Japan Elevator Service Holdings Co., Ltd.

Table of Contents

Table of Contents ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・2
Messages from CEO/CFO Sustainability Chair ・・・・・・・・・・・・・・・・・・・3
Editorial Policy ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・4

1. JES Profile
Corporate Profile, Philosophy and Vision ・・・・・・・・・・・・・・・・・・・・・・05
Financial Highlights ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・6
Business Domains of JES Group ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・07
Medium-term Management Plan VISION2027 ・・・・・・・・・・・・・・・・・10
Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

Holdings Co., Ltd.

Technical Support System ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・24
Disaster Response ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・25
Initiatives to Improve User Satisfaction ・・・・・・・・・・・・・・・・・・・・・・・26
Engagement in Worker Safety・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・27
Initiatives to Secure Human Resources ・・・・・・・・・・・・・・・・・・・・・・・28
Occupational Safety and Health ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・29
Creating a Good Work Environment ・・・・・・・・・・・・・・・・・・・・・・・・・30
Diversity & Inclusion ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・31
Social and Community Activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・33
Social Data ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・34

2. Sustainability Management
Our Approach to Sustainability ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・12
Basic Sustainability Policy, Materiality and Management Structure・・・13
Communication with Stakeholders ・・・・・・・・・・・・・・・・・・・・・・・・・・・14

3. Environment
Our Approach to the Environment ・・・・・・・・・・・・・・・・・・・・・・・・・・・・15
Initiatives for Climate Change ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・16

5. Governance
Basic Governance Policy / Our Approach to Governance ・・・・・・35
Governance Structure ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・36
Independent Outside Directors / Board Diversity / Succession

Planning / Compliance / Anti-Corruption Policy / Tax Policy・・・・38
Supplier Management / Information Security ・・・・・・・・・・・・・・・・・39

Privacy Policy / Policy on R & D and Intellectual Property ・・・・・40
Communication with Shareholders ・・・・・・・・・・・・・・・・・・・・・・・・・・41

Water Resources / Conservation of Biodiversity ・・・・・・・・・・・・・・17
Disclosure Based on TCFD・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・18
Considerations for the Environment Through Our Business ・・・19
Environmental Data ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・21

4. Social
Japan Elevator Service

Quality and Safety ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・23

6. Initiatives / Reference to GRI Standard
Participation in Various Initiatives ・・・・・・・・・・・・・・・・・・・・・・・・・・・・42
Reference to GRI Standard ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・43

Contributing to Society Through Our Business ・・・・・・・・・・・・・・・22

Sustainability ReportJapan Elevator Service Sustainability Report002

Message from CEO

Message from CFO
Sustainability Chair

Safety above anything else, We will
accelerate our sustainability management

Pursuing Solutions for Social Issues andBusiness Development

Representative Director CEO

Katsushi Ishida

Messages from CEO /CFO Sustainability Chair

1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability ReportThank you for reading our Sustainability Report 2023.
The JES Group continues to grow by solving social issues through its businessbased on the management principles of "Safety above anything else," "No
cutting corners," and "Building on trust.”
In order to continue sustainable growth, we believe it is essential to promoteharmony with the environment and society, and to work to solve social issues
through our business.
The maintenance services we provide for elevators and other equipment are
intended to support the safe and secure operation of elevators as a means oftransportation for personal and corporate activities, thereby creating a richliving environment by supporting the lives of all users.
As a result of establishing a nationwide network of offices in Japan andpromoting the business by allocating the necessary human resources, weachieved a net increase of 10,000 units in maintenance contracts in the fiscal
year ended March 31, 2023, growing to 97,000 units as of December 31, 2023.
It is estimated that there are approximately 1.1 million elevators in Japan, andthe JES Group has a market share of over 8%.
As the number of maintenance contracts increases, the number of users
naturally increases, and we recognize that our social responsibility for ourservices has increased.
The Basic Sustainability Policy adopted by the Board of Directors in November
2021, as well as "Quality and Safety" and "Occupational Safety and Employee
Engagement" as set out in the Materiality, continued to be the foundation of oursustainability and we have been strengthening them as the engine of ourbusiness growth.
Specifically, the Group strengthened its quality standards, recruitment, andhuman resources. The number of employees was 1,870 at the end of December
2023, and the number of technical personnel was 1,178. These numbers haveincreased by 104 and 82, respectively, since the end of March 2023. In April
2023, we hired a record number of new graduates and promoted the development of a structure to support business growth and safety and security in accordance with our medium-term management plan.
In addition, as a company listed on the Prime Market, we have made efforts tounderstand the reality of climate change and other environmental issues as theyaffect our business. We calculated the amount of greenhouse gas (GHG)
emissions for the entire Group, including the supply chain for the fiscal year
ended March 2023.
We will continue to develop reduction targets based on our business plan.
Our various efforts will contribute to solving social issues and contribute to thecreation of a sustainable society with you.
We appreciate your continued support.

Director Deputy President and Executive Officer CFO
General Manager, Corporate Administration Headquarters
Sustainability Committee Chairman

Kimihiko Imamura

Thank you all for your cooperation in the development of the JES Group.
The JES Group has expressed its strong commitment to ESG management in
VISION2027. As the environment surrounding our business activities is becoming increasingly uncertain and various changes are expected in the future, ESG
strategies will become more important for strong resilience.
In May 2022, we established a Sustainability Committee to analyze risks andopportunities related to sustainability and to organize issues necessary for
growth.
The company recorded record earnings for the fiscal year ending March 31,
2023, and is forecasting record earnings for the fiscal year ending March 31,
2024 as well (as of December 2023.)
As a publicly listed company, it is meaningless to conduct business development and management with only social contribution in mind. It is important toincorporate ESG strategies into our business and contribute to society throughthe growth of that business.
■Contributing to society through nationwide expansion
The JES Group is expanding its network of offices throughout Japan, and indeveloping high-quality services at each location, we are focusing on securing
and training human resources. We create jobs in each region and create anenvironment in which these employees can build their careers by acquiring ahigh level of expertise.
Based on this system, we are working to protect the safety and security ofusers of elevators and other facilities so that they can live comfortable andsustainable lives.
■ Strengthening Governance
In June 2022, the Nominating and Compensation Committee was establishedto provide an advisory body for the selection and compensation of directors. We
strive to strengthen governance in accordance with JES Group policies such ascompliance observance and anti-corruption. In communication with our shareholders, we also create opportunities for them to learn more about the JESGroup by proactively conducting investor interviews.
■Environmental Considerations
As part of our environmental efforts through our business, we are making
efforts to contribute to the reduction of greenhouse gas emissions by switching
to LED lighting in elevators, recycling parts used for repair and other purposes,
and promoting refurbishing projects. In addition to aggregating its own greenhouse gas emissions, starting in the fiscal year ended March 31, 2023, thecompany began aggregating the emissions of its entire supply chain. We willassess our company's actual situation and plan and implement specificinitiatives that can reduce
In this report, we would like to share with you our past efforts and future
intentions.

Japan Elevator Service Sustainability Report003

Editorial Policy

Basis of Presentation
This report focuses on the main initiatives in the fiscal year ended March 2023 with regard to the realization of a sustainable society and thesustainability of the JES Group. We are committed to fulfilling our accountability to society and enhancing communication with our stakeholders.
This report refers to the disclosure requirements of the GRI Standards in order to disclose information as an engagement tool with all stakeholders. In addition, various information on climate change is disclosed based on the recommendations of the Task Force on Climate-related Financial
Disclosures (TCFD).

Scope of Presentation

Editorial Policy

1.

PeriodApril 1, 2022 to March 31, 2023, including some activities in prior years and after April 2023

Organization

Japan Elevator Service Holdings Co., Ltd. and consolidated subsidiaries

Performance

Financials: Japan Elevator Service Holdings Co., Ltd. Corporation and its consolidated subsidiaries and equity method affiliates
Environment: Japan Elevator Service Holdings Co., Ltd. and consolidated subsidiaries
However, some group companies that have completed acquisitions are not included in the scope of coverage, but the

JES Profile

2. Sustainability
Management

environmental impact data from their business activities covers more than 90% of the total impact of the entire group
Social: Data scope is described separately
Schedule

To be published annually as an annual report

3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Description

JES Group :JESHDJapan Elevator Service Holdings Co., Ltd. andconsolidated subsidiaries: Japan Elevator Service Holdings Co., Ltd.

Disclaimer
This report has been prepared by Japan Elevator Service Holdings Co.,Ltd. (the"Company") for the purpose of providing readers with a better understanding of thecurrent status of the Company.
The information contained in this report is based on economic, social, and otherconditions generally recognized at the present time and on certain assumptions that
we have judged to be reasonable, but may be subject to change without notice due tochanges in the business environment or for other reasons.

Reference
Guidelines

GRI Standard（Global Reporting Initiative）
Ministry of the Environment Environmental
Reporting Guidelines (2018)

Cautionary Statement Regarding Forward-Looking Statements
The materials and information provided in this disclosure include so-called "forward-looking
statements". They are based on current estimates, forecasts, and assumptions that involve risks
and involve uncertainties that could cause results to differ materially from those in thestatements.
These risks and uncertainties include general industry and market conditions, and general national and international economic conditions such as interest rate, currency, and exchange rate
fluctuations. We are under no obligation to update or revise the "forward-looking information"
contained in this disclosure, even if new information or future events arise in the future.

Inquiry for Sustainability Report︓ Japan Elevator Service Holdings Co., Ltd. tel: +813-6262-1625

Japan Elevator Service Sustainability Report

004

1

JES Prof ile

Corporate Profile, Philosophy and Vision
Since its foundation in 1994, the JES Group has placed the safety of
our customers at the forefront of its activities, carrying out thebusiness of maintenance and modernisation of elevators and othersocial infrastructure equipment, with a commitment to improving themanagement base, quality of service and technical skills of its employees.
Thanks to the support of our stakeholders, we were listed on theTokyo Stock Exchange in 2017 and changed to the Prime Market in
April 2022.
Our performance and number of employees have grown year afteryear, and we have been able to rise to become the number one independent elevator maintenance company.

Company Profile
C om pa ny
Na m eJ a p an Ele vator S e r v ic e Hold ings Co., L td .

Table of Contents
E st a bl i sh ed
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Li sted
Ma r ketHea d
O f f i ce

RepresentativeSafety Above Anything Else
Safety is our lifeblood above anything else
We are committed to monitoring 24 hours a day, 365 days a year

No Cutting Corners
We do not cut corners because people don't see, and we work forsafe operation

Building on Trust
Building relationships of trust with customers based on our positionand strengths as an expert specializing in maintenanceO ctob e r 3, 1994
Prime Market of the Tokyo Stock Exchange(Securities Code; 6544)
Mar ke t c ha nge on A p r il 4, 2022
〒 103-0027
Tokyo Ta te mono N ihonb as hi Build ing 5F,
1 - 3-13 N ihonb a shi, Chuo-ku, Tokyo
Rep r e s e nta tive Dir e c tor CEO
Katsus hi Is hid a (b or n on M ar c h 25, 1966)

No. ofE m pl oyees

1 , 870 (as of December 31, 2023, consolidated)

C a pi t a l

2 , 493 million ye n (as of Mar c h 31, 2023)

Net sa l es

Corporate Philosophy

3 4,907 million ye n(for the fiscal year ended March 2023, consolidated)

The elevator maintenance services provided by the JES Group ensure
the safety and security of everyone who uses elevators, which aresocial infrastructure.
Elevators, which are used daily as a means of transportation for lifting
people up and down, must be safe and comfortable, and must be able
to recover quickly in the event of an earthquake or other natural disaster.
Therefore, we recognize that our mission is to contribute to thecreation of a safe and secure society by striving to improve the quality
and technical capabilities of our maintenance services, and we areworking daily toward sustainable growth based on our corporate
philosophy.

Corporate Vision
Challenging and inspiring service!
To be a maintenance manufacturer that creates
the future of the industry!
The elevator maintenance and modernization market is expanding
year after year, both in Japan and in Asian countries.
JES Group will continue to take on the challenge of leading the maintenance industry as a maintenance company that has established abusiness model of global standards, providing high-quality services atreasonable prices.

