％

Life event support

Re-establishes the terms of the employee-company relationship according to life stage
and provides support in line with individual circumstances and milestones

Maternity leave rate: 100.0%
Paternity leave rate: 56.0%

Group General Meeting

Held once every three months. It brings together all employees to share theGroup’s current status and future direction.

Group General Meeting Average number ofattendees:1,371

In-house media

To promote mutual understanding between the Group and its employees, the views ofmanagement and Group issues are posted on the Group intranet. Employees can makecomments to communicate with senior management.

Average access rate for Top Comment (Internetbased in-house bulletin) : 90.1%

Human Capital Report 2023 - Chapter 3

Stretch Cloudー

Training

2023 Results

Details25

Measures for Human Capital Management

Improving Human Resource Capabilities : Stretch CloudStretch Cloud, a cloud-based human resource development tool, diagnoses an individual’s performance with respect to role
expectations through a multifaceted evaluation and identifies issues in order to design a plan for personal growth(transformation) and to establish a cycle that improves human resource capabilities.

1. Survey Responces

2. Workplace Survey Feedback

Visualize the level of performance of one’s role fromthe perspective of one’s boss and co-workers to clarify
issues for growth through self-reflection and training
Examplelack of appropriate support andsubordinates is recognized as an issue

praisefor▼

Brief comment on subject’s management style from theboss’s perspective“Able to achieve short-term targets, but acts like a player-

results and future direction with theboss and staff members, then compare
reactions to make adjustments
ExampleThe subject sets the target of becoming a manager who
works closely with staff members to achieve goals.

▼coach who cannot understand staff member diversity tosupport their job performance and growth.”

Rather than getting results by oneself with a focus

Brief comment on subject’s management style from co-solely on short-term business performance, become aworkers’ perspective“A manager who reliably drives

manager who can unify diverse members and continue

business results, but does not listen to the opinions ofto produce results as a team.

staff members and cannot provide appropriate support for
their duties.”

4. Regular Review Using the Cloud

3. Implementation of Action Plan
Implement an action plan while receiving
support and insights into specificissues related to growth from the boss.

Frequent cloud-based review of the
progress of the action
plan and course
corrections
ExampleExampleThe subject feels a sense of growth.
Progress on the action plan is “sunny”
for 1 and “cloudy” for 2.
The subject is aware of various types of support.
Through trial and error, the subject learns to adjust

interactions and the scope of duties delegated basedon each staff member’s personality and abilities.

I didn’t really notice atthe time, but looking
back, I can see I’m now
able to regularly keep
track of how my staff
members are doing.

Although I accomplished
1, I haven’t had enoughtime for 2.

1.

First thing each morning, get an accurate
understanding of whether staff members are having
difficulties in their duties by paying close attention towhat they have to say and other methods.

2. When necessary, provide support for staff members’
duties.

Human Capital Report 2023 - Chapter 3A

I can find out how others
in my workplace think ofme based on the survey
responses.

2Hold a meeting to share the survey

I was able to obtain
opinions directly frommy boss and staff
members. I will do mybest to implement myaction plan.

26

Measures for Human Capital Management

Improving Engagement : Motivation Cloud
Motivation Cloud, a cloud-based tool for improving engagement, is used to diagnose engagement, which is the level of sympathy employes feeltoward their company, to identify issues.
We then design an organizational improvement (transformation) plan to establish a cycle that increases engagement.

1. Survey Responces
Staff members answer surveys about their
expectations of and satisfaction with their company,
workplace and boss. The results are used toquantitatively visualize conditions in the organization.

The company wasn’t
making an active effort
to get feedback from
customers firsthand.

If staff members candivide up the responsibility
for meetings withcustomers, we will be able
to reflect our customers’desires.

Hold a meeting to report survey
results, set numerical targets anditems for improvement, anddetermine a six-month action plan.
Example“Improvements based on
customer feedback” is selected as
an item that can be improved
within six months.
The following action plan is implemented with

Although the organization’s engagement score is high,there is a divergence between expectation andsatisfaction levels for the survey items “businessprospects” and “improvements based on customer
feedback.”

the target of increasing the satisfaction level by
0.5 points.
1. Regular meetings with customers
2. Sharing of results among departments

4. Regular Review Using the Cloud

3. Implementation of Action Plan

Each month, staff members complete asurvey focused on items for improvement tocheck their progress.

Implement the action plan on adaily basis and manage itusing the dashboard function.

ExampleExampleThe satisfaction level increased by 0.3 points as

Although parts 1 and 2 of the action

customer feedback began to be linked to
improvements.

Since the expectation level also improved
during the same period, staff members

Looking back, I realizethat the organization
has changed. Let’s
improve it even further.

Now that we havefirsthand feedback fromour customers, let’s link itto the next proposal.

plan have been implemented, theresults are not being linked to the next
action after being shared.
Based on the results, correct course to makeexchange opinions in the workplace to develop

improvements such as reviewing customer

an action plan for obtaining more firsthandinteractions.

customer feedback.

Human Capital Report 2023 - Chapter 3

Example2. Workplace Survey Feedback

Measures for Human Capital Management

Recruitment

Training Systems

Corporate
Culture27

Specific Investments in Recruitment, Training, Systems and Corporate Culture

Recruitment
PurposeApproach

Recruitment creates a company’s future five to ten years ahead
Common wisdom in Japan says that “sales capabilities determine a company’s

This is because we are confident that these human resources will perform at afuture one year ahead, corporate product development capabilities determine its

high level.

future three to five years ahead and the quality of the new university graduates a

We also believe that recruiting activities have the effect of increasing current

company hires determines its future five to ten years ahead.” Among the four

employees’ motivation. They provide an opportunity for applicants andareas of recruiting, training, systems and corporate culture, the Link andemployees to discuss their visions for the future. Employees talk with applicants

Motivation Group invests the most in training. We began hiring new university

about the future of society and the Group in their own words. This motivates

graduates in the second year after our founding, unusually early for a startup, andthem to try to realize the future they have discussed. Then, the newly hired

have continued to invest in recruiting year after year, even during the 2008 global

employee discusses the future with the next batch of applicants, and the cycle

financial crisis and the COVID-19 pandemic, up to the present. We view recruiting

continues. Establishment of a framework for this ongoing cycle, which has now

as the “acquisition of human resources with the high level of skills we need to

become part of the Group’s culture, is the driving force that makes the most of

carry out our management strategies” and, at the same time, “an activity to

the Link and Motivation Group’s human capital.

welcome highly motivated human resources as kindred spirits who aim to realize
the Group’s mission.”

