HUMAN CAPITAL REPORT 2022

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HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATAHUMAN CAPITAL
DATA

26

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HUMAN CAPITAL DATAS tr a teg ies

Productivity

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r e

Costs
Unit
%

2020
24.2

2021
33.0

2022
41.1

Total workforce costs

3

External workforce costs4

Business Results per Employee

Total costs of employment
Unit

2020

2021

2022

Revenues

Thousand yen

Gross profit

Thousand yen

Net income (loss)

Thousand yen

17,7138,060△535

18,675
8,775
583

19,067
9,347
1,225

There was a downturn in business results in 2020 due to the COVID-19 pandemic,
but solid recovery in performance since 2021 has resulted in two consecutive years
of increases in human capital ROI and business results per employee.
We will continue to monitor the balance between investment and returns as we
invest appropriately in human capital with the aim of improving productivity.
1. Human capital ROI = Adjusted operating income ÷ Human capital costs
Human capital costs are calculated as total expenditures including employee salaries and bonuses,
statutory internal and external welfare expenses, commuting expenses and other executive compensation.
2. Calculated based on the number of employees when their hours are converted to full time
(40 hours a week).

5

Unit

2020

2021

2022

Million yen

19,875

21,34921,445

Million yen

11,54812,125

11,793

Million yen

8,893

9,724

10,373Since 2020, we have seen the COVID-19 pandemic as an opportunity to scale backinvestment in offices and ramp up investment in human resources and IT. Because ofthat, total workforce costs and total costs of employment have generally been
increasing.
3. Total costs the Group paid directly to employees.
Defined to include total costs for the external workforce4 in addition to people the Group employs directly.
4. Total costs paid to outsourcers, temporary staff and other workers the Group does not employ directly.
5. Total costs incurred in employment. Defined to include costs that indirectly benefit employees(training costs, benefit expenses, etc.).

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Human Capital ROI1

Per
employee2

Recruiting

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HUMAN CAPITAL DATAS tr a teg ies

Engagement Survey Results by Group Company*

Recruiting

T r a in in g

ER

By Division

Link and Motivation Inc.

437

AAA

Organizational Development Division

564

AAA

Link Global Solution Inc.

22

AAA

Individual Development Division

506

AAA

Link Event Produce Inc.

27

AAA

Matching Division

281

AAA

Link Corporate Communications Inc.

78

AAA

Link Academy Inc.

456

AAA
Female586

AAA

Link Interac Inc.

159

AAA

Link Japan Careers Inc.

12

AAA

OpenWork Inc.

71

AA

Japan

Link Agent Inc.

19

AAA

Link-i Inc.

20

AAA

INTERLINK(Strength)

2 companies

5 companies

INK BLOT

IDLE LINE

3 companies

1companies

Satisfaction

ICE BLOCK(Weakness)

ER
AAA

AAA

Expectation

Subjects
759

50

Positioning of Priority Factor “Philosophy” by Company

ER

By Nationality (Region)

Subjects

ER

1,196

AAA

Asia (excluding Japan)

16

AAA

Oceania

3

BBB

North America

29

AAA

Central and South America

5

AAAEurope16

AA

We emphasize diversity not just in terms of each individual but also in terms of
relationships among diverse individuals. We believe that this is the same thing as
employee engagement, and that a high level of employee engagement enables eachindividual employee to play an active role and generate innovation. We pay close
attention to employee engagement across a variety of attributes and take pride in
the high level that each employee has achieved.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

By Gender

Subjects

Male

Motivation Academia Inc.

* Results from the engagement survey conducted in February 2023.