Japan Elevator Service Sustainability Report005

Financial Highlights
Thanks to the cooperation of various stakeholders, JES Group has continued to grow in net sales, operating profit, and profit since its listing on theTokyo Stock Exchange. For the fiscal year ended March 31, 2023, net sales amounted to 34.9 billion yen (29.7 billion yen in the previous year) andoperating profit was 5.0 billion yen (4.1 billion yen in the previous year), a significant increase in both sales and income.
The JES Group needs to make up-front and ongoing investments in human resources, research and development, and other areas in order toexpand its domestic market share and expand its business. The Group is working to secure internal reserves in preparation for capital needs andstabilize its financial base by procuring funds through borrowings and other means.

Net Sales

Operating Profit(Millions of yen)

34,907(Millions of yen)

5,010

29,751

17,90015,326

13,544

21,339

4,113
3,612

24,521
2,717
2,034
1,351
611

Mar 2017

Table of Contents
1.

Mar 2018

Mar 2019

JES Profile

Mar 2020

Mar 2021

Mar 2022

Mar 2017

Mar 2023

Ordinary Profit

Mar 2019

Mar 2020

Mar 2021

Mar 2022(Millions of yen)

3,153

5,100
3,715

3. Environment

2,726

4,225

2,362
1,700

2,703
1,265

2,001

4. Social

Mar 2023

Profit Attributable to Owners of Parent(Millions of yen)

2. Sustainability
Management

Mar 2018

848

1,339
527

271

5. GovernanceMar 2017

6. Initiatives,
Reference to GRI

Mar 2018

Mar 2019

Mar 2020

Mar 2021

Mar 2022

Net Assets / Total Assets
Net assets(Millions of yen)

Mar 2023

Mar 2017

Mar 2018

Mar 2019

Mar 2020

Mar 2021

Mar 2022

Net Assets per ShareTotal assets(Yen)

Mar 2023

Earnings per Share151.74

(Yen)

35.47

131.42115.9729,002

21.03

20,473

Holdings Co., Ltd.
Sustainability Report

27.51

25,338Japan Elevator Service

7,848
2,072
Mar 2017

10,6242,870
Mar 2018

11,484
3,937

Mar 2019

63.34

14,297
10,505

11,756

Mar 2021

Mar 2022

25.68

Mar 2023

15.75

48.42

13,6785,177

Mar 2020

30.73

Mar 2017

10.59

35.13
4.24

Mar 2018

Mar 2019

Mar 2020

Mar 2021

Mar 2022

Mar 2023

Mar 2017

Mar 2018

Mar 2019

Mar 2020

Mar 2021

Mar 2022

Japan Elevator Service Sustainability ReportMar 2023

006

Business Domains of JES Group

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment

Business Overview

Maintenance and Repair Services

The JES Group is engaged in maintenance and repair, and modernization services for elevators and other equipment. Since its establishment, the company continues to increase the number of maintenancecontracts in Japan, leveraging its high technical capabilities to handle
all major domestic manufacturers' models, its ability to procure genuine parts, and its scale of stock. The number of contracts continues toincrease, reaching 88,630 units at the end of March 2023 and 96,740
units at the end of December 2023, giving the company a domestic
market share of more than 8% (Company estimate).
Major elevator manufacturers have a high share of maintenancecontracts in Japan, while independent elevator maintenance companies, including the JES Group, have about a 20% share.
The JES Group has the No. 1 market share among independent elevator maintenance companies. Elevators and escalators are social infrastructure used on a daily basis for personal and business activities and,as with transport infrastructure, we put the safety and security of users
first in the operation of our business.
As the number of maintenance contracts increases, the JES Group is
focusing on improving service quality and training technical personnel
to ensure safety and security.
We believe that our important mission is to continue to contribute tosociety as a service company that supports social infrastructure, basedon the trust of our users.

Maintenance services include statutory inspections as required by the
Building Standards Act, periodic inspections (cleaning, lubrication,
adjustment, replenishment and replacement of consumables, etc.),
monitoring services (including investigation of abnormalities anddefects, remote monitoring and remote inspection), and emergency
response.
Repair services include replacement of deteriorated parts and repairof malfunctions based on reasonable judgments based on inspection
results.
We have a wealth of maintenance experience and are capable ofmaintaining all major domestic manufacturers' models. Each elevator
manufacturer has various differences in error analysis, adjustment
standards, and parts replacement standards, but our accumulated
maintenance experience enables us to provide maintenance that meetsthese differences.

Maintenance Services

i.
ii.
iii.

Business Model
The JES Group's business model, in which maintenance and repair,and modernization operations are interlocked on the strength of its
high-quality services, creates a virtuous cycle that sets it apart from its
competitors and gives it a competitive edge in the market.

4. Socialiv.

Repair Services

Replace or repair deteriorated parts based on reasonable judgment
based on inspection results.

Maintenance

5. Governance

Legal inspections as stipulated in the
Building Standards Act
Periodic inspections, etc. (cleaning,lubrication,
adjustment,
replenishment/replacement of consumables, etc.)
Monitoring services (including investigation of abnormalities and defects, remotemonitoring and remote inspection)
Emergency response

FM (Full Maintenance) Contract

6. Initiatives,
Reference to GRI

POG (Parts, Oil and Grease) Contract
MaintenanceJapan Elevator Service

i Legal inspection

ii Periodic inspectioniii Monitoringiv Emergency

RepairRepair Work

Holdings Co., Ltd.
Sustainability Report

ModernizationRepairJapan Elevator Service Sustainability Report

007Business Domains of JES Group
Modernization Services

Table of Contents
1.

JES Profile

2. Sustainability
Management

Quick Renewal

The legal service life of an elevator is 17 years, while the Life Cycle
Assessment of the Long Life Building Promotion Association (BELCA)
states that the expected service life of a standard elevator is 25 years.
For elevators that have been installed for about 20 years, the JESGroup offers modernization services ranging from cost-oriented modernization of control panels and hoisting machines alone to performance improvement of the entire elevator, including design, with theaim of improving reliability, safety, and operating efficiency. Fromremoval and renovation of existing items to elimination of existing
nonconformities due to revised laws and regulations, our professional
engineers will design and construct work that meets your needs in asafe and secure manner.
Some parts are no longer distributed once manufacturers suspended
supply of spare parts. In the event of future malfunctions, etc., it may
not be possible to restore the system due to the difficulty of obtaining
parts. We propose a modernization work to replace the control panel
including out-of-supply parts with the latest microcomputer control
system, and to replace aged deteriorated electric motors and related
equipment.
A wide variety of components are available to elaborate the design ofelevators, including operating panels, buttons, wallpaper, mats, andother materials that enhance operability and comfort. Because we are
well versed in elevators, we are able to propose renewals that matchthe shape of the elevator.

The JES Group offers its own modernization
service, “Quick Renewal.”
By replacing only the control panel, elevator
downtime can be significantly shortened andcosts can be dramatically reduced. By minimizing the number of replacement parts, thisnext-generation service minimizes waste and isenvironmentally friendly.

Strengths of the JES Group■Control Center
The control center, which operates 24 hours a day, 365 days a year,
receives failure signals through PRIME, the remote inspection device
only JES can develop among independents, and handles calls directlyfrom customers. When a failure signal is received, we have establisheda system that allows us to determine the current location of technicalpersonnel in real time using GPS, and toaccurately determine and arrange themeans of transportation and technicalcapabilities.
“PRIME" has been developed withmultiple patented technologies toconstantly monitor elevator operationand conditions and detect signs offailure, enabling trouble prevention andquick recovery. Among independent
maintenance companies, only JES Groupcan provide this service.

Elevator Service Life

3. Environment

Planned useful life
Average useful life of major equipment (20 years)

4. Social
5. Governance
6. Initiatives,
Reference to GRI

Changes in the social
environment create
additional requirements

Statutory depreciable life (17 years)

Physicaldeterioration

Recovery by Repair

no maintenanceFM contracts

P OG co n t r act s

5

10

15

Need formodernization

20

25

number of years lapsed

Component Supply Risk
Japan Elevator Service
Holdings Co., Ltd.

No parts supply

If out-of-supply parts failed before modernization

failure Prolonged suspension or no

Parts supply period (elevator operating normally)

service at all until modernization

If modernization is done before supply stops
Parts supply period (elevator operating normally)Age of building (years)

10

Provides peace of mind until
the building is rebuild

modernization20

25

30

Parts supply 40

Building to berebuilt

Sustainability Report

Timing of component supply stoppage and modernization

50■Parts Center
We have established efficient stocking of parts at our 8 parts centers
nationwide and approximately 130 sales offices throughout Japan. We
use genuine manufacturer parts for maintenance and repair of mainequipment, and the company boasts the largest number of independent parts items, approximately 3 billion yen and over 200,000 items.
We have parts engineers on duty 24 hours a day, 365 days a year,
day and night, and on holidays, to establish a quick delivery system incase of emergencies. As part of our efforts to ensure a stable supply ofparts and to address environmental issues, we are engaged in the
refurbished parts business (parts that have passed our quality control
tests after being repaired and serviced from parts collected at the timeof replacement), which enables us to respond to parts that are nolonger supplied by manufacturers or to delays in the supply of manufacturer parts due to the global shortage of semiconductors. In addition, this process contributes to the reduction of greenhouse gas emissions compared to the manufacturing process of new parts.
■Technical Support
Maintenance is performed by multi-specialists who have undergone"STEP24," a unique training program that ensures acquisition of basic
knowledge and know-how of each model. The program is designed tocreate engineers who not only have the technical skills to handle avariety of models, but who can also be trusted as human beings.

Japan Elevator Service Sustainability Report008

Business Domains of JES GroupNew Initiatives

Escalator Maintenance

Mechanical Parking Equipment

In March 2021, the Holding Company established Japan Parking
Service Co., Ltd. a joint venture with NC Holdings Co., Ltd. The Joint
venture combines the strengths of independent maintenance companies and manufacturers to deliver highly satisfactory maintenanceservices.
With a clear pricing structure that fundamentally revised manufacturer-driven pricing, we are able to reduce costs by up to 50% comparedto manufacturer maintenance, and by leveraging our strengths such as
our ability to provide maintenance support for a variety of models andto handle repairs and installation work in collaboration with manufacturers, we have grown to have maintenance contracts for approximately
22,000 pallets as of the fiscal year ended March 2023.

Table of Contents
1.

Simple elevators

JES Profile

2. Sustainability
Management
3. Environment
4. Social

JES Group provides escalator maintenance for all major Japanesemanufacturers' models. In order to provide escalator maintenanceservices with a high degree of satisfaction, we focus on improving theskills of our technical personnel through an extensive curriculum that
includes training on actual equipment. The "ES Group" was establishedin the JESHD Engineering Headquarters to train specialists, improve
the skills of all technical personnel, and enhance maintenance quality
in order to pass on escalator skills, which require different skills fromthose of elevators, to the next generation.

Elevator style Gondola style

Underground
Circulation style

Horizontal elevators

Digital Signage with Security Camera Function "LiftSPOT”
The JES Group offers the LiftSPOT service, a proprietary digital signage
system with security camera functions. In addition to enhancing security inside the elevator by adding a security camera function, the system
also improves the safety and comfort of the elevator space by broadcasting various information contents.

5. Governance

We have acquired several patented technologies that enable LiftSPOT
to work beyond the manufacturer's boundaries.

6. Initiatives,
Reference to GRI

With more than 10,000 units installed as of March 2023, it has grown
to become one of the largest digital signage media with audio in elevators in Japan, and aims to increase advertising sales by improving
media value.

Overseas Business
The JES Group is promoting overseas business as part of its growthstrategy.
The elevator maintenance and modernization market is expanding
year after year, not only in Japan but also overseas and in Asian countries where economic growth continues. We are expanding overseas
based on overseas market needs and market research, and are aiming
for a global standard that balances new construction, maintenance, andmodernization.
We are expanding our business mainly in ASEAN, establishing a joint
venture in Indonesia in 2020, acquiring an independent elevator maintenance company in Vietnam in 2021, and acquiring a company operating facility management business in Malaysia as a subsidiary in 2022.
Since joining the Group,there companies have continued to growthrough sales activities that leverage the JES brand and by improving
quality through technical guidance.

① PT. Japan Elevator Service Indonesia
Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report② JAPAN UNIECO ELEVATOR SERVICECOMPANY LIMITED③ COFRETH (M) SDN.BHD.

Japan Elevator Service Sustainability Report009

Medium-term Management Plan VISION2027
Achieving Sustainable Growth
In addition to business growth, profitability, and shareholder return targets, the medium-term management plan "VISION2027," formulated andannounced in May 2022, sets the goal of incorporating and strengthening the essence of ESG into management and operations. The fiscal year ended
March 31, 2023 was the first year of our medium-term management plan, and we are making good progress.