Human Capital Repor t 2023 - Chapter 3

Hire human resources who have theskills the Group requires and who
sympathize with our mission

Recruitment

Recruitment

Training Systems

Corporate
Culture28

New University Graduate Recruiting Events
Measuresin DetailObjective and Outcome
Internship That Leads to Selection

Joint Briefing on Group Companies

high level of skills the Group requires and

SPiRALTOP FORUM

In this program, interns are involved in diagnosing

At this event, the presidents of Group companies gather toHiring of 108 new university graduates withan average quality rating as new employeesof 10.1, exceeding the expected level of 10.0*
and meeting our anticipated standards forboth quantity and quality

organizational* Following a six-month trial period after joining a Group company, employees
are evaluated on a scale of 2 to 18, with 10 being “as expected.”

difficult corporate issues gives participants a feeling forare highly motivated to realize our mission

theirtalk about their company’s business and outlook. Speaking

transformation based on actual customer case studies

directly to the students, they each make the case for their

that

for

own company’s philosophy and business areas. As part ofconsultants. Working side by side with Link andthe recruiting of 2024 university graduates, 872 students

Motivation Group consultants in confronting the mostattended the event.

wereconditions

originallyanddeveloped

planningas

exercises

the real nature of organizational and personnel consulting.

As part of the recruiting of 2024 university

graduates,

342 students participated in the program.

Data Highlights

Number of New University
Graduates Hired by Link andMotivation Inc.

Comments from Participants

Although there was a one-time decrease during
the COVID-19 pandemic in 2021, the kind of human resources“I got a deeper understanding of the actual job. I
was interested in organizational transformation,

we seek have continued to join Link and Motivation

but I didn’t have a concrete image of it. By actuallyin the numbers we expect.

experiencing it, I felt it was substantial, rewarding（Persons）
60

56

54

60

work that was difficult but also meaningful.”

27“By interacting with employees, I learned thateveryone has their own approach to work.”

0
2020graduates

2021graduates 2022graduates 2023graduates“I obtained detailed information about each Group
company and got a deeper understanding ofeach company president’s stance.”“I learned that the Group operates a wide range ofbusinesses as well as the roles of each company
and the connections between them.”

40
20

Comments from Participants

Human Capital Repor t 2023 - Chapter 3

Acquire human resources who have theRecruitment

Recruitment Training Systems

Corporate
Culture29

Entry Management Survey/Entry Manager System
Measuresin DetailObjective and Outcome
Acquire human resources who havethe high level of skills the Group

Entry Management Survey

Entry Manager System

We use our Entry Management Survey, a diagnostic

The Link and Motivation Group has introduced an Entry

tool for visualizing the state of engagement between aManager System in which each university student who

Data showing that new employees placecompany and applicants, then go through the PDCA

has been selected as a prospective new employee upon

importance on corporate philosophy andcycle in recruiting.

graduation is assigned to a current employee who

strategies at the eight Group companies

In 2023, the survey item “philosophy and strategies”

manages the process from job offer to employment.

was positioned as a strength of all Group companies,

With the mission of helping new employees succeed

and the levels of applicants’ expectations of andafter joining the Group, we provide a variety ofsatisfaction with the philosophy of the Group

individualized support in areas including understanding

company they joined were both high. In this way, we

the Group, self-analysis and growth.

realize our missionthat hire new university graduates

Data Highlights

Reasons New Employees
Joined the Group in 2024
“I want to create organizations where
all members can play a leading role. ”“I want to give hope to job applicants.”
Respondents gave many reasons such as these related to
the Group business philosophy.

sympathize with our philosophy when they join theGroup.
Positioning of Priority Factor “Philosophy and Strategies”
by Company
Expectation

ICE BLOCK (Weakness)

INTERLINK (Strength)companies

companies0

INK BLOT

0companies

8

IDLE LINE

Satisfaction“I want to create a society wherechildren look forward to growing up.”ensure that talent with the skills we require0companies

Note: Results for eight Group companies that recruit new
university graduates

An Entry Manager (right) with the student he is incharge of (left)

Human Capital Report 2023 - Chapter 3

requires and are highly motivated toRecruitment Training Systems

Corporate
Culture30

The Entry Manager: A Guide
Who Believes in an
Also, I was very conscious of LMG’s stance of attracting the talent we want,rather than choosing from among people who want to work for us.

Applicant’s Potential

Aspiring to promote
greater happiness forJapan and people after
studying in Northern
Europe, I joined LMG
because I agree with its
approach of valuing
people as capital.

Mr. Sasaki was Ms. Tsutsumi’s Entry Manager（

堤：
Tsutsumi It sticks in my mind how frustrated he made me feel when I
momentarily lost confidence in myself. As we neared the final stage, when an
applicant meets the president to talk about their desire to join LMG, Mr. Sasaki
said to me, “If you like, I can set up an opportunity to talk to the president, but
it’s up to you.” At that time, I was really disappointed with myself because I feltthat I should be the one asking him to set up this opportunity. I remember how
strongly I felt in that instant that I needed to become able to clearly express

what I want. That incident left an impression—I felt frustrated at times because
he managed to stay one step ahead of me in my own plans.

Being a Serious Partner in Working
Lifepage 29 ）.

Ms.

Tsutsumi, what kind of person is Mr. Sasaki, from your perspective?
堤：
Tsutsumi I feel that he believes in my potential even more than I do, and hehas always stayed one step ahead. He is a role model for me, someone I
respect and can also feel at ease with.
And Mr. Sasaki, how did you view Ms. Tsutsumi as her
Entry Manager?
Sasaki She was insecure at times, but during our many discussions, I wanted
佐々木
to be a serious partner in giving her the best possible start to her working life.
Since there are no right answers in life, I wanted to let her know that sheshould make her own choices, then make that work. We worked together toconsider her options in life.

TALK

Reasonfor
Joining
LMG

Were there any memorable episodes in your relationship?

Sasaki Kai
Motivation Academia Inc.
Company Administrator** One person assigned to each organization is
responsible for collecting and communicating
all information about that organization andimproving engagement.

Reasonfor
Joining
LMG

Having experienced both thegood and bad aspects of anorganization while playing on
my high school soccer team,
LMG’s ideals and philosophy
resonated strongly with me, andI
wantedtoworkwithindividuals and organizations.

Human Capital Report 2023 - Chapter 3

Motivation Academia Inc.
Manager of Shibuya School

Employee
One-on-One

CROSS

Tsutsumi Ayane

Frustration at Someone Else Always
One Step Ahead

Recruitment

Employee One-on-One

Going beyond the Organization’s
Current Capabilities

Training Systems

Corporate
Culture31

Don't Let the Dreams You Shared End Up as
Merely Dreams
Don't Let the Dreams You Shared End Up as Merely Dreams

Now that both of you are Entry Managers, what do you find fulfilling in
the work?