Co r p o r a te
Cu ltu r e

Breakdown of Engagement Survey Results*
Employees

Group Company

S y s tem s

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HUMAN CAPITAL DATAS tr a teg ies

Level-Specific Role Survey Results1
2021

2022

Number of respondents

Persons

1,386

1,137

Rank A to AAA

Persons

713

646

%

51.4%

56.8%

Persons

159

146

Persons

111

110

%

69.8%

75.3%

Percentage of total
Number of respondents
Managers and above Rank A to AAA
Percentage of total

T r a in in g

Nationality (Region)

Europe 1%
North America 2%

S y s tem s

Age Structure

Other 2%

71～99

0.1%

61～70

2.4%

51～60
Female
44％

Male
56％

Co r p o r a te
Cu ltu r e

Japan
95％

8.9%

41～50

25.2%

31～40

25.2%

21～30
0～20

38.2%
0%

Note: Excludes non-responses

Total Workforce Absenteeism (Unplanned Leave) Rate
2020

2021

2022

28

30

32

1,498

1,493

1,505

381

403

381

3

ALTs

3,378

3,304

2,857

Total

5,285

5,230

4,775

Full-time

1,537

1,518

1,567

Executives2
Total
workforce

Full-time/ Part-time4

Group company employees
Part-time staff

Part-time

370

408

351

Full-time equivalent (FTE)5

1,738

1,748

1,719

0.9

0.9

0.9

Absenteeism (unplanned leave) rate (%)

1. Results of level-specific role surveys conducted during July-December 2022.
2. Total of directors, managing directors and corporate officers, including outside directors.
3. ALT: Assistant Language Teacher
4. Contractual working time of at least 40 hours a week is considered “full-time” and less than
40 hours a week is considered “part-time,” regardless of the form of employment. (Excludes ALTs.)
5. Number of employees when converted to full-time (40 hours a week). Calculatedby dividing total working hours per week of all employees by 40 hours. (Excludes ALTs.)

We conduct hiring, evaluation, promotion, and other corporate functions based oneach individual’s performance and growth, irrespective of attributes such as gender,
nationality or age. Workforce diversity ratios at the end of 2022 with respect to each
attribute are shown above.

Employees with Disabilities
Employees with disabilities6

2020

2021

2022

1.35%

1.52%

1.41%

Some Group companies meet the legally mandated employment rate for people
with disabilities of 2.3 percent of total employees, but the Link and Motivation Groupoverall still falls short. We will continue to step up recruiting to address thismanagement issue.
6. Tabulated based on the content of the Report on the Status of Employment of People with Disabilities
submitted to the Ministry of Health, Labour and Welfare each year. The results shown are as of June 1,
in accordance with the aforementioned report.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

All employees

Male-Female Ratio

Recruiting

HUMAN CAPITAL REPORT 2022

HUMAN CAPITAL DATA
Span of Control

Group Hierarchy Chart130

https://www.lmi.ne.jp/english/(Number of General Employees
per Management Position)

S tr a teg ies

Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r eManagement Position Male-Female Ratio2

Executives

Directors and corporate officers

27
Company managers

Managers

41
Unit managers and group managers

86
Other
employees

55.7

Company managers

35.7

Unit managers andgroup managers

16.0

Female

25.5％
Male

74.5％

General employees

1,377

1. As hierarchy names differ depending on Group company, figures are calculated by classifying positions
within the hierarchy based on certain criteria. Outside directors, part-time staff and ALTs are not includedin the number of people for each level.

The appropriate span of control at each hierarchical level differs depending on
various factors such as business model, management maturity, composition ofmembers, and organizational relationships, so we do not target a flat standard acrossthe Group. Results for 2022 are as shown above.
Productivity is improving, and the numerical results of employee engagement andmanager role surveys have been high, so we consider the span of control shown
above to be appropriate.

2. The percentage of women in all management positions (excluding executives) based on the definition set
by the Ministry of Health, Labour and Welfare.

As mentioned previously, treatment of employees in the Link and Motivation Groupis based on each individual’s performance and growth, irrespective of gender. The
ratio of males to females in management positions is as shown above.
The ratio of women in management positions is 25.5%, about one-third that ofmen. We believe that this is due to two factors: fewer women than men are
employed in positions on a management track, and women take maternity andchildrearing leave at a higher rate and for longer periods, resulting in a comparatively
longer time to promotion to a managerial position. We will continue working tocreate an environment in which employees can play active roles regardless ofgender.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

2022
Directors andcorporate officers

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HUMAN CAPITAL DATAS tr a teg ies

Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r e

Leadership Team Skill Matrix
Current Position

Corporate Management
Managerial
Employee
Experience
Engagement

Industry
Knowledge

Ozasa Yoshihisa

Chairman and Representative Director

○

○

○

Sakashita Hideki

President and Representative Director

○

○

○

Ohno Shunichi

Director

Yuasa Tomoyuki

Outside Director

Kakuyama Takashi

Outside Director

Kuriyama Hiromi

Audit & Supervisory Board Member

Tominaga Kenji
Matsuoka Yasumasa

Outside Audit & Supervisory Board
MemberOutside Audit & Supervisory Board
Member○○Finance &Accounting

Areas of Expertise
Legal & Risk
Research &Management Development

○

○

○

○
○

○

○

○

○

○

○

○

○
○

○

Sales &
Marketing○○○

DX & IT○

The Board of Directors of Link and Motivation Inc. is composed of five directors (including two outside directors). The three internal directors make management decisions thatlink business and organizational strategies as professionals in organizational transformation, with extensive experience as organizational and personnel consultants. The twooutside directors leverage their deep insight into corporate management and expert knowledge of industrial and organizational psychology, which has affinity with the Groupʼsbusiness.

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HUMAN CAPITAL DATAS tr a teg ies

New University Graduate Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r e

Entry Management Survey Results

Unit

2020

2021

2022

People

142

93

147

Thousand yen

443,973355,000

336,989

Cost per hire3

Thousand yen

－

－

－

Average length of time
to fill vacant position4

Days

72.1

56.1

55.2

Quality per hire5

－

10.1

10.1

10.0

Mid-Career Employee Recruiting
Unit

2020

2021

2022

Number of hires1

People53

42

63

Recruiting costs2

Thousand yen

200,514180,085

159,704

Cost per hire3

Thousand yen

3,783

4,287

2,535

Average length of time
to fill vacant position4

Days

－

－

－

Quality per hire5

－

9.8

9.9

9.8

1. Total number of employees who joined the Group in the relevant year.
2. Total recruiting-related costs recorded in the relevant year.
3. Calculated by dividing recruiting costs for the relevant year by the number of hires. Recruiting costs for
new university graduates are not calculated because the amount invested in the relevant year
is not directly linked to the number of hires.
4. Total number of days required to hire employees who joined the Group in the relevant year. Calculated
based on the number of days from the application date to the offer acceptance date. Recruiting of
mid-career applicants is not calculated because some Group companies hire throughout the year.
5. The six months after joining the company are a probation period. After the probation period ends,
employees are evaluated on a scale of 2-18, with 10 meaning “met expectations.”

Expectation

ICE BLOCK (Weakness)

INTERLINK (Strength)

0 companies

7 companies

INK BLOT

IDLE LINE

0 companies

0

Satisfaction

Recruiting costs2

Positioning of Priority Factor “Philosophy” by Company

companies

We strongly believe that expenditures on recruiting are an investment, not a cost.
As mentioned elsewhere, we are committed to quality in recruiting, so we emphasize
devoting time and money to recruit the talent we want.
The Link and Motivation Groupʼs recruiting costs are shown in the table on the left.
As in the previous year, recruiting of new university graduates was mainly conducted
online, so costs were low.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Number of hires

1

Recruiting

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HUMAN CAPITAL DATA
Training Participation Rates

StanceStance(Level-specific role
survey training)T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r e

Unit

2022

2021

2022

Top Gun seminars

Not heldNumber of respondents

Persons

1,367

1,499

Negotiation training

Not held

Average DX Score

Points

98.9

123.3

Logical thinking training

Not held(Breakdown)

Digital knowledge

Points53.8

57.9

Self-motivation control training

Not held

Excel skills

Points45.1

65.4

Leadership training

Not held

Career design training

Not held

New company president training

100.0

New manager training

100.0

New employee stance training

100.0

Survey training for upper management

91.1

Survey training for management

87.9

Survey training for senior employees

85.7

Survey training for leaders

84.9

Survey training for mid-level employees

88.8

Survey training for junior employees

95.9

Total Human Resource Development and Training Costs
Unit

2020

2021

2022

Actual costs

Thousand yen

146,799

94,793

190,536

Converted to amount charged
for services to customers

Thousand yen

404,515

385,674

411,749

The tables on this page show our initiatives conducted to develop employees andthe amount we invested in 2022. We did not implement some training programs in
2022, focusing instead on strengthening IT literacy. Although this change accounted
for the increase in costs, it resulted in improved employee IT literacy, so we believethat we achieved the effect we intended. Training hours per employee were 38.9
hours* in 2022.
•