Basic Strategy■As a Prime Market listed company, we aim to achieve sustainablegrowth and increase corporate value by adapting to changes in thesocial environment by addressing not only business growth but alsosocial and global environmental issues from a medium- to long-term
perspective.

Table of Contents
1.

Growth Strategy■Net sales growth through expansion of maintenance and repair
services due to an increase in the number of maintenance contracts
and acquisition of modernization demand■Improve business productivity through human resource development
and DX promotion, and improve profitability by increasing operational
efficiency■Stable returns to shareholders■Enhance the sustainability of society and business by taking on thechallenge of a sustainable society

Increase Corporate Value Through Growth andProsper with Stakeholders

JES Profile

2. Sustainability
Management
3. Environment

Mar 2023

Mar 2024

Mar 2025

Mar 2026

Mar 2027

4. Social
5. Governance(1) Sales expansion

6. Initiatives,
Reference to GRI

Profitability
improvement(2) CoGS ratio reduction

Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report(3) SG&A ratio reduction
Mar 2023

Mar 2024

Mar 2025

Mar 2026

Japan Elevator Service Sustainability ReportMar 2027

010

Medium-term Management Plan VISION2027
Domestic
MarketElevator

Maintenance▪ There are an estimated 1.1 million elevators
installed & maintained▪ 1-2% annual growth to 1.2 million in Mar
2027▪ Five OEMs* and affiliated companies handle
manufacturing, installation, and maintenance▪ Approximately 300 independent companies
generally specialize in maintenance

FY March 2023
Independents

1.

JES Profile

2. Sustainability
Management▪ OEM market share is approximately 80%▪ Independents' share is expected to grow moderately, reaching 25% by 2027 (generally
50-60% in European and U.S. markets)▪ The Group's market share is expected to beover 13%, the majority of the independent

JES Group Market Share

6. Initiatives,
Reference to GRI

JES

13 %

OthersDomestic
share

12 %

OEM

75 %

80 %

12%

25%

OthersOEM

14%

5. Governance

JES

Domesticshare

3. Environment
4. Social

Independents

20%

Market Share

Table of Contents

VISION2027

10%
8%

JES: ８ ％6%
4%

JES: 13 ％2%
Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report

0%

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

Mar

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

*Mitsubishi Electric Building Solutions, Hitachi Building
Systems, Toshiba Elevator and Building Systems, Otis
Elevator Japan, Fujitec

Japan Elevator Service Sustainability Report

011

2

Sus tainability Manage m e nt

Our Approach to Sustainability

JES Capital
Financial
capitalHumancapitalSocialcapitalTable of Contents
1.

Medium-term Management Plan VISION2027

Achieve sustainable growth by incorporating the essence ofsustainability into our businessNet assets 13.6
billion yen

Net sales

Maintenance(FY March 2023)

1,766
employees

Environment

Profit(FY March 2023)

Number oflocations: 132(FY March 2023)

Sound financial position
Human Resources Supporting
Services
Nationwide network

ModernizationBusiness Model

SocialRepairSafe & Secure

Governance60 billion yen
20% OP margin(Before amortization of goodwill)

Shareholder
returnDividend payout ratio of 40%
or moreESG

Contributing to the environment
through our business
Diverse workforce
Permanent Governance Enhancement

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

We Practice Sustainability Management to Increase Economic, Social and Environmental Value
The future is becoming increasingly difficult to predict in an increasingly complex macro environment, with a declining birthrate, an ageing
population, increasing use of digital technologies and a worsening
market environment due to climate change. In order for the JES Groupto develop sustainability in an uncertain and uncertain society, we haveset "quality and safety" in the elevator maintenance business and"occupational safety and employee engagement" supporting it asmateriality.
Today, companies are not valued solely on the basis of economic
growth, and it is difficult for them to continue their business in thissociety. Therefore, in its mid-term management plan VISION2027, theJES Group stipulated that it will promote activities aimed at solvingsocial issues by incorporating ESG perspectives into its business, rather
than just economic goals.
Social and environmental issues also affect our business. Our company operates mainly in Japan. In Japan, we are facing a declining workforce due to the falling birthrate and aging population, and we recognize that this is an important issue in securing the human resourcesthat will support our business growth. Given our market share in Japanand our history of growth, there is still plenty of room for expansion,
but we recognize that acquiring and securing the human resources
needed to do so is an issue that must be given top priority. In order toattract and retain human resources, it is important that the JES Groupis an environment in which people want to work and are comfortableworking, and it is necessary to have an advantage over other compa-

nies. More than ever, the key point is to recognize the diversity ofhuman resources in society and how we can appeal to the appeal of the
JES Group in that society.
Environmental challenges include the impact of extreme weather
events due to climate change. In elevator maintenance, typhoons andother extreme weather events are highly likely to cause failures, creating a risk of unavailability for users. We are checking elevator operating
status and working to restore operations as appropriate, but the risk of
impact on users increases as the severity and frequency of extreme
weather events intensifies, which is expected to interfere with maintenance. We recognize that environmental issues caused by climatechange will affect the JES Group's business, and we are determined tocontribute as much as we can as a company. The JES Group has calculated the greenhouse gas emissions of the entire group for the fiscal
year ended March 31, 2023. Since we do not manufacture our own
elevators, our emissions are at a lower level than those of manufacturers and other companies that have their own factories. However, as
mentioned above, we consider environmental issues caused by climatechange as one of our management issues, and we set a goal of reducing greenhouse gas emissions.
As a short-term target, we aim to reduce net sales per unit of production compared to the previous year. We will also establish greenhousegas emission reduction targets toward our long-term goal of achieving
a carbon-neutral society by 2050.

Japan Elevator Service Sustainability Report012Basic Sustainability Policy
Based on our corporate philosophy of "Safety Above Anything Else,""Never Cutting Corners," and "Building on Trust," the JES Group has
identified the two materialities as "Quality and Safety" and "Occupational Safety and Employee Engagement," and will work to realize asustainable society, aiming to be a company that is trusted and neededby all of our stakeholders.
We will fulfill the resolution of social issues through our corporate andbusiness activities, and also contribute to the achievement of the SDGs
goals related to each materiality.

Materiality
Table of Contents
1.

JES Profile

Management Structure
Recently, interest in sustainability as a factor leading to sustainablecorporate growth and enhancement of corporate value over the
medium to long term has been growing, and companies are increasingly being asked to proactively address issues related to sustainability
and disclose such information.
Against this backdrop, we have established the Sustainability Committee to promote sustainability initiatives linked to the management
plan by resolving materiality issues related to sustainability and identifying opportunities and risks. The Committee was chaired by the Director Deputy President and Executive Officer CFO, and its members
consisted of those deemed appropriate in light of the Committee's
purpose and based on their duties. We will check for consistency withmanagement and operations, as well as manage and oversee measures in conjunction with environmental, social, governance, and othersustainability issues.
The committee mainly deliberates on the formulation of the JESGroup's sustainability strategies and plans, identification and assessment of risks, consideration of countermeasures and management ofprogress, setting of indicators to be used as targets, etc., as well as
monitoring the status of initiatives and making reports and proposals
to the Board of Directors.

Quality and Safety
We consider "maintaining quality" and "providing security" as our majorsocial responsibility, and aim to contribute to society by providing highquality and safe services that satisfy our customers.

General Meeting of Shareholders
elect / dismiss

2. Sustainability
Management

Board of Directors

3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service

reportsuperviseWork Safety and Employee Engagement
We believe that the most important foundation supporting our business is
our human resources, and by ensuring the safety of our employees andby creating an environment in which each and every employee canperform his or her duties with ease and satisfaction, we will lead to thesustainable development of the JES Group.

reportSustainability Committee
instructreportDivisions and Subsidiaries

Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report013

Communication with Stakeholders
Stakeholders

Communication Channel

General Meeting of Shareholders

Shareholders

IR meetings
Financial Results Briefing
Official Website

Maintenance and repair services
Table of Contents
1.

Modernization services

Customers

Control center

JES Profile

Official website (special page)

2. Sustainability
Management
3. Environment
4. Social

Nationwide sales offices

Training program STEP24
Technical championship

Employees

5. Governance

Meister system
Hierarchy-specific training

6. Initiatives,
Reference to GRI

Wako City, Saitama Prefecture ︓Japan Elevator Service
Holdings Co., Ltd.

Community

JIC (JES Innovation Center)
JIL (JES Innovation Center Lab)
LiftSPOT

Act of Engagement
The JES Group has set the goal of stable shareholder returns in its
medium-term management plan and paid a dividend of 17 yen per
share for the fiscal year ended March 31, 2023. We will continue ourefforts to return profits to shareholders, taking into consideration ourbusiness performance and financial condition.
We hold biannual financial results briefings to explain businessconditions for the first half and the full year. In addition, the IR Officeplays a central role in enhancing dialogue with investors on a daily
basis.
We strive to disclose our official website and various disclosurematerials in Japanese and English in a timely manner to improveaccessibility for shareholders to make investment decisions.

We strive to improve customer satisfaction through daily
communication.
Through our nationwide expansion, we will provide higher
quality and more reasonably priced services than ever before
to protect the safety and security of elevators.
Number of maintenance contracts in Japan:
96,740 units as of December 31, 2023
Number of domestic bases:
137 as of February 1, 2024

We are actively recruiting and training personnel, particularly
technical personnel.
Number of employees:
1,766 of which 1,096 technical personnel as of March 31,2023,

For the children who will lead the next generation, we arereleasing it as a place for social studies tours. The facility iscertified as a "Baby's Station" under the Saitama Prefecture
initiative. Starting in 2022, a video distribution project tosupport the promotion of local governments has been launchedon the "LiftSPOT" digital signage in elevators.

Sustainability ReportJapan Elevator Service Sustainability Report

014

3

Environment

Our Approach to the Environment
Environmental issues are of great concern to the international community and have serious implications for humanity and the planet. Climatechange, destruction of ecosystems due to deforestation, pollution of water resources, and protection of biodiversity are just a few examples of the
global trends that require individuals and companies to implement and sustain long-term environmental initiatives.
It requires international coordination and cooperation, and the collaboration of governments, businesses, and individuals is essential. It is important
to use international frameworks, such as the Sustainable Development Goals (SDGs), to implement strategies and measures to address environmental issues.

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service

Basic Policy

Environmental Communication

The JES Group has been committed to supporting the safety andsecurity of society through maintenance services for elevators andother elevating equipment.
The JES Group is committed to preserving the environment throughits business activities. To mitigate the effects of climate change, we arefocusing on environmentally friendly initiatives and addressing issues
such as sustainable use of resources. We consider this as an important
long-term issue to be addressed by the JES Group and will implement
it based on the following environmental concepts.

The JES Group strives to disclose environmental information throughits Sustainability Report. In July 2023, we responded to the official
version of the Carbon Disclosure Project (CDP) questionnaire as part ofour climate change-related disclosure. We will also enhance the disclosure of information on climate change and environmental management
so that our clients can understand the various initiatives of the JESGroup, such as our efforts toward a carbon neutral society by 2050 and
information disclosure based on the recommendations of the TCFD
(Task Force on Climate-related Financial Disclosure).

The JES Group recognizes the impact of environmental issues onsustainable growth, and will manage risk and governance with the
Sustainability Committee playing a central role in specific measures.
(i) Basic Stance
We will take into consideration the preservation of the environment inaccordance with the JES Group Code of Conduct,(ii) Compliance with related laws and regulations
Comply with environmental laws and regulations,(iii) Environmental considerations
Consideration will be given to preservation of the environment andbiodiversity,(iv) Effective use of resources and energy
Strive to make effective use of resources and energy,(v) Contribution to the construction of a circular economy
Strive to reduce waste, reuse and recycle consumables and othermaterials required for business activities, and(vi) Utilization of environmental management system
Using an environmental management system, we will establish environmental objectives and targets, make continuous improvements,and strive to prevent environmental pollution.

Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report015

Initiatives for Climate Change
The JES Group supports the goal of international organizations and the Japanese government to achieve a carbon neutral society by 2050.
We recognize that global warming has the potential to cause severe weather, sea level rise, and ecosystem changes that could have serious impacts
on humanity and ecosystems. Currently, many extreme weather events are occurring due to climate change. In Japan, torrential rain disasters havecaused damage, which has also affected the elevator maintenance business, such as in response to malfunctions.
The reason for becoming a carbon neutral society is to reduce greenhouse gas (GHG) emissions and mitigate climate change, and the transition toa carbon neutral society is an important step in limiting rising temperatures.
We recognize that economic activity requires an environment in which people can live healthily and safely, and that individuals and businesses havea social responsibility to take environmentally responsible actions to address the impacts of climate change that impede such activity. Compliancewith the Paris Agreement and other international climate change agreements is important and essential to building a sustainable future.
The JES Group is committed to contributing to the environment by striving to develop its business in an environmentally friendly manner.