Tsutsumi I believe that entry management doesin their potential is difficult, but rewarding. Being there at the moment they
make their decision is most rewarding of all. In fact, just yesterday a student I

am in charge of made a final choice to join our company, tearfully thanking
their parents, friends, and me as Entry Manager. That was truly gratifying.

?What Is Entry Manager of the Year?
page 46 ) to Entry
An award given once a year at the Group General Meeting (Managers who have achieved outstanding results, reflecting the Group’s emphasis on
recruiting.

one

continues to make an impact is important. Next
April, the students I was in charge of will finally
start work here, so I feel I must help themtheambitionsandvisions

weI also want to bring our recruiting system more

TALK

achieve

students in whatever they want to accomplish as a serious partner in their

discussed to show that I mean what I said.
in line with the expectations of all our
stakeholders.
SasakiIn addition to achieving my own ambitions, I also want to support myworking lives. To achieve this, both my company and I need to grow further.
Our vision is to become a company that our stakeholders can expect greatthings from.

Human Capital Report 2023 - Chapter 3

Tsutsumi Finding the balance between impartially considering the life choicesa university student ought to make while also remaining the foremost believer

not end with making a job offer. How

CROSS

佐々木
Sasaki It reaffirms my belief that recruiting is：a way of improving engagement for the entire
company. I think recruiting is an activity where
the whole company goes all out to go beyond
its current capabilities. It is a way for acompany to redefine itself in order to take on
the tasks it faces. I feel that it leads to new
ideas and a positive attitude toward work.

Recruitment Training Systems

Measures for Human Capital Management

Corporate
Culture32

Specific Investments in Recruitment, Training, Systems and Corporate Culture

Training
PurposeApproach

Developing i-Companies
One key element for increasing human resource capabilities and

For all these reasons, the Group provides abundant opportunities forengagement is the development of independent human resources.

each of its employees to develop an i-Company. LM College, our in-

We emphasize that each employee should adopt the approach ofhouse institution for human resource development, provides

being the manager of their own “i-Company” to independently

opportunities for employees to consider the expectations of others as

develop their careers. By thinking in this way, they will develop thethey hone all the skills required of working adults.

ability to objectively grasp their current situation from theSince 2021, we have been concurrently conducting a new program toperspective of their i-Companyʼs customers, partners and competitors.

develop the next generation of managers to ensure our sustainable

This helps provide an accurate understanding of the expectations ofcorporate growth. Given that the growth of the Group is accelerating,others, as well as their own strengths and challenges. It also leads to

we are focusing on developing human resources who will support thatindependent and proactive career development.

growth and expansion.

Human Capital Report 2023 - Chapter 3

Cultivate the skills the Group requires andincrease sympathy with our philosophy

Training

Recruitment

Training Systems

Corporate
Culture33

DX Promotion (Reskilling)
Measures
Measuresin DetailObjective and Outcome
Diagnosis

Raise the average level of employee IT
skills in line with the times in order to

DX Survey Basichuman resource capabilities

An annual diagnosis of practical skills related toknowledge and operation of information

An average DX Score of 124.3 in 2023,

technologies

an increase from the previous year

Transformati
onTransformation

Transformation

IT Skills Training
Depending on the diagnosis results,
participants undergo training to improve theirskills.

Data Highlights

What is a DX Score?

Overview of Level Specific Training
CoursesLevel

DX stands for “digital transformation,” and theresults of our DX Survey Basic are presented on ascale of 200 points as a metric called the DX Score.
The DX Score pinpoints issues for each individual
by measuring knowledge of digital technology,
including security, and operating skills for
information technologies, mainly Microsoft Office.

Professional
AdvancedBasic

In 2023, we conducted training for all employees on
the use of generative AI (ChatGPT) to improve

productivity.
Comments from Participants

Training

Excel, PowerPoint, Python, AI,
RPA, GAS, HTML/CSS, SEO,
etc.
Excel basics, PowerPoint
basics, typing basics, etc.

“I got a picture of how to use ChatGPT in my job, and asense of how it can increase work efficiency.”“I learned new things, such as how the accuracy ofanswers changes depending on how you give
instructions.”"I was somewhat hesitant to use it, but it turned out to beeasier to use than I expected."

Human Capital Repor t 2023 - Chapter 3

improve productivity by increasing

Training

Recruitment

Training Systems

Corporate
Culture34

Management Personnel
Training
Measuresin DetailObjective and Outcome
Develop management personnel who
consider corporate growth from a

Survey Feedback Training

to the product, labor and capital
markets

A successor coverage rate of 112.5%
for executives, maintained at a highlevel

Part of our selective training program forThis meeting is another part of the Top Gun

management personnel called Top Gun

Selection training, in which participants give

Selection, survey feedback training is a forum

presentations on topics such as proposals for thefor all participants to discuss the future of theGroup’s medium- to long-term plan, and receive

Link and Motivation Group and their own careers

feedback.

with Chairman and Representative Director
Ozasa. Through this training, participants
identify issues and set targets.
Comments from Participants

Data Highlights

Comments from Participants

initiatives to date through financial results and theProspective Management Personnel

stock price for the past few years gave me a
“Igot advicefrom ChairmanOzasaandothermembers,and it

Results for 2023 are as follows.

Executive
candidates

Company
president
candidates

Prospective Management Personnel
27 candidates / 24 current(As of December 31, 2023)
27 27 27 candidates / 24
current appointees(Successor coverage rate:
112.5%)
104 candidates / 51 current
appointees (Successor
coverage rate: 203.9%)(Breakdown of candidates)
Ready in less than 1 year: 5
Ready in 1 to 3 years: 27
Ready in 4 to 5 years: 72“Learning about the quantitative impact of ourdeeper understanding of the Group.”

was a great opportunity for me to reconsider how I candemonstratemyvaluetothe Group.”“I felt the need to broaden my horizons and learn more
about global trends and other companies in order to“Talking directly with Chairman Ozasa about issues andformulate a medium- to long-term plan.”

how to improve them gave me a clear understandingof where we are now and what the future holds.”“How I use this opportunity is important, so I want to have agoal inmind when doing so.”Human Capital Repor t 2023 - Chapter 3

broad perspective in order to adapt

Proposal Presentation
MeetingTraining

Recruitment

Training Systems

35

Corporate
CultureiBS2023 (i-Company Branding Support）
Measures
Measuresin DetailObjective and Outcome
Employees align their career direction

i-Company Challenge

promote mutual understanding

Declaration of Intent in an i-Company
Management Plan

An Opportunity to Achieve the i-Company
Management Plan

98.1% submission rate for i-Company*
management plans, an increase
from the previous year
* The Link and Motivation Group’s original approach of viewing
one’s own career independently and proactively as the
manager of one’s own corporation.