Calculated by dividing the total hours spent for all training in 2022 by the number of employees at the endof the year.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Portable Skills

Recruiting

DX Survey Results
Name of Training

Technical Skills

S tr a teg ies

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HUMAN CAPITAL DATAS tr a teg ies

Number of Participants in ”Top Gun Selection” Training for Management Personnel
Class

Company
president/Manager
General employee

T r a in in g

Co r p o r a te
Cu ltu r e

S y s tem s

Leadership Development

Unit

2021

2022

Type

Objective

Unit

2021

2021

2022

Personsー5

New manager
training

Understand the role expectedof a manager

%

100.0

100.0

100.0

Persons

10

14

Level specifictraining for
managers

Persons6

6

Understand current situation
to set tasks and targets

%

94.2

91.0

87.9

%

ー

100.0

94.1

Managers General Broaden perspective as a
Meetingmanager

Prospective Management Personnel
Confidence in Leadership (Results of Role Surveys on Managers*)
22 candidates / 27 current appointees

Five Sources of Influence Expected of a Manager

Executive ・・・・・・・・・・・・(Successor coverage rate: 81.5%)
candidates
Company president
candidates

・・・・・・・・

106 candidates / 41 current appointees(Successor coverage rate: 259.0%)(Breakdown of candidates)
Ready in less than 1 year: 5
Ready in 1 to 3 years: 29
Ready in 4 to 5 years: 72

Expertise

AppealReciprocity

Consistency

Strictness

4.5

4.5

4.5

4.4

4.3

We monitor how others evaluate managers’ leadership based on results of role
surveys on those managers. In 2022, results for all five metrics remained at 4.0 or
higher (of a maximum of 5), so we feel that the managers of the Link and Motivation
Group are functioning well as junction points between those above and below themin their organizations.
•

Numerical results for overall satisfaction as measured in a role survey on managers (Lincoln Survey).
Satisfaction for each item is evaluated on a scale from a low of 1 to a high of 5 by subordinates andsuperiors of the subject managers. The figures above are the averages for all managers.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Corporate officer

Objective
Raise the level of corporate
officers
Cultivate future officer
candidates
Cultivate the next group of
manager candidates

Recruiting

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HUMAN CAPITAL DATAS tr a teg ies

Appointment to Positions

Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r eTransfers
2020

2021

Unit

2022

2020

2021

2022

68.7

73.1

78.3

Average period in the same field5

Percentage of critical positions2 (%)

1.5

1.6

1.7

Internal mobility rate6

Percentage of critical positions filled internally3 (%)

100

100

100

Succession effectiveness rate4

100

100

100

0

0

0

0

0

0

We emphasize appropriate transfers so that employees acquire a full range ofcompetencies in order to cultivate their i-Companies. Experiencing multiple fields
and occupations broadens a personʼs range of competencies and skills. Therefore,
the Link and Motivation Group focuses on how long an individual is assigned to thesame field, and conducts transfers once every four years as a rough guideline.

Percentage of vacant critical positions
in relation to all vacant positions (%)
Average length of time
to fill vacant critical position (days)

In the Link and Motivation Group, we define critical positions as “directors (except
outside directors), managing directors and corporate officers, including those ofGroup companies.” However, when a vacancy arises, we either appoint animmediate replacement or eliminate that position, so positions are never left vacant.
Accordingly, the “percentage of vacant critical positions” and “average length of time
to fill critical vacant positions” are zero.
All appointments to critical positions have been filled internally. We believe thatthese results are an indication of our systematic approach to successor development.
1. Calculated as the number of vacant positions filled through internal recruiting divided by the total numberof vacant positions filled through internal plus external recruiting.
2. Calculated as the number of critical positions divided by the total number of positions.
3. Percentage of critical positions that opened up during the year that were filled through internal recruiting.
4. Percentage of critical positions filled through internal recruiting as of the end of the year.