Indicators and Targets

JES Group Greenhouse Gas Emissions for the Year Ended March 31, 2023

In the fiscal year ended March 31, 2023, we began measuring greenhouse gas emissions in accordance with Science Based Targets (SBT),
and in November 2022, we submitted a commitment letter to the
Science Based Targets Initiative (SBTi) to set targets within two years.
While our short-term goal is to reduce emissions per unit of sales, we
also plan to establish medium- and long-term targets in accordancewith the SBT.

The JES Group has calculated the group's total greenhouse gas emissions for the fiscal year ended March 31, 2023, for the entire supply
chain, including Scope 1 and 2 (in-house emissions) as well as Scope 3(non-JES Group) emissions. Greenhouse gas emissions for Scope 1,
Scope 2, and Scope 3 for the fiscal year ended March 31, 2023 were
calculated to be 3,512 t-CO2, 1,648 t-CO2, and 54,239 t-CO2, respectively.
By setting the fiscal year ended March 31, 2023 as the base year andestablishing future reduction targets, we hope to clarify our efforts tocontribute to the environment.

Table of Contents
1.

SCOPE 1・2

JES Profile55%

reduction

33%

reduction

87%

reduction

2. Sustainability
Management
3. Environment

SCOPE 363%

reduction

SCOPE 1 3,512 t-CO2
SCOPE 2 1,648 t-CO2

2022

FY Mar 2023

2033

FY Mar 2034

2050

FY Mar 2051

2022

FY Mar 2023

2033

FY Mar 2034

2050

FY Mar 2051

GHG Reduction Targets with FY 2022 as the base year (as of March 31, 2023)

4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Assumptions for Targets

In establishing reduction targets, it is assumed that there will be no
impediments to the execution of the business plan, materiality quality
and safety, occupational safety, and employee engagement.
For example, technical personnel perform maintenance in each area,
but travel to managed properties is primarily by automobile. Automobiles are primarily gasoline-powered vehicles, and while the use ofgasoline produces greenhouse gases, there is no alternative to notusing automobiles. Regular maintenance and access to transportationthat can be quickly rushed to the site in the event of a disaster are
essential.
As a publicly listed company, the JES Group continues to groweconomically, and the number of offices and employees is increasing in
proportion to growth, and this trend will not change as we work towardachieving our mid-term management plan. Therefore, emissions are
expected to increase under the normal scenario because the amount of
economic activity will increase. Goals are to be formulated on theassumption that the volume of activities will increase in proportion to
the increase in net sales.
It is our policy to consider and implement environmentally friendly
initiatives while keeping our business plan in mind and not taking
options that would hinder the sustainability of our business.

SCOPE 354,239 t-CO2

Japan Elevator Service Sustainability Report016

Initiatives for Climate Change
Reduction of CO2

Water Resources
We recognize that wasting and pollute water resources is a serious
problem in the earth's ecosystem.
Since JES Group is not a manufacturer and does not have a manufacturing plant, we recognize that the impact on water resources
through our business is very minor.

Scope 1 Reduction

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Scope 1 mainly consists of gasoline for vehicles used to inspect managed properties and respond to failures. The total usage for the fiscal
year ended March 31, 2023 was 1,280 kiloliters.
The number of managed properties is increasing every year, and thenumber of vehicles is expected to increase as the business tends toexpand, including the opening of new offices in newly expanding
areas.
In order to reduce emissions, we are currently working on switchingfrom automobiles to motorcycles, especially in urban areas whereproperties are densely located, as well as testing the introduction ofelectric bicycles. Our policy is to promote the switchover to the extent
that it does not interfere with service quality.
Electric vehicles do not use gasoline, so the Scope 1 reduction effectis significant, but the expansion and penetration of the recharging
infrastructure is still to come, and will be considered based on the
supply situation and its impact on our business.

Scope 2 Reduction

The main component of Scope 2 is electricity used at our offices. JESGroup offices are located throughout Japan, and electricity ispurchased from electric power companies and other companies thathave jurisdiction over each office.
In order to reduce the amount of emission, the electric power source
to be purchased is switched to a renewable energy source. However,
we recognize that the capacity of non-fossil fuels held by electricutilities is finite, and without an increase in supply due to technological innovation and changes in social infrastructure, stable and continuous switching will be difficult. Therefore, we intend to promote thereduction of greenhouse gas emissions through a gradual switchover
while continuing to gather information from electric power companies.

Conservation of Biodiversity
We recognize the importance of protecting ecological diversity andlimiting negative impacts on human sustainability.
Since the JES Group is not a manufacturer and does not have amanufacturing plant, it does not engage in deforestation or otheractivities that directly affect the ecosystem, and we recognize thatthe impact will be very minor. In addition, JIC/JIL, located in Wako,
Saitama Prefecture, is engaged in tree-planting activities to contribute to the neighborhood.

Scope 3 Reduction

Scope 3 is the GHG gas emissions of companies other than our own,
and the majority for us comes from Category 1 "Purchased Goods andServices".
JES Group purchases control panels, ropes, and other parts for use
in elevator maintenance and repair, and modernization operations fora variety of models. Parts are necessary for elevator safety, and thevolume of purchases is expected to increase in proportion to theincrease in the number of properties under management.
Cooperation from suppliers is essential for Category 1 reduction, as
their commitment to GHG reduction is a key point. We will consider
our response based on friendly relationships with our business
partners and in light of the status of social demands.
Emission reductions for other categories are considered as individual
issues.

Japan Elevator Service Sustainability Report017

Disclosure Based on TCFD
Risks/Opportunities
Transition Risks

Opportunities

Increased response costs due to stricter CO2 emission

Policy andLaw

Growing demand for recycling and refurbishing business due toregulations, introduction of carbon tax, etc.
Increased response costs for increased renewable energy
deployment due to renewable energy policies

Resource
efficiency

the progress of decarbonization in society
Reduce the amount of energy used in corporate activities,
thereby reducing operating costs

Increased costs to transition existing products and services toTechnology

Increased costs to meet growing market and customer
demands for climate change

JES Profile
Market2. Sustainability
Management

5. GovernanceRising prices of procured goods due to accelerated decarbon-

Products andservice

Reputation

Sustainability Report

Increased orders for repair work on damaged elevators andother equipment

Risk of lost sales opportunities in the event of delays in
responding to customers' CO2 emission reduction needs

MarketRisk of increased shareholder disclosure requirements forlisted companies that are reluctant to disclose climate-related
information

Resilience

Increased demand for recycling and refurbishing services fromcompanies looking to decarbonize
Increased demand for maintenance services with BCP
systems in place

Changes in climate and weather extremes are expected. The Group will consider andPhysical Risks

Holdings Co., Ltd.

from companies looking to decarbonize their businesses.

from companies looking to decarbonize their businesses.

6. Initiatives,
Reference to GRIJapan Elevator Service

Increased inquiries about recycling and refurbishing projects

Increased inquiries about recycling and refurbishing projects

ization efforts

3. Environment
4. Social

Increased development costs for technological investments toEnergysourcereduce environmental impact

Table of Contents
1.

low CO2

Risk of sales decline due to service delivery delays causedby damage to business locations and supply chains as aresult of weather-related disasters.

1.5℃ implement specific measures in anticipation of an increase in emergency response due totyphoons, flooding, power outages, etc.

２℃

４℃

Stricter GHG emission regulations, technological innovation, and a shift to new energy
sources are expected. The Group will consider and implement specific measures to reduce
financial risks and enhance opportunities in the JES Group's services.
Physical risks are expected. Natural disasters, rising temperatures, and other factors could
adversely affect infrastructure and increase electricity prices, among other risks. Specificmeasures will be considered and implemented to mitigate the impact of electricity pricefluctuations caused by natural disasters.

Japan Elevator Service Sustainability Report018

Consideration for the Environment Through Our Business
Maintenance and Repair Services
The JES Group is the only independent elevator maintenancecompany to offer a unique remote inspection service called
PRIME. Elevators can be remotely monitored for operation andcondition with accuracy comparable to that of manufacturer-affiliated maintenance companies. By quickly detecting signs offailure, it is possible to respond to problems before they occur,
thereby reducing downtime during inspections. The increased
maintenance efficiency of the technical personnel has also beena plus in terms of reduced travel time and improved work styles.

Table of Contents
1.

Modernization Services
Elevators are equipment and have a limited service life, and therenewal work provided by the JES Group can extend the use ofelevators in an environmentally and resource-conscious mannerby replacing control panels, hoisting machines, and other major
components to make use of the parts that can go, rather thanreplacing the elevator itself. This is an environmentally friendly
and resource-efficient way to extend the use of elevators. This
allows elevators to be used safely without having to manufacture
or build new elevators, thereby contributing to the reduction ofgreenhouse gas emissions generated by manufacturing.

Improved safety performance by replacing
metal-fatigued hoists!

JES Profile

2. Sustainability
Management
Replacement of the control panel saves energy
and improves ride comfort!

3. Environment

Low Cost, Short Lead Time Quick Renewal

4. Social
5. Governance
6. Initiatives,
Reference to GRI

Remote Inspection Service “PRIME”
24 hours a day, 365 days a year, maintenance on behalf of people
Fewer manned inspections reduce elevator downtime
Monitor elevator operation and conditions

Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report

The renewal of the operation
panel gives it a cleaner look!

Address problems before they happen/reduce failure
rates
Detects small abnormalities that can lead tomajor problems, such as abnormal door
opening/closing and abnormal steps
Smooth restoration by being able to assess the generalsituation prior to arrival on site.

This is JES Group's unique modernization service that achieves
significant "low cost" and "short time" by replacing only the"control panel," which is the "brain (control tower)" of the elevator.
Construction period is about half a day
Significantly shortens elevator shutdown time fromabout a week to about half a day.
Less than half the cost
By replacing only the necessary parts, we have succeeded in reducing the cost to less than half that of conventional products (compared to our conventional products).
Environmentally friendly
Environmentally friendly with minimal waste as only thecontrol panel is replaced, and energy is saved byreplacing aging control panels

Japan Elevator Service Sustainability Report019

Consideration for the Environment Through Our Business
Refurbished Parts

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI■What is refurbished parts?
The JES Group promotes recycling andrefurbishing of parts generated through its
elevator maintenance operations.
"JES Certified Refurbished Parts" service
was released in 2022. Refurbished parts
are parts that have passed quality control
tests after being repaired and serviced
from parts recovered at the time of replacement. As part of our efforts to ensurea stable supply of parts and to address environmental issues, we are focusing on
increasing refurbished parts.
■Effects on the environment
The 3Rs (Reduce, Reuse, Recycle) andCircular Economy are trends toward a sustainable society. Since resources are limited, recycling and effective utilization of resources, as well as recovery and recyclingof no longer used items, will enable us todevelop environmentally friendly business
operations.
In addition to the economic aspect of reducing the procurement of new products,
we believe that this is a direct environmental service through our business, as it
reduces the manufacture of new products.

Stable supply of parts
Eliminates parts supply delays and ensures a stablesupply of parts
Improved eco-efficiency
Use of recycled parts reduces greenhouse gas emissions
Quality Assurance
Only parts that have passed quality standard tests are
certified as refurbished products, with warranty period.
▼Visual inspection▼Operation Inspection

Switch to LED Lighting
LED lighting is more power efficient and can be used for alonger period of time than fluorescent lighting. We recognizethat the switch to LEDs in commercial and residential facilities is
progressing.
We are proposing to replace the lighting in the elevators andescalators with LEDs.
Since 2019, we have replaced a total of approximately 55,000
units, contributing to the reduction of electricity consumption
and greenhouse gas emissions. When lighting is used 24 hours aday, 365 days a year, the greenhouse gas reduction effect is
4,300t-CO2 (JES estimate).
Cost reduction
Electricity costs can be reduced by approximately 70%
for elevators and 50% for escalators on an annual basis
Long life

Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report

LED lighting should be replaced approximately 8 years
for elevators and 10 years for escalators.
Energy-saving eco-friendly control panels
Reduced energy consumption and CO2 emissions

Japan Elevator Service Sustainability Report020

Environmental Data
SCOPE 1 & 2
6,000

18.0

16.0
5,000
14.0

4,000

12.0

10.0
3,000
8.0

Table of Contents
1.