Each employee creates a management plan for their own iCompany and submits it to their company. By linking thetwo visions—their company’s intended direction and what
the individual wants to do—we establish a clear direction forgrowth and occasionally provide opportunities for change

The i-Company Challenge is an opportunity tomake proposals in areas such as the launch of new
businesses, transformation of current businesses
and new systems as a way of achieving an i-

Company management plan.

The i-Company Challenge is an opportunity tosuch as transfers.

The submission rate in 2023 remained high at 98.1%.

make proposals in areas such as the launch ofnewbusinesses,

transformationofcurrent

businesses and new systems as a way ofData Highlights

achieving an i-Company management plan.

Change Originating froman i-Company Challenge Winning Project2021 Gold Award WinnerDream Support Project2023 Award Winning Work

i-Company Management Plan
What the employee will, can and must do at work
● Mission (significance/meaning) derived from theabove●

Vision of self in three years based on the
missionGold Award Nakatani Shuichi
ProposalCloud services that realize
a PDS cycle for IR activities●

Sharing of various information with their company(requests for transfers/interviews and information on
working environment)●

A project giving elementary school students theopportunity to deliver an English speech online about
their dreams, with the aim of building self-confidence.
Winners were chosen after a nationwide preliminary
round.

【Portable Skills
】
Skill
力

For
challenges【Motivation Type】
Reaso
n

Score

『Behavior Type』×

Oriented×

Oriented力
力

Forchallenges『Work Type』

力
力

For
challenges

力【 Mission 】
Object/Time/CircumstancesMy

MISSIONAt the Group General Meeting ( page 46 ),

W ill
Can
Must

award-winning projects were introduced, andaward winners delivered speeches.

Human Capital Repor t 2023 - Chapter 3

i-Company Reportand ambitions with the Group toINTERVIEW

Recruitment

Training Systems

Corporate
Culture36

Developing Management
Personnel through Mutual
Communication
Yamanaka Mai(Link and Motivation Inc.
Manager of Planning Officer andManager of Incubation Office
Organizational Development Division

Career Historyorganizational and personnel consulting for major companies, she

GrowthHow was the survey feedback session facilitated by Chairman Ozasa?
I was impressed by his strong focus on medium- to long-term career development. I also felt that
it was different from the typical unidirectional feedback session in that we all worked together tocheck on each other’s careers. I got to hear the chairman’s perspective on my strong points andhow to develop them over the medium to long term. In response, I talked about the kind of career
I want to have, so the program led to an exchange of opinions.
You mentioned that you discussed your career. Do you
have a vision for your future?

Employee
Interview

handled rebranding of corporate products and services as a brandHonestly, I haven’t made any particular decisions. Rather

marketing consultant.

than aiming for a certain title, I want to do something

She has also been involved in management planning for the entire

meaningful for society that also helps the organization grow,Group, with experience in building business management systems
for subsidiaries after M&A and business integration. Next, shewhatever form it may take. In that sense, I would like to be aserved as marketing manager for Motivation Cloud, driving its

capable assistant who can guide management.

expansion since launch. Currently, she is in charge of businessand management planning for new services.

Reasonfor
Joining
LMG

The fact that the most important aspect of management—that is, the importance of the people
who carry out management strategies—keeps getting set aside for later is something thatreally resonated with me. I was also attracted to LMG’s approach of practicing what theypreach in management and their stance toward customer support.

Further Strengthening Management Personnel Training
What do you think the Link and Motivation Group needs to do to prepare for management

succession?

Interacting with Management to Consider the Future of the GroupTop Gun Selection is an effective opportunity for gaining a management perspective. Aside from
What were your impressions from participating in the Top Gun Selection management
personnel training program?

that, I think the Group needs to create more chances to further develop each individual’s abilities.
Since we all tend to get caught up in meeting immediate targets, I think that being given numerous

It was an opportunity to objectively consider options for the Group’s future and also get feedback

opportunities to think about medium- to long-term management—for example, what we should dofrom management, so I was able to obtain opinions based on the management team’s ideas andto have a greater impact on the three markets (product market, labor market and capital market)—strategies. But even more than just listening to opinions, an important part of the program is thewill produce human resources capable of becoming the next generation of managers.

chance to learn what the management team considers important through dialogue with them. The

program gave me the chance to put forward my proposals and then to hear the opinions of the
management team to make sure we are all on the same page, in a setting other than the GroupManagement Committee or a similar meeting.
Aside from discussion of the Group’s direction, it is also an opportunity to express as an individual
where you want your own career to lead. So, the program offers multiple benefits in a single
venue.

?

What Is Top Gun Selection?
This selective training program aims to develop management personnel who can make a difference inachieving our mission. Participants make presentations on various topics to directors, and determine
issues and set targets with Representative Director and Chairman Ozasa Yoshihisa.

(

page 34 )Human Capital Report 2023 - Chapter 3

Joined Link and Motivation in 2009. After gaining experience in

Mutual Feedback with a View toward Medium- to Long-Term

A Way to Cultivate i-Companies

Training Systems

Corporate
Culture37

Developing a Deeply Held Stance
One of LM College’s unique training measures is survey feedback training.* What is theand Motivation Companies

Ando Sayaka

Employee
Interview

Human Resource Development UnitManager
Motivation Engineering Institute
Link and Motivation Inc.

Reason for Continuing
to Work at LMG
I want to give something back to those who
kept believing in my potential when I lacked
self-confidence. I also want to carry on LMG’s
corporate culture, in which all employees
expect great things of each other.

idea behind this training, and what results does it achieve?
There are two key points. First, the training enables participants to understand where they standat present. Second, it does not end with diagnosis but can lead to participants’ transformation.
Additionally, participants in each group feedback session include a manager from a department
with which the others do not usually interact. This has the advantage of making it easier for
everyone to express their true feelings because of the indirect relationship. All participants learnsomething new about themselves, including issues they need to work on, based on commentsfrom the other members of the group, which is another feature of the training.
••

Training in which participants give mutual feedback, spanning Group companies and departments,
about concerns and future goals based on individual evaluations and issues identified using Stretch
Cloud( page 25 )How many employees participate in the training?
The participation rate is virtually 100%, except for those with unavoidable circumstances
preventing attendance, and the training has been conducted for many years. So, in addition tohuman resource development, I feel that it also has a direct bearing on the organizational
development of the Group as a whole, transcending departments.