Years

3.7

4.1

3.6

%

56.4

69.7

68.8

5. Group businesses are categorized into specified fields, and the period an individual spends in each fieldis calculated.
6. Transfers among occupations and the fields in note 5, as well as changes in roles due to promotions or
emotions, are defined as internal transfers for the purpose of calculating the internal mobility rate
for the year.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Percentage of positions filled internally1 (%)

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HUMAN CAPITAL DATAS tr a teg ies

i-Company Branding System

%

2020
98.7

2021
98.5

2022

Link and Motivation Inc.
Link Global Solution Inc.
Unit

2020

2021

2022

Performance

ー

4.7

4.8

4.7

Stretch goal

ー

5.0

5.0

5.0

Total

ー

9.7

9.8

9.7

Compensation
Unit

Ratio of executive compensation tototal salaries paid4 (%)

Group Company

97.4

Average individual evaluations1

Average annual wage

S y s tem s

Co r p o r a te
Cu ltu r e

Thousand yen
Thousand yen
％

2020
344
4,677
4.3

2021
371
5,302
4.9

2022
379
5,301
5.2

1. Each employee’s performance and stretch goal are evaluated on a scale of 1 to 9,
with 5 being “met expectations.”
2. The sum of all taxable payments for salaries and allowances.
3. Calculated as average monthly wages plus bonuses paid four times a year.
4. Calculated as total of executive compensation as a percentage of total compensation of all employees.

Male/Female Wage Differential (%)
Part-time staff and
Full-time
fixed-term
All workers
employees
82.4
162.9
74.4
89.0

101.0

83.3

Link Event Produce Inc.

77.9

ー

6

77.8

Link Corporate Communications Inc.

82.4

57.9

76.8

Link Academy Inc.

81.8

68.2

77.9

Motivation Academia Inc.

79.4

82.6

64.5

Link Interac Inc.

97.3

59.1

82.6

Interac North Co., Ltd.

74.8

98.4

96.8

Interac Kanto North Co., Ltd.

71.1

92.8

90.6

Interac Kanto South Co., Ltd.

90.7

92.6

92.4

Interac Kansai & South Central Co., Ltd.

74.9

95.5

94.2

Interac West Co., Ltd.

63.3

87.9

86.8

Link Japan Careers Inc.

66.6

ー6

64.4

Link Agent Inc.

75.5

ー

6

66.3

Link-i Inc.

76.2

503.1

72.2

5. Full-time: Applies to indefinite-term employees only.
Part-time: Applies to fixed-term employees, part-time staff and ALTs.
Calculated by dividing the average annual wage for women by the average annual wage for men,based on definitions set by the Ministry of Health, Labour and Welfare.
6. Calculation is not possible because employees are exclusively either male or exclusively female.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATAManagement plan submission rate3

T r a in in g

Male/Female Wage Differential5
Unit

Average monthly wage2

Recruiting

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HUMAN CAPITAL DATAS tr a teg ies

Priority Communication Measures

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r e

Health and Safety
Unit

2021

2022

2020

Persons908

1156

Web-based in-house newsletters access rate

％

92

93.1

Points

ー

91.2

％

100

ー

DNA test average score
DNA report submission rate

Number of occupational accidents 1(per million work hours)
Lost time for injury1(total lost time in hours per million work hours)

2021

3.74

4.15

3.2

12.80

3.80

82.86

0

0

0

Number of people killed during work1
2020

Number of Group Awards
Unit

2020

2021

2022

Total number of awards

Persons

34

40

37

Awards for individuals

Persons

24

27

24

2022

2021

2022

Illness/injury leave rate (%)

1.9

2.8

2.3

Percentage of employees
who participated in training2 (%)

87.4

92.4

88.2

Maternity leave rate3 (%)

100.0

100.0

100.0

Paternity leave rate3 (%)

13.6

25.7

38.9

The above table shows health and safety-related results for the Group. All
occupational accidents occurred while commuting or traveling.
In addition, the rate of taking paternity leave has been increasing each year. We willcontinue striving to create an environment that facilitates work in order tostrengthen the capabilities of our organizations and human resources.
1. Calculated based on total workforce (executives, Group company employees, part-time staff and ALTs).
2. Calculated based on participation rate in annual stress checks.
3. Calculated based on total number of Group company employees and part-time staff.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATAGroup General Meeting average participation