JES Profile

2. Sustainability
Management

2,000

6.0

4.0
1,000
2.0

3. Environment
4. Social
5. Governance0

0.0

Mar 2019

SCOPE 1 (t-CO2)

6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability ReportMar 2020

Mar 2021
SCOPE 2 (t-CO2)

Mar 2022

Mar 2023

Basic intensity (t-CO2/net sales (100 million yen))

Mar 2019

Mar 2020

Mar 2021

Mar 2022

Mar 2023

SCOPE 1 (t-CO2)

1,963

2,199

2,592

3,208

3,512

SCOPE 2 (t-CO2)

902

1,051

1,163

1,340

1,648

16.0

15.2

15.4

15.3

14.8

179

213

244

296

349

Basic intensity(t-CO2/net sales (100 million yen)
Net sales (100 million yen)

※Japan Elevator Service Holdings Co., Ltd. and domestic consolidated subsidiaries/estimated figures for the period from March 2019 to March 2022
※Japan Elevator Service Holdings Co., Ltd. and consolidated subsidiaries / Actual figures for the year ended March 31, 2023

Japan Elevator Service Sustainability Report

021

4

SocialContribution to Society Through Our BusinessSocial Impact by the JES Group
Protecting the safety and security of elevators is the mission of the JES Group as it makes the greatest impact on society. As urbanization progresses, buildings and condominiums are becoming taller and taller, and elevators and other means of vertical transportation have established themselves
as social infrastructure, or a means of transportation used on a daily basis.
We estimate that there are approximately 1.1 million elevators and other equipment in Japan, and the number of maintenance contracts for the
JES Group has been steadily increasing, with 88,630 units in March 2023 and 96,740 units in December 2023, growing to a market share of morethan 8%. This means that the JES Group's services are increasingly supporting the lives of its users.
In this business environment, the JES Group has set "quality and safety" and "occupational safety and employee engagement" as materiality, andas a corporate group that constantly supports safety and security, we will continue to rotate the two wheels of sustainable growth of society andsustainable growth of our company.

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social

Quality and Safety

Engagement in Worker Safety

As a social infrastructure used by many people in commercial andresidential buildings, elevators are expected to operate 24 hours a day,365 days a year without interruption. Through our maintenancebusiness for elevators and other equipment, we look after the daily
accessibility and safe operation of users. To this end, we havepositioned quality and safety as key issues, and are striving to enhanceuser satisfaction by enhance its technological capabilities and strengthening research and development. For quality and safety, we focus onorganization and structure, and human resource development for thispurpose. “PRIME,” a remote inspection service, was developed using
multiple patented technologies to constantly monitor elevator operation and conditions to detect signs of failure, prevent problems before
they occur, and restore service in a short period of time.
This is a service that only the JES Group can provide as an independent maintenance company, and we are working hard to develop thisservice on a daily basis. Elevator maintenance is done behind thescenes of social infrastructure under the corporate philosophy of "No
cutting corners even when others don't see it," and we work tirelessly
for the daily lives of users, to solve their concerns and inconveniences,and to bring smiles to their faces. We are tirelessly putting forth ourbest efforts for the daily lives of our users, for solving their concerns
and inconveniences, and for putting smiles on their faces.

We believe that the most important foundation supporting ourbusiness is our human resources, and by ensuring the safety of ouremployees and creating an environment in which each employee canperform his or her duties with ease and satisfaction, we will lead to thesustainable development of the JES Group. The number of employees(based on the annual securities report) as of March 31, 2023 was
1,766, and the headcount is increasing due to the hiring of new graduates and mid-career workers in line with business growth.
At the same time, we promote the improvement of technical skills
through various training programs, such as our own in-house training
program "STEP24.” To ensure that employees can work with peace ofmind, we have established rules and regulations regarding harassment
prevention and focus on human rights considerations through an internal reporting system. In addition, we are practicing management withwell-being in mind by expanding our personnel system.
Our efforts include ensuring the safety of our employees, creating asystem that allows for a variety of comfortable work styles, accepting
a diverse workforce, and a human resource development plan thatallows all employees to play an active role in the company.

5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report022

Quality and Safety
Basic Policy
Based on our corporate philosophy of "Safety Above Anything Else," "No Cutting Corners," and "Building on Trust," the JES Group, as an expert
company specializing in maintenance, puts safety first and foremost and strives to build relationships of trust with our many customers.

Quality Control Initiatives

Quality Improvement Initiatives

Identify failure trends at each sales office

The results of quality control, which are tabulated monthly, areanalyzed by the Technical Headquarters and other operating companies to reduce failures. In addition, once a half year, a meeting is held
for technical managers from all operating companies to share information face to face, confirm failure trends, and horizontally deploy theirexperiences.

We strive to reduce failures by analyzing failure trends in each region
and implementing countermeasures. These efforts improve technicalcapabilities and site conditions, and also reduce working hours.

Maintenance and Inspection
Manual and Inspection Check
Sheet

2. Sustainability
Management

They are formulated based on
guidelines established by the Ministry of Land, Infrastructure, Transport and Tourism and manufacturers' technical information. We
conduct inspections with higher
accuracy and stricter standards byutilizing our own technical information and statistics from our experiences.

3. Environment

Establishment of a Trouble-shooting desk (help desk)

Table of Contents
1.

JES Profile

4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

By centralizing technical consultation window in one location, there
are advantages such as early completion of fault handling, creation ofan environment where technicalpersonnel can easily consult, andsecuring time off for off-duty technical personnel.

Response to Prolonged Failures

Information on long-time failures
such as confinements and stoppages at 9:00, 13:00, and 17:00 isshared within the company, andtelephone follow-up and dispatch
response are conducted to reduce
long-time failures and restore thesystem as soon as possible. Bybeing able to visually see "when,""where," and "what kind of
malfunction" is occurring, thesystem aims to reduce the timecustomers are unable to use theelevator by providing prompt
approach and follow-up.

Meister System

Quality Control System Chart

Board of Directors
directreportTechnical Headquarters
Analysis and formulation of
improvement measures

Quality Assurance Division
supportshare

Group Companies

The Meister System is a system that recruits personnel from operating companies nationwide and trains them to recall next-generation
executive candidates for quality control operations.
This system is designed to develop department candidates as early as
possible. By taking steps to deal with difficult repair sites, this programis designed to hone role performance skills while gaining quality experience, and to acquire and strengthen further knowledge, attitude, skills,
and habits.

Achieving Sustainable Growth
We are promoting the establishment of a quality control function in all
operating companies to prepare for the increase in the number ofmaintenance contracts to realize our medium-term management plan.
To this end, we provide education through our "Meister System" anddeploy trained technical personnel throughout Japan to further
improve quality in each area.
Strengthening Quality Control System for Sustainable GrowthreportQuality Assurance Division

Japan Elevator Service Sustainability Report023

Technical Support System
Expansion of Office Network
In order for the JES Group to provide high quality, reasonably priced
services, it is necessary to establish an office network to gain access toelevators and other equipment maintained by the Group.
The JES Group is expanding nationwide through new office openings
and M&A. As of March 31, 2023, the number of offices was 132, which
subsequently increased to 137 as of February 1, 2024 with the establishment of new offices in Kagoshima, Niigata, and Fukushima prefectures.

Training Program "STEP24"

Securing Technical Personnel

The JES Group assigns appropriate technical personnel based on thenumber of units under maintenance contracts. Therefore, securing
technical personnel is an important management issue, and we areworking hard to recruit and retain them. The number of technicalpersonnel in the fiscal year ended March 31, 2023 reached 1,096. We
are hiring a wide range of new graduates and mid-career professionals.

Table of Contents
1.

JES Profile

Number of Technical Personnel
1,200

Meister System
Meister
PlatinumGold

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

1,000

SilverBronze800

Our “Meyster System” is designed to train specialists to deal with failures, such as cases that require
lengthy repairs. Employees who are selected
through an internal selection process after an open
recruitment process undergo a two-year training
program at the head office, where they learn
advanced skills, safety management attitude, andmanners to serve as role models for other employees.

Ongoing Training

600

To cultivate specialists who can handle a variety of models from eachof Japan's major manufacturers, we continuously provide various typesof education and training according to the level of technical proficiency.
We strive to improve the skills of our employees through a detailed anddiverse curriculum that includes an understanding of the characteristics
of each manufacturer's model, explanations related to statutory
inspections and modernizations, and training on actual equipment.

400
200
0

The
JES
Group'sstrength is its advanced
maintenance quality for
major domestic manufacturers' products. We
have established ourown training program"STEP24"andanin-house qualification
system to ensure that
our employees acquirebasic knowledge andknow-how of majordomestic manufacturers'
products
andimprove their technicalskills.

Overseas Human Resource Development
Mar 2018 Mar 2019 Mar 2020 Mar 2021 Mar 2022 Mar 2023

In-house Training System

JES's competitive advantage lies in its ability to provide advanced
support for multiple manufacturers' products. There are no official
qualifications for elevator inspections, although there are those related
to inspections. In light of this current situation, JES believes it is necessary to enhance various in-house qualification systems to guarantee
elevator safety. To this end, we have established a wide variety ofeducation and qualification programs, and are making the utmost
efforts to secure and foster excellent human resources.

Subsidiaries in Indonesia and Vietnam are engaged in the elevator
maintenance business.
We provide the same safe and secure service as in Japan under thedifferent cultures, working styles, and elevator regulations in eachcountry. Technical personnel are dispatched from Japan to identify andreduce failure rates, and to train personnel. Recently, we have beenpromoting the overseas development of STEP24, a Japanese training
curriculum, to increase loyalty to the company through improved technique.
The Overseas Business Strategy Office plays a central role in promoting the expansion of fast-growing overseas markets through close
communication with local management.

Japan Elevator Service Sustainability Report024Disaster Response
Disaster Management System and Initiatives

In preparation for disasters, each group company conducts annual
disaster drills, simulating everything from receiving calls to making
arrangements. In addition, as part of advance preparations, weconstantly check the maintenance of customer information and the
preparation of necessary equipment such as a flood recovery set. In
accordance with the JES Group Disaster Manual, in the event of adisaster, the first priority is to ensure personal safety, including that offamily members, while acting in accordance with the roles of eachdepartment according to the level of activation.

Post-disaster Response
Customers*WES will be activated at our discretion based on the scale of thedisaster, the situation, and the affected area.

Control Center

Response to Disasters

Table of Contents
1.

JES Profile

2. Sustainability
Management

In the event of an earthquake, typhoon, or other disaster, the disasterlevel is determined based on the situation and a disaster response
headquarters is set up.
The headquarters immediately activates the disaster system to assessthe disaster situation.
We have also introduced our own web-based reception system, WES(Web Entry System). Because WES uses Internet lines, it can beaccessed without congestion even during disasters, when telephonelines tend to be congested. Quick communication of information
ensures that emergency calls are accepted.

Emergency Power Supply (JES Innovation Center)As part of its BCP efforts, the JES Innovation Center (JIC) has installed
an emergency power supply equipped with solar power generation andis ready to operate 81 hours a day in the event of an emergency.

After a disaster occurs, inquiries and calls come in from various locations to the control center via telephone and WES.

Set Disaster Level
Depending on the situation and scale of the disaster, determine the details of the initial response system and disseminate information to employees.
Use it as a guide for optimal action.

< Earthquake >Seismic intensity 6 or higher――

Level 6

Seismic intensity 5+ to around 6

Evacuation Advisory Issued

Level 5

Seismic intensity 5-

The storm warning area is directly overhead and the typhoon is "verystrong."Level 4

Seismic intensity 4

The storm warning area is directly in front of the typhoon and thetyphoon is "strong" or a JMA "warning" is issued.

Level 3

Seismic intensity 3

Storm watch area is not a direct hit, or a JMA "warning" is issued

Level 2

Seismic intensity 2 or lower

If it is not a direct hit to the controlled area and takes about 48 hours
or more to reach the area

Level 1

Normal conditions

Normal conditions

Establish a disaster Headquarters depending on the level of the disaster. If it is at night or on
weekends or holidays, come to work in an emergency.