Using Extensive Data to Create Effective
Workplaces
Are there any aspects of the training that you would like toOrganizations and Individuals That Embody “One for All, All for
One”
The Link and Motivation Group has devoted substantial energy to developing its humanresources since its founding. What is the mission of LM College, its training institute?
Its mission is to make the Group’s motto of “One for All, All for One” a reality. We believe thatorganizational development and individual development are inseparable and must be achieved
concurrently. LM College aims to create conditions for accelerating growth so that organizations
can provide maximum value to their customers, and individuals can acquire skills that can beused anywhere.

change going forward?
Our intention is to create effective workplaces by using theextensive data on organizations and individuals we haveaccumulated since our founding, analyzing the patterns ofsuccessful human resources, and reflecting this in the training.
Also, now that AI is being used more and more, I think weneed to focus more on the human touch and enhance theexpertise of our motivation engineers.

The Core Belief That “Human Resources Are the Greatest, Most
Powerful Type of Capital”?

What Is LM College?
The Link and Motivation Group’s unique human resource development institute offers a wide
variety of learning opportunities, including level-based training, reskilling and a venue for refining
our unique Motivation Engineering technology.

Conversely, what do you intend to continue to emphasize?
There will be no change in our commitment to embodying the concept that human resources are
our greatest, most powerful type of capitaland to developing them into first-class motivationengineers. Nevertheless, after each training session, we even examine the aspects that werebasically successful to see if any adjustments are necessary. We will further develop the trainingby identifying measures that need to be changed as we continue to adhere to our underlying
policy.

Human Capital Report 2023 - Chapter 3

INTERVIE W

Recruitment

Measures for Human Capital Management

Recruitment

Training Systems

Corporate
Culture38

Specific Investments in Recruitment, Training, Systems and Corporate Culture

Systems
PurposeApproach

Conveying Messages from Management
through Our Personnel Systems
Personnel systems play an important role in showing employees

As another expectation, our personnel systems contain the

a company’s expectations and the direction of its growth. One

message that we want employees to increase the speed of theirthing we expect from our personnel systems is that they convey

growth. Based our own unique perspective of time that runs at a

the message that we want to link the direction the Group intends

speed four times that of the rest of the world at Link andto take with the vision of each employee. To improve

Motivation Group, we have designed various systems with theengagement, we consider it crucial that each employee feels that

expectation that our employees will grow at four times the speed

they are getting closer to achieving their own vision whileof the rest of the world.

meeting their company’s expectations. For this reason, we have

We believe that incorporating messages on what we consider

implemented many measures that provide opportunities formost important in our personnel systems in ways like thesealigning these elements.

enables us to increase engagement as we conduct management.

Human Capital Report 2023 - Chapter 3

Use rules as parameters for making the most of theskills Link and Motivation requires andincreasing sympathy with our philosophy

Systems

Recruitment

Training Systems

Corporate
Culture39

Evaluation
SystemMeasuresin DetailObjective and Outcome
Encourage human resources to have a sense

Quarterly
Evaluationsof satisfaction with their own growth throughevaluation and personnel systems

Stretch Goal
Evaluation

We maintain a high rating of 4.4* out of 5.0
points in the “fair evaluations” category
on OpenWork, one of Japan’s largest
online employee review platforms.
Online review data for Link and Motivation Inc. as of February2024※2 As of February 2024

months everywhere else is one year for the Link andMotivation Group, and so we set milestones every three

Targets are set along two axes in order to cover not only
performance, which indicates the degree of contribution to thecompany’s business results and the employee’s organization,months. Our aims are to create an environment where

but also a stretch goal, which indicates the degree of individual

employees can maintain a high level of motivation as they

growth. These targets are used in going through the PDCA

continue to grow, and to conduct business with a sense of
speed. Specific organizational operations conducted fourcycle.

Examples of Stretch Goals

times a year, at three-month intervals, include managementof business results, target setting, personnel evaluation,

Becomea Calm, PreparedCoach:No MoreActing
as a PinchHitter

promotion or demotion, and payment of bonuses.

Data Highlights
1Q (Jan.-Mar.)

Average Individual Evaluation Score

2Q (Apr.-Jun.)

3Q (Jul.-Sep.) 4Q (Oct.-Dec.)
Background

Targetsetting

Evalu Target
ation setting

Evalu
ation

Targetsetting

Evalu Target
ation setting

Evalu
ation

The average evaluation score is nearly 10, indicating a
Premiumcompe
nsationbalance between the company’s expectations andemployee generation of business results and growth.

Averageindividual
evaluation
score*3

Performance*1
StretchGoal*2
Total

2021

2022

2023

4.8
5.0
9.8

4.7
5.0
9.7

4.8
5.0
9.7

*1 A metric for evaluating degree of contribution to the company’s business results and theemployee’s organization.
*2 A metric for evaluating degree of individual growth.
*3 Performanceandthestretchgoalareevaluatedonascaleof1to9,with5being“metexpectations.”

Premiumcompe
nsationClass
compensationNote: Average of two
evaluations

Premiumcompe
nsationTargetsetting

Employees set individual targets for a three-month
period. Since the cycle is a short period of 3 months,
employees can remain constantly aware of their targets.

Evaluati
on andcompensationEvaluations are conducted according to the targets thathave been set, with promotions or demotions based ontheevaluation
results.
Bonuses(premium
compensation) are also paid every three months.

A manager who tends to take on his staff’s
work, including minor details of their tasks,
will work to support them in their duties likea coach supports a team.

Popeye: A Role Model for Ho-Ren-So
BackgroundAn employee will work to improve work quality
through thorough use of Ho-Ren-So (anabbreviation of “Report, Contact and Consult”)
like the cartoon character Popeye who obtains
power from spinach (horenso in Japanese).

Human Capital Repor t 2023 - Chapter 3

Based on the idea that short-span cycles are important for
growth, we share a unique perspective of time in which threeSystems

Recruitment

Training Systems

Corporate
Culture40

Compatible Work
Measuresin DetailObjective and Outcome
Use the features of both office

We used the COVID-19 pandemic as an opportunity to introduce a new way of working we call Compatible
Work, in which we schedule days for working in the office and teleworking days for each team to create thework productivity andmost suitable operations for them.

engagement

Office Work

Telework

Employees work in the office once or twice each week.
We make the most of the characteristic features of office
work—cooperation, chance occurrences, emotion andlogic, and sympathy—by holding meetings where indepth discussions are required, kick-off and end-of-period
meetings that generate a sense of unity, andconsultations with new members that foster mutual
understanding, among other activities.