Measures to communicate
the Group’s heritage

Recruiting

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HUMAN CAPITAL DATAS tr a teg ies

Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r eCompliance
2020(Type)

8

3

11

Harassment

3

0

6

The Link and Motivation Group strives to practice Management with

Workplace environment

2

1

2

Integrity (i.e., management with no illegality or dishonesty toward any of its

Other

3

2

3

5

5

6

Reprimands/pay cuts

5

5

6

regulations, corporate ethics and social norms, and understand that individual

Suspensions/demotions

0

0

0

employees must also make efforts to avoid transgressions.

Requests for resignation/disciplinary
dismissal000

Our performance in the area of compliance is shown in the chart on the left.

0

0

0

At the Link and Motivation Group, we believe that our emphasis on employee

100.0

100.0

100.0

engagement helps to strengthen compliance, and see our high performance in

100.0

100.0

100.0

ー

ー

98.5

Number of concluded disciplinary actions2(Type)

2022

Number of unresolved external audit findings 3
Percentage of employees who have completed
training on compliance (%)
Information management training participation
rate4
Harassment training participation rate 4

1. The number of consultations with the hotline that is open to all employees.
Calculated based on total workforce (executives, Group company employees, part-time staff and ALTs).
2. Calculated based on total workforce (executives, Group company employees, part-time staff and ALTs).
3. The number of findings in external audits by the Labor Standards Inspection Office,etc., that are still unresolved.
4. All training content completed by employees.

stakeholders, including customers, business partners, employees andshareholders). We are proactively strengthening compliance and ethics, which
are prerequisites for achieving this. As a company, we abide by laws,

these metrics to be a result of our high level of employee engagement.
By continuing our efforts to raise every employee’s awareness ofcompliance as we improve employee engagement, we are creating aworkforce that embodies Management with Integrity.

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Number of grievances filed 1

2021

HUMAN CAPITAL REPORT 2022

39

https://www.lmi.ne.jp/english/

HUMAN CAPITAL DATAS tr a teg ies

Recruiting

T r a in in g

S y s tem s

Co r p o r a te
Cu ltu r eTurnover Rate
2020

2021

2022

9.8

10.0

13.3

Voluntary turnover rate (%)

9.6

9.8

13.0

Voluntary turnover rate (management)2 (%)

0.6

0.3

0.7

0.3

0.3

0.4

The Link and Motivation Group works to create organizations thatemphasize a mutually selective relationship, in which companies and2

Voluntary turnover rate (IT engineers) (%)

individuals choose each other as they deem appropriate rather than amutually binding relationship based on lifetime employment.
Therefore, we focus not on the Group’s overall turnover rate, but on the

Reasons for Leaving

turnover rate for employees with attributes we deem important in terms of

Rank

Reason% of total

Year-on-yearchange

1

Work

43.7%

+0.5 pts.

2

Family14.9%-3.5 pts.

is rising, and the year-on-year increase in turnover rates for management and3

Health14.4%+5.6 pts.

IT engineers was low, we consider the situation to be acceptable.

4

Treatment/Pay

11.5%-4.5 pts.

5

Corporate culture

6.9%+4.5 pts.

6

Retirement age

3.4%+1.0 pt.

culture—which we are particular about—was low. We therefore think we have

7

Philosophy

2.9%-5.9 pts.

achieved appropriate mutual selection.

our management strategy. Specifically, we monitor the turnover rates ofTo advance career,
to change type of work, etc.

management and IT engineers. In 2022, the overall turnover rate increased by
3.3 percentage points from the previous year. However, because productivity

We also keep a close watch on reasons for leaving. Continuing from theprevious year, the main reasons for leaving in 2022 were work-related, while
the percentage of people leaving because of our philosophy and corporate

1. The annual (12-month period) sum total of the monthly turnover rate(monthly number of leavers ÷ monthly average number of employees)
2. The annual (12-month period) sum total of the monthly turnover rate of defined category of employees(monthly number of leavers ÷ monthly average number of employees)

HUMAN CAPITAL REPORT 2022 – HUMAN CAPITAL DATA

Turnover rate1 (%)