4. Social

6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report< Typhoon >Level 7

3. Environment

5. Governance

JES Group
WES (Web Entry System), a web-based reception system for disasters
Connect and contact via 2D code

Contractor or local reporting or inquiries

Rescue and Recovery Work
Rescue and restoration work is performed from properties with a high degree of urgency, mainly from the perspective of human life or vulnerable
populations. Upon completion of rescue/restoration work or temporary work, report to the responsible branch office using WES.

Activate Disaster System
The Disaster Response Headquarters centrally manages the status of properties through the Disaster Response System. The status of reception, the numberof units stopped and restored, rescue/restoration workers, supervisors, etc., are monitored as needed, and efforts are made to rescue and restore units asquickly as possible.

NormalTimes

Disaster Training
Each operating company conducts annual disaster drills in preparation for disasters. Under the assumption that an earthquake ofintensity 4 has occurred, simulations are conducted to determine whether there are any deficiencies in the response to incoming callsfrom customers and restoration arrangements.

When typhoons, heavy snowfalls, etc. can be predicted in advance
Pre-Disaster Properties that have been flooded
or affected by typhoons in the past will be entered into the in-house system and shared internally.
contractors of properties that need to be shut down in advance of a typhoon or other disaster, and if possible, post a sign andPreparation Contact
shut down the property.

Japan Elevator Service Sustainability Report025Initiatives to Improve User Satisfaction
We believe that the growth of the JES Group is dependent on the continuation of contracts by ensuring the ongoing satisfaction of all users andcustomers. The axes of satisfaction may vary in terms of quality, ability to respond to disasters, price, etc. The fact that the number of maintenancecontracts continues to increase is proof that the JES Group's services are trusted and satisfactory.
We strive to maintain and improve customer satisfaction by checking and improving customer feedback through our daily sales activities and maintenance.
In addition, there are services that can be provided only by the JES Group.

Four services that only the JES Group can provide
We aim to improve the satisfaction of all customers, including building and building managers and end-users
Remote inspection/diagnosis"PRIME"

Table of Contents
1.

“PRIME" is a service that remotely monitors elevator operations andconditions 24 hours a day, 365 days a year from a control center,
detecting even minor abnormalities to provide safety and peace ofmind. We have acquired multiple patented technologies and are able
to work across manufacturer boundaries.

Integrated security camera and digital signage“LiftSPOT”“LiftSPOT" is a digital signage system equipped with a security
camera. In addition to enhancing security in the elevator, the systemdelivers a variety of content to improve the safety and comfort of theelevator space.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

Low cost, short lead time
“Quick Renewal”"Quick Renewal" is a service that enables significant "low-cost" and"quick" installation by replacing only the control panel, the command
tower of the elevator. Elevator re-installation work, which normallytakes more than a week, can be completed in as little as half a day.
Since only the necessary parts are replaced, in addition to being
low-cost, the system reduces waste, is environmentally friendly, andsaves energy.

Maintenance and modernization of
mechanical parking equipment
We also offer mechanical parking equipment maintenance, which
provides a single point of contact with elevator maintenance and can
reduce costs by up to 50% compared to conventional manufacturer
maintenance. We accept a wide range of models, including simple
elevators, horizontal elevators, elevator types, gondola types, andunderground circulation types.

Japan Elevator Service
Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report026Engagement in Worker Safety
The foundation that supports the sustainable growth of the JES Groupis its human resources. In a society with a shrinking workforce, we
recognize that securing human resources is a top management priority.
Recruitment, career development support, appropriate evaluation,compensation, training, and health management, as well as thecreation of a safe and secure working environment for employees, areimportant in securing human resources.
This section provides an overview of the JES Group's approach andsystem.

Human Rights
Basic Policy

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

The JES Group regards the protection of internationally agreed-upon
human rights as a fundamental premise of its corporate activities, andhas established in the JES Group "Code of Conduct" that it will ensurea healthy working environment in which employees are not harassed
or discriminated against because of their race, creed, ethnicity, gender,
religion, nationality, language, physical characteristics, property, placeof origin, etc.
- Excerpts from the JES Group Code of Conduct The Group shall ensure a healthy work environment free from harassment or discrimination on the basis of race, creed, ethnicity, gender,
religion, nationality, language, physical characteristics, property, or
place of origin. In particular, the company will not tolerate sexual
harassment or power harassment.

Respect for Human Rights in Overseas Operations
As part of its growth strategy, the JES Group is promoting overseas
business, particularly in the ASEAN region. We have consolidated
subsidiaries in Indonesia, Vietnam, Malaysia, Hong Kong, and India,
and we ensure a healthy work environment that values respect forhuman rights. Special attention is given to managing gender, children,
the elderly, indigenous peoples, immigrants, ethnic minorities, andother vulnerable individuals and groups in society because of the highrisk they pose to human rights.

Compliance Committee Initiatives○ Draft/revise compliance regulations○ Implementation of harassment training

Internal Audit Office
Audit &
Supervisory
Board

Whistle-blower System
The Company has established an internal reporting system. By establishing a system for the proper handling of consultations and reportingof misconduct and legal violations, we strive to ensure the early detection and correction of misconduct and to maintain public confidence inour company. The reports received are reported to the full-time Audit& Supervisory Board member after appropriate action is taken.

Harassment Prevention System
We are fully aware that noncompliance, including harassment, canshake the foundation of management, and have established compliance rules. The Compliance Committee has been established toprevent compliance violations and to respond to violations.
To create an environment where harassment does not occur, we
conduct harassment training and make every effort to prevent harassment.

Compliance
Committee

Internal
Reporting
Window
Divisions and Subsidiaries

Japan Elevator Service Sustainability Report027

Initiatives to Secure Human Resources
Basic Policy

Evaluation System

The JES Group believes that the recruitment and development of
human resources with diverse values and abilities is extremely important for sustainable growth and development of the Group, and places
particular emphasis on the following initiatives.

JES Group conducts personnel evaluations twice a year, in the firstand second half of the year.
Evaluation is based on two axes: outcome evaluation (results) androle evaluation (process). The performance evaluation is mainlyreflected in bonuses (short-term compensation), and the role evaluation is mainly reflected in salary increases and promotions, each ofwhich is quantified numerically to enable employees to realize theirown growth.

Recruitment
The JES Group is strengthening its recruitment of human resources,
particularly technical personnel, to increase the number of maintenance contracts and expand its market share in Japan. We have long
been striving for a balance between new graduates and mid-careerhires, and as of March 31, 2023, we had 1,766 employees (asdisclosed in the Annual Securities Report), an increase of 148 fromMarch 2022.
The JES Group contributes to job creation in rural areas by establishing sales offices and other facilities in each area of Japan and conducting recruitment activities. For example, we have established an environment where employees who were born in a rural area and work in
Tokyo can work in the area where they were born.
Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Evaluation and Compensation System

A personnel system that allows employees to work with peace ofmind for a long time is important for a company to continue to develop
and grow sustainability. JESHD and its operating companies havedesigned their personnel systems around stable promotions and pay
raises, giving back to those who have achieved results, and support forchild-rearing generations. We are committed to making necessary
revisions and adaptations based on changing times and social trends.

Stable Promotion and Salary Increase

A grading system (Grades J8 to M0) has been established to treat
employees according to their duties and job functions. Salary ranges
are established for each grade, and raises are given according topersonnel evaluations (in principle, raises are given once a year in
April). In addition, managers and supervisors, such as general managers, section managers, and branch managers, are paid position-based
allowances according to their positions. To accommodate the diversityof careers, we have also created specialized positions that focus on
training and mentoring rather than organizational management.

Rewarding Those Who Achieve Results

The amount of bonus paid twice a year is determined according to thepersonnel evaluation. Evaluations are divided into six levels, and calculations are made by multiplying a higher coefficient for employees withhigher evaluations, thereby establishing a system whereby higher
bonuses are paid to employees who have achieved higher results.

Support for Child Rearing Generation

Based on the social context, we are enhancing our support for households raising children.
Until the end of the fiscal year in which the child reaches the age of18, a monthly allowance of 12,000 yen per child will be provided as a"child allowance.
In addition to the above, a separate "childcare allowance" of 5,000
yen per month per child is provided until the end of the fiscal year inwhich the child reaches the age of 3 years old, for the purpose of
supporting childcare during the childcare period.

Long-term Employment Support
In addition to the retirement allowance system, the company offers afinancial savings plan, an employee stock ownership plan, and adefined contribution pension plan (401k) as benefit packages.
Although asset building is a matter of personal choice, and therefore
membership and premiums are at the discretion of individual employees, we have introduced a system that contributes to asset building,thereby enhancing well-being.
In 2022, we granted Restricted Stock (RS) for Employee Stock Ownership Plan to increase loyalty and business motivation as JES Group.

Human Resource Development
The JES Group is a corporate group with a diverse workforce. To
ensure that our employees experience career advancement after
joining our company, we focus not only on growth through work, butalso on human resource development.
In addition to the training of technical personnel through “STEP24”
and other programs, we are also working to motivate employees towork longer by providing training for other positions by job classification and monitoring them through an evaluation system.

Hierarchy-specific Training Overview
Required Training

S en i o r
Man ager
M an ager

M i d- l evel

Fro m 1s t
Year to3 rd Year

Various Manage m e nt
Training
Hierarchy-specif ic Training

Training for Ne w
M anage r
Hierarchy-specif ic Training
Training for Mid-level
Employee
Hierarchy-specif ic Training
Brush-up Training for New
Employee
Business Manner Training
for New Em ployee

Specialized TechnicalTraining

S pe cialize d Te chnicalTraining

Tra in in g f or pra c t ic a l skills in n e w
t e c h n ologie s a n d re v ise d n e w
st a n da rds (a s n e e de d)

Object Specif ic Training

Japan MaintenanceExaminer Training for
managers at branch offices,training of examiners

Annual t raining( m id-le ve l e m ploye e s)
50 t ra in in g se ssion s pe r ye a r f ort e c h n ic a l pe rson n e l wh o h ave
c om ple t e d S T EP 24

STE P24

A t ot a l of 24 t ra in in g c ou rse s will
be c on du c t e d, a n d it will beobliga t or y f or e ligible pa r t ic ipa n t s
t o t a ke a ll c ou rse s.
* Th e pu r po se of th is pr o gram is topass in ter n al cer tif ication s an d
im pr ove tech n ical skills.

Instructor Training
STEP�� Training Instructor
Training of OJT instructors fortechnical personnel
at branch oﬃces

Training for Legal inspector(national certification)
Training for Safety License Renewal
Training for foreman/operation
supervisors
Full harness special training

Training for S ale s
Pe rsonne lJapan Elevator Service Sustainability Report028

Occupational Safety and HealthGroup Safety and Health Management System
The JES Group conducts elevator maintenance business and has
established an occupational health and safety management system forthe safety and health of its employees.
Always aiming for "zero occupational accidents," we manage
frequency and intensity ratios as indicators and report regularly to theBoard of Directors.
The Board of Directors of operating companies also requests reports
on occupational accidents, and when events requiring improvement
occur, the Safety Promotion Department discusses them with eachcompany and implements group-wide risk countermeasures.
The JES Group established a Health and Safety Committee, andrepresentatives from each operating company gather once a month to
fully investigate and deliberate on measures that should serve as thebasis for preventing possible hazards and health problems for workers(causes of industrial accidents and measures to prevent recurrence,etc.).
By sharing information from each operating company, we strive tonormalize safety awareness and unify safety throughout the Group.
Table of Contents
1.

JES Profile

Frequency Ratio

Intensity Ratio

12

0.07

10

2. Sustainability
Management
3. Environment

9.211
6.873

8

0.05
0.04

5.205

6
4

5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

00.0329Each operating company
has its own Health and
Safety Committee, which
appoints a health manager,a safety manager, a safe
driving manager, and a fire
prevention manager, andconducts thorough investigations and deliberations
once a month on basic measures to prevent possible
hazards and health problems for workers.
Main methods

Ri s k a s s e s s m e n t

0.02
0.01
Mar-21

Mar-22Mar-230

VR indus tria la c cide nt s im ula to r

Mar-21

Mar-22Mar-23[Frequency ratio] The number of fatalities and injuries due to occupational
accidents per million actual working hours, which represents thefrequency of accidents.
Number of deaths and injuries
due to work-related accidents

Frequency ratio ＝

Actual working hours

Intensity ratio ＝

Number of days of lost work
Actual working hours

Healthsupervisor

Deputy chairman

OpCos

Secretariat

Safetysupervisor

Safe driving
supervisor

Firesupervisor

House
doctorOperating companies

D e s c r i pt i o n

Through risk prediction activities and toolbox meetings, we estimate risks ona daily basis and strive to take risk reduction measures in daily operations(inspections,, construction work, failure response, etc.). The Health and
Safety Committee has established a system to prevent occupational accidents
throughout the Group by compiling and sharing information on high-risk work
reported by each operating company.
We have introduced a VR-based training curriculum for on-site technicalpersonnel. The purpose of this program is to raise safety awareness bymaking participants feel as if they were in a disaster themselves, which theywould not normally be able to experience.