Employees telework three or four times each week. In
addition to providing time for individual work such as
preparing materials, we make the most of thecharacteristicfeaturesoftelework—concentration,planning, rationality and synchronization—by holding
meetings to share details from Group Management
Committee meetings, regular consultations with members,
and in-house training sessions with numerous participants,
among other activities.

We have increased productivity
While maintaining a high level ofengagement.

Data Highlights

Survey on Compatible Work
We conduct surveys of managers as needed todesign the optimal work style for the current
situation.
“Because of my family circumstances, which include
providing childcare and nursing care, I have been able towork more productively using telework.”“Face to face, it is easier to pick up on changes inmotivation than when communicating through a screen,so I would like to increase the number of days in theoffice when working with new employees.”

Benefits

ChanceEmotion and Sympathy
Occurrences
Logic
Share theFoster a
Promotesense of unity Learn from understandin same feelings
othersg of others
Cooperation

Benefits

Rationality Synchroni
zationConduct
Improve work Carry out standardized Simultaneous
efficiency
tasks
operations communication
systematicallyof information

Concentration

Planning

Human Capital Report 2023 - Chapter 3

work and telework to improve

Systems

Recruitment

Training Systems

Corporate
Culture41

Ownership System: Employee Stock Ownership Association
Measuresin DetailObjective and Outcome

An employee stock ownership association is a system in which employees regularly acquire company stock toshareholders so each employee commits

help them build assets over the medium to long term.

to the growth of the Company and theirAn employee stock ownership association is a system in which employees regularly acquire company stock to

own individual growth as an ownerhelp them build assets over the medium to long term.

Seminar for Employees

The membership rate for the Employee

Incentive System

Stock Ownership Association is 90.9%,
a high level that fulfills our objective.

We have introduced an incentive system in which

The Board of Directors of the Employee Stock

the Company adds a uniform 10% incentive when

Ownership Association conducts financial literacy

employees

courses to increase employee ownership.

purchase

Company

shares.

We

recommend holding stocks for the long term with

Data Highlights

the aim of creating the following cycle.

Seminar for Sharing Investing Experiences with
Junior Employees

History of Employee Stock

An opportunity to get answers to yourquestions and to deepen your understandingof how to actually start and continue
investing!

Ownership Association
StartingDate

2002
Initiatives before Stock Listing

We set a hypothetical stock price for use within the
Company, raising or lowering it depending on daily ordervolume, the number of complaints received and otherfactors, in order to make employees aware of themselves
as shareholders.

Put what you learn
to work right away!

Each Group
member produces
results

1

Comments from Participants
Results are reflected in
the Company’sbusiness performance
Capital market evaluation
improves and the stock
price increases

Asset value
increases“I had just been enrolled in automatic payments to
buy Company stock, so this was a good
opportunity for me to reconsider what I want fromthe association.”Objectives

・To give employees a management perspective“I had heard a little about financial literacy at work,

・To share joy in the Company’s growth with Group
employees who continue to invest their valuable time

but this was my first time taking a course like this,and I learned a lot.”

Human Capital Report 2023 - Chapter 3

Encourage employees to become

Systems

Recruitment

Training Systems

Corporate
Culture42

Life Event Support
Measuresin DetailObjective and Outcome
Build better relationships between theWork Style Options

company and employees by supporting

Our system enables employees to temporarily change

Although the Link and Motivation treats its employees thetheir work style to deal with childbirth, childcare, familysame regardless of gender, childbirth is an event unique tonursing care, injury, illness, or a work-related accident. At

women. We have established various support programs to

The number of employees choosing flexible

the same time, we also reassess expectations based ongive female employees the sense of security they need towork styles has increased yearly, and 161

changes in work performance.

give birth, return to work, and thrive in the workplace. We

employees took advantage of work style

Employees can choose from various options for working

have also established programs to support the involvement

options in 2023.

days and working hours, and the number of employees

of both male and female employees in the care of their

who use the system has been increasing year by year.

children.

employees’ changing situations

Examples of Childbirthand Childcare Support

Data Highlights

OzaSanta

Number of Employees Using Work Style
Options（Persons）

Cash Gift for Newborn Children

150

Presents for employees’ children

We give employees ¥500,000 for a first or
100

OzaSanta, played by Chairman and Representative
Director Ozasa Yoshihisa, delivers presents to childrenof Group employees to show our gratitude to thefamilies who support them.

136

161

2022

2023 （Year）

subsequent child

50

￥
0

I gavepresents to
366 kids in2023.

second child and ¥1,000,000 for a third or
154

2021

Childcare Support Allowance
The Company pays half of the cost of ababysitter or daycare center an employee
uses during working hours.

Human Capital Report 2023 - Chapter 3

individual work styles according toChildbirth and Childcare
SupportRecruitment

Systems That Create New

to Work at LMG

Reducing Time and Space Constraints for Working
While Parenting
Both of you are balancing childcare and work. Have any of the Group’ssystems been particularly useful?
Sano

The end of my childcare leave coincided with the end of the COVID-

19 pandemic, so the Group had already introduced Compatible Work(

page 40 ), which was very helpful because it allowed me to work both athome and in the office. I like that I can watch my child while I work. Anotheruseful system is Work Style Options, which I can use until my child graduatesfrom junior high school. I am also really grateful that my company subsidizes

do so. When I told my boss I wanted to take three months of paternity leave, he
immediately assured me that even longer would be OK. Then, after I returned
to work, he mentioned that all employees should take leaves as long as mine.
Some junior employees have even wondered if the leave I took was longenough. That helped me get over any feelings of guilt I might have had.
As for my job duties, I have never felt that I couldn’t take time off from workwhen I needed to. Before my paternity leave began, the entire team worked to

Employee One-onOne

I want to help make conditions
more hospitable in Japan forenthusiastic scientific research,and I believe Link and Motivation
can play a role in making that
happen.

I have heard that it is hard for men to take paternity leave in Japan,

ensure things would be fine without me, so the moment my child was born, I

was able to start my leave the following day. Then, it was easy to get back into
the swing of things when I returned to work, so all this has left me with a strong
impression that the idea of “putting family first” is deeply rooted in myorganization. In fact, even before I officially joined the company, someone here
told me, “Someone else can always cover for you at work, but no one canreplace you at home, so make your family your priority.”

Sano Manami
Recruiting Advisor/Career Advisor, MidCareer Recruiting Company
Link-i Inc.

half the cost when I leave my child in daycare.