Tho ro u gh o n - s i tes a fe ty wo rk
c o n f i rm a ti o n

On-site engineers have gone through "STEP24" training, acquisition ofvarious in-house certifications, and necessary special safety training tobecome on-site personnel.
Our dedicated Safety Promotion Department staff conducts unannounced
daily on-site and workplace inspections to ensure that work is being
performed in accordance with safety regulations and to confirm that on-site
technical personnel are working safely.

Re gu l a r hyg i e n e
tra i n i n g

The Health and Safety Committee assesses the health and disaster prevention plan, and ensures that all Group employees are thoroughly educated toraise awareness of health and safety in the workplace environment by disseminating the plan within the committee, posting topics on the company website,
lectures by industrial physicians, and site and workplace inspections by the
Health and Safety Committee members.

M e n ta l h e a l thc a reWe aim to create a workplace environment in which each and every Group
employee is physically and mentally sound and can work with a sense offulfillment. Mental health, in particular, is one of the most important issues forcompanies.
Mental health care We understand that mental health, in particular, is one of
the most important issues for companies, and as part of this effort, we provide
self-care through e-learning, conduct stress checks, and provide all employeeswith stress-related materials. We also provide training for managers byindustrial physicians, and focus on care through the line, such as early
detection of ailing employees.

× 1,000,000[Intensity ratio] The number of fatalities and injuries due to occupational accidents
per million actual working hours, which represents the intensity ofaccidents.

Group
LegendManager for Safety& Health Management(Chairman)

A safety licensing system is in place to ensure that on-site technical personnel
acquire knowledge and skills. JES technical personnel are not allowed to workwithout a safety license. The prescribed points are awarded for violations ofSafe ty Li c e n s i n g safety obligations, work-related accidents, and traffic accidents in the past
three years. Points are also awarded for violations of the duty of care for safety
Sy s te m fo r
during regular in-house safety patrols and on-site inspections by the Safety
Department. If the total number of points reaches a certain
Tech n i c a l Pe rs o n - Promotion
standard, the safety license is suspended, and the punishment is not lifted until
the safety training course is taken and safe work is confirmed through on-sitenelpractice for a designated period of time.
This safety licensing system is designed to improve the safety awareness of
our technical personnel.

0.03050.03

2

4. Social

0.06320.06

Systems at Group Companies

× 1,000

Japan Elevator Service Sustainability Report029

Creating a Good Work Environment
Workplace Environment

Systems Related to Childcare, Nursing Care

The JES Group is improving the workplace environment with reference to the "Comfortable Workplace Guidelines" of the Ministry of
Health, Labour and Welfare, by improving facilities for managing thework environment and recovering from fatigue. We form a comfortable work environment where employees are less likely to feel tired
and stressed about the workplace where they spend most of theirtime.

To enable employees to balance work and childcare/nursing care withpeace of mind, we are working to improve the workplace environmentby enhancing our support system for balancing work and childcare.
In addition, employees with children receive childcare allowance(5,000 yen/month/person) until the first March 31 after the childreaches 3 years of age, and child allowance (12,000 yen/month/person) until the first March 31 after the child reaches 18 years of age.
With regard to nursing care, the Company provides support to enable
employees to continue working by offering parental leave, shorter
working hours for nursing care, and a parental leave system.

Childcare and Nursing Care Programs Provided
Pregnancy

Table of Contents
1.

Maternity leave(6 weeks)

JES Profile

4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
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Sustainability Report

Childcare
1 yr old 2 yrs old 3 yrs old

Nursing care
Elementary
18 yrs old
schoolMaternity leave
Childcare leave(8 weeks)

Nursing care leave

Exemption from overtime work

Exemption from overtime work

Short working hours for childcare (6 hours/day)*note 1

Short working hours for nursing care (6 hours/day)

Limited overtime work

Limited overtime work

Restrictions on late-night work

Restrictions on late-night work

Child nursing care leave (5 or 10 days/year)

Nursing care leave (5 or 10 days/year)

Childcare allowance (5,000 yen/month/person)

2. Sustainability
Management
3. Environment

DeliveryMaternal health care period

Child allowance (12,000 yen/month/person)(Note 1) In addition, two incremental requests for childcare time of 30 minutes each may be made.

Support for Flexible Work Styles
In the past, technical personnel had to come to the office once before
traveling to managed properties, but now they are encouraged to go
directly home and back to the job site, depending on the region. We
are promoting the digitization of inspection reports and other documents that were previously issued on site, and have introduced andupgraded systems to enable digital processing and support flexible
work styles for employees.
In addition, the COVID-19 provided an environment in which remote
work could be implemented and telecommuting was made possible.

Actions for Improvement
The Domestic Business Headquarters, which provides businesssupport to Group companies, collects work-related issues from
employees at each Group company and base, sets priorities, andworks as a unified Group to resolve issues.
We strive to create a comfortable work environment, focusing on
initiatives that enhance work productivity.

Japan Elevator Service Sustainability Report030

Diversity & Inclusion
Basic Policy
The JES Group aims to realize a society in which each and every
employee can live a rewarding and vibrant life as a provider ofhigh-quality services.
Diversity & Inclusion (D&I) is the source of sustainable growth in achanging society, and we promote D&I as part of our management
policy.
Diversity means respect for diversity in terms of race, nationality,
gender, age, beliefs, values, and work style, as well as the diversity of
the company.
The JES Group believes that respect for diversity and the willingness
and skill to be active are the source of increased corporate value.
We will promote employees to respect diversity, recognize each other,and support each other to overcome various challenges together.

Number and Ratio of Female Managers
30

10.0%
9.0%

25

8.0%
7.0%

20

6.0%

15

5.0%
4.0%

10

3.0%
2.0%

5
0

1.0%
March 2018

March 2019

March 2020

March 2021

March 2022

March 2023

0.0%

Employment of Foreigners
Promoting the Active Role of Female Employee
Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

In accordance with laws and regulations such as the Equal Employment Opportunity Law and the Law for the Promotion of Women's
Advancement and the spirit of gender equality in the SDGs set forth by
the United Nations, the number of female employees has increased
since the company was listed, creating an environment of genderequality.
The JES Group provides maintenance services for elevators and otherequipment, with technical personnel accounting for more than 60% of
its workforce.
Due to the nature of the business, most of the technical positions areheld by men, resulting in a female employee ratio of 15.2%.
This trend is expected to continue, as the increase in the number oftechnical personnel is proportional to the increase in the number ofmaintenance contracts. However, the number of female employees insales and administrative positions is increasing, and we are striving tocreate work opportunities and a work environment that allows employees to be active regardless of their gender.
We have established personnel systems for childbirth and childcare inaccordance with laws and regulations, as well as personnel systems
such as "Childcare Allowance" and "Child Allowance" to support
employees after childbirth.
After returning to work, we offer flexible work arrangements, including reduced hours, to support flexible work styles.

Japan's declining birthrate and aging population have led to theutilization of foreign nationals in a variety of industries. The government is taking the lead in promoting the employment of foreign nationals in order to secure the labor force for the declining working population, and it is hoped that this will help solve this problem.
We recognize that there is no labor shortage in Japan at this time due
to our efforts to recruit and develop human resources, but we willconsider employment of foreign nationals to address this issue, whichis increasing year by year.

Activities of Foreign Nationals Abroad

The JES Group is expanding overseas, mainly in ASEAN.
We are expanding our business in the ASEAN region, and haveappointed six non-Japanese (including two women) to the management team of our consolidated subsidiaries in the ASEAN region. Basedon the characteristics of each country's business, we promote businessdevelopment mainly by local nationals.

Ratio of Female Managers

There are 20 female managers in the JES Group (excluding companies
made subsidiaries through M&A), and the ratio of women in management positions is 6.8%.
As mentioned above, the JES Group has a high ratio of technicalpersonnel. For the time being, the Group will not set a target for theratio of women in management positions, but will set the year-on-yearincrease in the number of female managers as an indicator to strengthen human resource development and internal environmental improvement.
To achieve this goal, we aim to have human resources who can play
an active role in management positions by implementing the general
action plan based on the Law for the Promotion of Women's Advancement.

Japan Elevator Service Sustainability Report031

Diversity & Inclusion
Supporting Elderly People in The Workforce

The JES Group (excluding companies made subsidiaries throughmergers and acquisitions) currently sets the retirement age at 60.
However, employees who wish to continue working after retirement
are rehired as contract employees, and some continue to work beyond
the age of 70.
Although age affects each person differently in terms of thinking andhealth, we promote the creation of a comfortable work environment as
a form of employment and job descriptions that suit diverse personalities and abilities so that employees who have reached retirement age
can continue to work while maintaining their motivation and health.

Diversity for the Fiscal Year Ended March 2023

Number of JES Group Employees

1,766＊JESHD and consolidated subsidiaries＊As of March 31, 2023

Employment of People with Disabilities

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

The JES Group respects the performance of diverse human resources
and aims to build a society where people can work regardless of theirdisabilities, making the most of their own wishes and skills.
As of March 2023, there are 22 employees with disabilities, and weare promoting the development of a work environment where all
employees can work while helping each other and where everyone
working for the JES Group can play an active role.
We will conduct systematic recruitment in the future.

Female 268

Foreignnationals 9

Mid-career Employee
Society has shifted from the era of lump-sum hiring of new graduates
to comprehensive recruiting activities that include mid-career hires.
The JES Group hires new graduates and mid-career professionals.
Mid-career hires cover a wide range of technical, sales, and clerical
positions, and we actively hire experienced workers. As a result of ourhuman resource development and internal environment improvement
efforts, the percentage of mid-career hires in management positions
has reached a high level.
The Company does not set specific targets for the promotion of
mid-career hires to management positions, as it is the Company's
policy to promote suitable personnel to management positions, regardless of whether they are new graduates or mid-career hires.

Persons withdisabilities

22

Number and Percentage of Female Employees
300

16.0%

250

14.0%
12.0%

200

10.0%
150

8.0%
6.0%

100

Japan Elevator Service

4.0%

50

2.0%

Holdings Co., Ltd.
Sustainability Report

0March 2018

March 2019

March 2020

March 2021

Number of female employees

March 2022

March 2023

0.0%

Percentage of total

Japan Elevator Service Sustainability Report032

Social and Community Activities
The JES Group aims to coexist with local communities through various
social contribution activities. Located in Wako, Saitama Prefecture,
JIC/JIL is an innovation center with a high-rise elevator test tower that
contributes to society through the following initiatives.

Activities at JIC / JIL

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

Based on the Regional Future Investment Promotion Act, Saitama
Prefecture's "Regional Economic Traction Business Plan" was formulated and approved in August 2019.
▪ Strategically develop an environment in which companies in theprefecture with superior technological capabilities can enter growthfields and make further progress▪ Further promote the location of cutting-edge and next-generationindustries with large economic benefits, and food manufacturing anddistribution processing industries with large employment benefits
Wako City, Saitama Prefecture, where JIC/JIL is located, certified us asa Wako City Corporate Citizen in May 2018.
▪ Environmental repair the planting of the north sidewalk▪ Community Development and Local Community︓Established"Baby Stations”▪ Partial outsourcing of plant management to people with disabilities
through the Social Welfare︓Wako City Council of Social Welfare▪ Working with the local fire department to open the test tower for
rescue training and training for nearby fire departments,▪ Conducted evacuation drills under the guidance of the Wako City
Fire Department▪ Bus service in collaboration with neighboring facilities▪ Installed vending machines for disaster vendors to provide freedrinking water in times of disaster.

Activities Through Sports
JESHD established a Judo Team in April 2023.
We believe that the human resource development attitude centeredon the spirit of “vigorous good use of energy” and “mutual prosperity
for oneself and others,” with an emphasis on judo's civility, self-reliance, integrity, and dignity has much in common in the idea that"maintenance is a service industry," which is incorporated in thecompany name of the JES Group, and the corporate philosophy"Safety Above Anything Else," "No Cutting corners" and "Building on
Trust."
Together with the Judo Team, we aim to become a group of engineers who are trusted not only for their technical skills, but also for
their common sense and business manners as members of society,and we will work to further foster a sense of unity among Group
employees. We are also committed to contributing to society
through sports and developing diverse human resources who canplay an active role internationally at major national and international
competitions as well as the Olympics.