Reason for Continuing

Sakurai
桜井：

to Work at LMG

The Flextime system is also good. I sometimes have to take a few

hours off during the working day to take care of my child. Also, since it takes acouple of months to receive the paternity leave payment, I was very grateful tohave the cash gift for newborns just when we had all the expenses of childbirth.

Because each person here has joined thecompany after engaging in meaningfulinteractions during the recruiting process,there are many sincere and enthusiastic
employees. This results in an organization
made up of members who have the mostimportant qualities necessary for working
with others.

Human Capital Report 2023 - Chapter 3

Reason for Continuing

Sakurai桜井：

but Link and Motivation has created conditions that make it really easy for us to

TALK

Human Resources Unit, Group
Design Office
Link and Motivation Inc.

43

One often hears that even when a company has systems likethese, they are difficult to use. How has your experience been?

CROSS

Sakurai Takuya

Corporate
CultureOrganizations Where Team Support Is the Norm

Relationships with theCompany

Training Systems

Recruitment

Employee One-on-One

佐野：
Sano The same goes for my organization. I

Training Systems

44

took two years of maternity leave, so I was a

佐野：
Sano To begin with, now that there are limitations on my time at work since
returning from maternity leave, I am particularly conscious that I cannot

little nervous upon returning, but I got a warm

progress without the cooperation of my co-workers. The resulting increase inwelcome. Now I have a shortened workday,

opportunities to communicate with others in the workplace has been a big

and all members in the workplace support me.

change for me. I feel more motivated to take my work seriously and show myMore important than the mere fact that adetermination to advance in order to earn my co-workers’ support. I also takecompany has a system in place is whether ormore pride in my work. I want to maintain this attitude and show my gratitude to

not it is actually being used. Link andmy co-workers.

are being used.

Changing Work Styles Raises i-Company Consciousness

approach to your job?
I have more opportunities to appreciate the greater flexibility I’m

CROSS

Has the change in your work style affected your motivation or your

Number of Employees Taking Childcare Leave

with the organization has improved considerably. Being able to work in thisway is one of the reasons I have continued working. Of course, balancing
work and childcare has made things much more difficult. Changing my work
style has also given me more time to think about my i-Company (page 35 ).

This experience has been an opportunity forme to think about my options as an i-Company,
starting with whether or not to take paternity
leave in the first place, as well as what I should

devote myself to after the birth of my child.

? What Are Work Style Options?
A system that enables employees to temporarily change their work style to deal
with childbirth, childcare, family nursing care, injury, illness, or a work-related
accident. Employees can choose the number of working days per week andhours per day according to their individual circumstances. ( page 42 )TALKgiven in working and the understanding of my co-workers, so my engagement（Persons）

Female

40

Male

3
0
2
0

25

1
0

0

25

9

9

2021

2022

Note: Consolidated
figures

14

20

2023

（Year）

Human Capital Report 2023 - Chapter 3

Motivation is a company where such systems

Sakurai
桜井：

Corporate
CultureMeasures for Human Capital Management

Recruitment

Training Systems

Corporate
Culture45

Specific Investments in Recruiting, Training, Systems and Corporate Culture

Corporate Culture
PurposeApproachCommunication Is the bloodstreamof the Organization
When bloodstream is blocked, the human body develops various

However, increasing specialization in an organization gives rise

disorders and illnesses. Similarly, when communication is

to a host of problems. A sense of distance naturally increases,

blocked in an organization, various issues arise. Just as it isboth vertically in the hierarchy and horizontally among functions,

important to maintain good bloodstream in our bodies, we

the intentions of senior management are not communicated, andconsider it extremely important to enhance communication withincooperation between departments weakens, among other issues.

an organization.

To resolve these issues and maximize results, we promote

In more concrete terms, we believe that it is important to use

s p e c i a l i za t i o n w i t h i n o u r o r g a n i za t i o n a n d i n v e s t i ncommunication to create connections within an organization,communication to achieve the seemingly contradictory goals ofboth vertically in its hierarchy and horizontally among functions,

integration and mutual understanding. We also consider

to facilitate both integration and mutual understanding. Growing

communication crucial for increasing employee motivation.

the Link and Motivation Group necessitates specialization into

Investing in communication is essential for us to maintain a highorganizational hierarchies and functions.

level of engagement as we continue to grow.

Human Capital Repor t 2023 - Chapter 3

Use communication as the parameter for making
the most of the skills Link and Motivation requires andincreasing sympathy with our philosophy

Corporate
CultureRecruitment

Training Systems

Corporate
Culture46

Group General Meeting
Measuresin DetailObjective and Outcome

The Group General Meeting is held once every three months in order to share views of the Group as a

Improve engagement by sharing thewhole.

Group’s current status and vision

The meeting provides an opportunity to align all employees toward common goals through a full schedule ofpage 35)

as well as regular features such as a review of business results, MVP awards and a presentation by Chairman
Ozasa on policy.

The average number of attendees was

The average number of attendees in 2023 was 1,371.

1,371, with many employees
participating and sharing theirperspectives.

Data Highlights

Feedback from Group General
Meeting Attendees“I was able to get a glimpse of how we willgrow as a Group.”“The meetings are a chance to deepen myunderstanding of the Group by getting a
lot of new information.”“I am always inspired by the enthusiasm ofpeople from other Group companies! It isan opportunity to better understand myown company.”AwardsChairman’s
Presentation

We summarize the past threeAwards are presented to MVP

Chairman and Representative

months through a review of theemployees who have produced

Director Ozasa Yoshihisa sharesproduct market, labor market andparticularly

his policies for the future.

capital market.

achieved

growthandpositive

impacton

Report on theThree Markets

workers.

outstanding

results,
had

their

a
co-

Human Capital Report 2023 - Chapter 3

events that include welcoming prospective new employees and the i-Company Challenge awards (Corporate
CultureRecruitment

Training Systems

Corporate
Culture47

In-House Media
Measuresin DetailObjective and Outcome
Promote understanding of the
management team’s views and of the

Top Comment

LM Kaitai Shinsho

Link and Motivation Group as a whole

an in-house bulletin on the Group intranet,
is 90.1%, maintaining a high level.

To give employees a multifaceted understanding ofturns each month to deliver a message via thethe Group, each April we publish LM Kaitai Shinsho,

Group intranet to employees covering the Group’s

which breaks down our current situation in thecurrent direction and other topics, in order to shareproduct, labor and capital markets, and analyzes

the views of senior management. The siteand explains various quantitative data.

maintained a high access rate of 90.1% in 2023.

Data Highlights「LandMark」
LandMark is a communication platform that aggregates
information to be shared throughout the Group and distributes

it in a timely manner. The use of the English word “landmark”
for its name signifies our intention that all employees gain their
bearings from the site, which is filled with information based
o n

o u r

m a n a g e m e n t

p h i l o s o p h y .

Comments from Readers

Comments from Readers“Now I understand that our reorganization is“It’s easy to understand because it gives a

aimed at increasing the value we provide bygrasp of data from multiple perspectives,

creating customer-centered clusters. I will renew

including the Group overall as well as themy efforts to provide customer value! ”

status of each division and Group company.”“The detailed advance explanation of the“In-house media of this high quality will inspire us tobackground of the changes helped me

expand our horizons and take actions for the future so

consider my next moves.”that we can live up to what it signifies for the Group.”

Human Capital Report 2023 - Chapter 3

The average access rate for Top Comment,

Directors of the Link and Motivation Group takeWhat Makes Our Corporate
Culture Unique?

Training Systems

Corporate
Culture48

Setting Long-Term Individual Visions Throughout the Organization
Are there any measures carried out within the Group that left an impression on you?
One measure in my department is for each employee to create a vision of what they want to be

Imano Satoshi
Motivation Cloud Unit Manager

three years from now. This is highly effective as a way of making a long-term investment in the
future. I also like the fact that employees are free to choose who they ask for advice, not just their

Product Design Office
Link and Motivation Inc.

Employee Interview

Reasonfor
Joining
LMG

My mission is to help create a society
where all creative people, including
engineers, can work with enthusiasm. I
decided to join Link and Motivation
because of my sympathy with theGroup’s philosophy and businesses in
the
area
of
“creatinggoodorganizations” to achieve this goal.

direct superiors, because it allows individuals throughout the entire organization to work together.

The Link and Motivation Group has numerous in-house media (page 47 ). How do you

use them in your daily work?

Using Statements from Management as the Basis for Decisions
Ordinarily, they are used extensively in the course of communicating within a team. During a

Aligning Terminology to Maximize the Power to Provide Value todiscussion, people will quote something a member of the management team said in some in-Customers

house media or at the Group General Meeting (You changed jobs mid-career to join Link and Motivation as an engineer in 2019. Was there
anything that surprised you about the corporate culture?
I was surprised to find that there is so much specialized vocabulary, constituting a common
language, for sharing the Group’s way of thinking, based on the Group’s own DNA Book.
Everyone in the Group uses the same terminology to maximize our ability to do our utmost forcustomers, even though our job descriptions and roles may be different. I think that is unique.

page 46 ). For example, “Chairman Ozasa

said so-and-so” or “This approach seems best based on what President Sakashita said in his
message.” You could say that in-house media serve as a reference point for members in productdevelopment or everyday decision-making.
Also, for me personally, the Group’s in-house media create a feeling of connection with the
management team, which fosters agreement with and trust in management. I think that is aunique point for Link and Motivation.

Employees use this language not only in measures to promote understanding of our DNA andterms, but also in everyday communication.

Communication Gives an Organization
Strength

What are your impressions of this common language used in the Group?

What effects do you see from the Group’s measures to

It took me some time to understand it properly and to be able to express myself using it. However,build its corporate culture?

because I had to take that time, I feel that once I became able to use it, it has the advantage ofI believe that having everyone communicate using a common

facilitating communication with others in the Group.

language makes our shared objectives clearer and increases? Measures to Promote Understanding of Our DNA
Measures include giving tests, having employees write reports, or other methods
conducted each year to promote understanding of our DNA Book, which we havepublished to share the Link and Motivation Group’s unique concepts and philosophy.

our strength as an organization. In other words, it increases
engagement with the organization, which in turn should provide
our businesses with room for growth in the future.

Human Capital Report 2023 - Chapter 3

INTERVIE W

Recruitment

Creation at Other Companies
Makes Our Own Strengths

More Apparent

Recruitment

Training Systems

Corporate
Culture49

What are the features of the Group's measures?
People are both the core of the Link and Motivation Group and its competitive advantage.
Therefore, before it implements any measures, the Group considers how the individuals in theGroup will grow and find fulfillment through their implementation.

Eliminating Gaps in Time and Space
The Group emphasizes communication as the “bloodstream” of the organization. What do
you think about its communication measures?

Matsuda Yoshiko
President and Representative
Director
Link Event Produce Inc.

Reason for Continuing

I feel that they are consciously working to eliminate gaps within the Group in terms of time andspace. As for space, when the growth of each individual leads to the growth of the company, it isusually likely to lead to a situation in which each person accumulates knowledge on their own,

Employee Interview

creating gaps between employees. However, my impression is that the Group consistently works
to Work at LMG
I want to use Motivation
Engineering to do work thatleaves a lasting impression on
people. I also hope to create
opportunities for the Group aspresident.

to avoid conflicts between individuals or departments by encouraging relationships between them,through methods such as creating a common language that unites its diverse employees andproviding regular opportunities for making connections.
The Group has also eliminated gaps in the experience employees accumulate over time throughefforts to connect the past to the future, such as ongoing measures to convey the thoughts of thefounder and the history of Link and Motivation.

Integrating the Organization through Motivation Engineering
Connecting through Comprehensive Communication
Link Event Produce Inc. provides support for other companies in creating their corporate
culture. From your company’s perspective, what are the strengths of the Link andMotivation Group’s own corporate culture?
The Group’s businesses are conducted by three different divisions, and the workforce is diverse,
so it is great that it has created a culture that maintains a sense of unity as a group while
respecting specialized expertise. In terms of the specific aspects of creating a corporate culture,
the Group employs various measures, but the underlying philosophy of Motivation Engineering is“One for All, All for One,” and the measures are modified based on that idea. Therein lies thestrength of the Group’s corporate culture. I believe that is why the measures are structured so that

What specifically does the Group do to eliminate those gaps?

For instance, the Group General Meetings that are held once every three months include a lookback at the past and talk about the future, rather than just a simple announcement of businessresults. For Group-wide communication, including between the management team and theworkplace, there is LandMark (page 47) and opportunities for interdepartmental training,among other initiatives. Training measures create diagonal connections that transcend Group
companies and departments. This ability to comprehensively cover vertical, horizontal anddiagonal relationships and create communication opportunities is a unique feature of the Link andMotivation Group, whose business centers on people.

all employees understand the significance of implem enting them from their own
respective viewpoints.

?What Is the Business of Link Event Produce Inc.?
Support for companies in transforming their corporate culture centered on their vision
through consulting, event planning and cloud services

Human Capital Report 2023 - Chapter 3

INTERVIE W

Supporting Corporate Culture