Organizing Judo Workshop

In November 2023, the 1st JES Judo Workshop was held at the
Saitama Prefectural Budokan, with approximately 140 elementary
school students participating. In December, the 2nd JES Judo Workshop was held at the Kochi Prefectural Budokan, with approximately
120 elementary, junior high, high school, and university students
participating.

Completion of JES Innovation Center Kansai (JIK)

To expand business in western Japan, construction of JIK will be completed in March 2024 in Takarazuka City, Hyogo Prefecture. JIK alsoplans to support local residents during emergencies by opening its parking lot as a temporary evacuation site for local residents in the event of
a disaster, and by installing a power supply facility that can be used tocharge cell phones and other devices from outside the building.

Activities Through LiftSPOT BusinessElevator Media Co., Ltd. which provides the LiftSPOT elevator signage
media, has been developing the "Regional Creation Support Project"since October 2022.
In the past, videos promoting the products and services of privatecompanies were aired on the "LiftSPOT" digital signage installed inelevators nationwide. The project was launched to support local
governments by utilizing the assets of the JES Group.
PR videos for local development projects (tourism, hometown tax
payment, immigration, etc.) can be aired, using audio and video toconvey information on the attractions that each municipality has tooffer.

Japan Elevator Service Sustainability Report033

Social Data

Employee Data
Male

Number of employees
by gender

Female(number of persons)(Percentage of female)

Total

March 2019

March 2020

955

March 2021

1,182

1,053

March 2023

March 2022

1,351

1,498

138

181

216

267

268

12.6%

14.7%

15.5%

16.5%

15.2%

1,093

1,234

1,398

1,618

1,766

[Scope of presentation] Japan Elevator Service Holdings Co., Ltd. Inc. and its consolidated subsidiaries

Diversity Data

March 2019

1.

JES Profile

March 2021

March 2023

March 2022

11

15

15

23

20

Percentage of female managers

5.9%

7.4%

6.7%

8.7%

6.9%

Persons with disabilities (person)

14

17

23

25

22

5

6

8

9

Female managers (person)

Table of Contents

March 2020

Foreign nationals (person)

5[Scope of presentation] Japan Elevator Service Holdings Co., Ltd. and its domestic consolidated subsidiaries (excluding companies made subsidiaries through M&A)

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

Recruitment Data

March 2021

March 2023

March 2022

52

64

71

111

Mid-career recruitment

137

168

168

214

116

Total

169

220

232

285

227

[Scope of presentation] Japan Elevator Service Holdings Co., Ltd. and its domestic consolidated subsidiaries (excluding companies made subsidiaries through M&A)

Occupational Safety and Health
Number of work-related accidents

Holdings Co., Ltd.

March 2020

32

Percentage of employees taking paid leave
Japan Elevator Service

March 2019

Graduate recruitment

March 2019

March 2020

March 2021

March 2023

March 2022

56.6%

46.8%

47.7%

60.3%

63.9%

15

11

23

16

19

[Scope of presentation] Japan Elevator Service Holdings Co., Ltd. and its domestic consolidated subsidiaries (excluding companies made subsidiaries through M&A)

Sustainability ReportJapan Elevator Service Sustainability Report

034

5

GovernanceGovernance Basic Policy
Basic Policy

Governance is the Cornerstone of Sustainable Growth

1.

Stronger governance leads to greater transparency in organizationaland corporate operations, greater responsibility as a publicly traded
company, and greater business efficiency.
Strengthening governance provides transparency to the corporategroup's internal and external stakeholders. Transparency leads to better
understanding of organizational processes and greater credibility forshareholders, customers, employees, and other stakeholders. By clarifying roles and responsibilities within the organization, it serves to monitor the process and clarify responsibilities when problems arise.
Governance leads to risk management and compliance. It helps thecorporate group to comply with laws and regulations, minimize risks,and reduce reputation risks due to violations of laws and regulations.
From the above, governance leads to long-term profitability and competitiveness. It enhances the long-term sustainability and credibility of
the company, thereby benefiting its various stakeholders.

We will, strive to ensure that the rights of shareholders and theequality of shareholders are substantially secured,
2. We will strive for appropriate collaboration with various stakeholders, including employees, customers, suppliers, creditors, andlocal communities,
3. We will disclose corporate information in an appropriate mannerand strive to provide information that is highly useful,
4. The Board of Directors shall endeavor to properly fulfill its roles
and responsibilities in light of its fiduciary responsibility andaccountability to shareholders, and
5. We will engage in constructive communication with shareholders
in order to contribute to the sustainable growth of the company
and the enhancement of its corporate value over the medium tolong term.

Table of Contents
1.

JES Profile

Our Approach to Governance

The JES Group recognizes that strengthening corporate governance is
one of the most important management issues in order to continuously
increase corporate value and achieve management stability.
We will place particular emphasis on strengthening oversight of management, ensuring compliance, and prompt, accurate, and fair disclosure of information to all stakeholders, and will further enhance these
efforts.

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report035

Governance Structure
General Meeting of Shareholders

Nomination
andRemuneration
Committee

Board of Directors

Audit &
Supervisory
Board
Accounting
Auditors

Representative Director
Internal
Audit
Oﬃce

Compliance
Committee

Group
Management
Meeting

Sustainability
Committee

Divisions and Subsidiaries
Internal
Reporting
Window

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

Directors and Board of Directors

The Board of Directors of JESHD consists of 8 directors(including 3 outside directors). It holds regular meetings once a month in principle for the purpose of
making decisions on important matters related to thecompany's business operations, matters required bylaw, and other important management matters, and it
calls for an extraordinary meetings when importantmatters arise. The Board of Directors is chaired by
Katsushi Ishida, Representative Director CEO, and theother members are Kimihiko Imamura, Director Deputy
President Executive Office CFO, Shuji Kuramoto, Director Deputy President and Executive Officer, Shinsuke
Uno, Director Senior Managing Executive Officer, Daiki
Murakami, Director Managing Executive Officer,
Outside Director Hitoshi Watanabe, Outside Director
Noriko Endo, Outside Director Mika Yano.

Activities of the Board of Directors

Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report

The Board of Directors, in accordance with the bylaws
on matters to be discussed and reported to the Boardof Directors, adopts resolutions on basic policies
concerning the management of the Company, important business execution matters, authorized by a resolution of the General Meeting of Shareholders, and othermatters stipulated by laws and regulations and the
Articles of Incorporation, and also receives reports on
matters stipulated by laws and regulations and theexecution of important business operations. During the
fiscal year under review, attendance for the fiscal year
ended March 31, 2023 was 100%.

Oﬃcers and Employees

Director Skill Matrix

The following table summarizes the skills required for the board of directors by sector
and discloses in which areas the directors and auditors have knowledge, expertise andexperience.
Name

Katsushi Ishida
Kimihiko Imamura
Shuji Kuramoto
Shinsuke Uno
Daiki Murakami

Position and title in the Company Gender

President & Representative
Director CEO
Director, Deputy President
and Executive Officer CFO
Director, Deputy President
and Executive Officer
Director and Senior
Managing Executive Officer
Director Managing Executive
OfficerBusiness

Finance

Management

Accounting

M

〇

M

〇

M

〇

M

〇

M

〇

〇

Legal Affairs
Risk

M

Outside Director

F

〇

〇

Mika Yano

Outside Director

F

〇

〇

Hitoshi Maeda
Shigeru Haga

Outside Audit & Supervisory
Board Member
Outside Audit & Supervisory
Board Member

M

〇

〇

〇

〇

M
M

〇

〇

Outside Director

Board Ｍember

Academic
background〇

Noriko Endo

Full-time Audit & Supervisory

Sales
Marketing〇

Hitoshi Watanabe

Kei Tachibana

Technology

Compliance

〇
〇

〇

〇
〇
〇

Japan Elevator Service Sustainability Report〇036

Governance Structure
Audit & Supervisory Board and Its Member

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRI

The Audit & Supervisory Board meets once a month in principle, andwhen necessary, the Audit & Supervisory Board members hold discussions and exchange opinions with each other in order to ascertain thestatus of compliance by directors with laws, regulations, the Articles ofIncorporation and other rules, and to ensure that operational andaccounting audits are conducted effectively. The Audit & Supervisory
Board is chaired by Kei Tachibana, Audit & Supervisory Board Member,and its other members are Hitoshi Maeda and Shigeru Haga, Outside
Audit & Supervisory Board Members.
In addition to attending meetings of the Board of Directors and otherimportant meetings, Audit & Supervisory Board members conduct
proper monitoring of management through inspection of important
documents, questioning of officers and employees, and other auditing
procedures. The Company also strives to conduct appropriate audits incooperation with the Internal Audit Office and the accounting auditor.
Audit & Supervisory Board Members strictly audit the overall operations of the Company and its subsidiaries in accordance with the audit
plan, audit methods and work assignments determined by the Audit &Supervisory Board.
During the fiscal year under review, the Company held 18 meetingsof the Board of Audit & Supervisory Board, and the attendance rateduring the fiscal year ended March 31, 2023 was 100%.
The Board of Corporate Auditors specifically considers audit items(compliance with laws and regulations, risk prevention, information
security, and the status of establishment and operation of internal
control systems) specified in the audit policy and plan, as well as evaluations of the accounting auditor's audit.

Sustainability Committee

The Sustainability Committee, which reports directly to the Board of
Directors, was established to promote sustainability initiatives linked tothe management plan by resolving sustainability-related issues andidentifying risks and opportunities in order to achieve sustainablegrowth and enhance corporate value over the medium to long term.
The committee consists of the director in charge of sustainability andmembers deemed appropriate based on their duties.
The Committee identifies environmental, social, governance, andother sustainability issues, and manages and oversees various measures.

chaired by the representative director. The independence of the committee is ensured by having a majority of the committee members be
independent outside directors. The Committee shall deliberate on
matters relating to the election and dismissal of directors and officers,
as well as policies and procedures necessary to determine directors'
remuneration, etc., and shall provide advice and recommendations to
the Board of Directors.

Activities of the Nomination and Compensation Committee

The Nomination and Compensation Committee held one meeting
during the fiscal year under review. In addition, the Nomination andCompensation Committee met to advise the Company on the electionof directors, a resolution of the Company's Annual General Meeting of
Shareholders held on June 23, 2023, with respect to nomination andcompensation.

Internal Audit Office

An Internal Audit Office has been established under the direct controlof the Representative Director. The Internal Audit Office, consisting of
one person, audits all divisions of the Company and all subsidiaries forrationality, efficiency, appropriateness, and appropriateness ofbusiness execution in accordance with the annual internal audit plan.
Audit results are reported to the Representative Director, who gives
instructions for improvement to the person in charge of the audited
department, and the status of improvement is monitored throughfollow-up audits, etc.
The Internal Audit Office regularly visits each subsidiary and office tointerview employees regarding their work styles and work environment, and to identify issues. In addition, the Board of Directors is regularly briefed on the status of activities and discusses measures for
improvement.

Compliance Committee

The Compliance Committee has been established as a body to ensurecompliance within the Group. The committee is composed of the director in charge, general manager, general manager of the internal audit
department, full-time audit & supervisory board member, representative directors of subsidiaries, etc., and meets whenever necessary.

Nomination and Compensation Committee

Japan Elevator Service
Holdings Co., Ltd.
Sustainability Report

In order to strengthen the independence, objectivity, and accountability of the Board of Directors' functions related to the nominationand compensation of senior management and directors, the Company's Board of Directors, at its meeting held on June 23, 2022, resolved
to establish a Nomination and Compensation Committee as an advisory
body to the Board of Directors. The committee consists of three members, a representative director and two outside directors, and isJapan Elevator Service Sustainability Report037

Independent Outside Directors
The Company has three outside directors and two outside Audit &Supervisory Board members.
There is no personal, capital, business or other relationship of interest
between the outside directors and outside corporate Audit & Supervisory Board members and JES.
All of the outside directors and outside Audit & Supervisory Board
members are registered with the Tokyo Stock Exchange as independent directors/auditors who are not likely to have a conflict of interest
with general shareholders.
Although the Company has not established its own criteria for determining independence, the Company uses the fulfillment of the requirements for independent directors and auditors established by the Tokyo
Stock Exchange as a standard as a guideline for the appointment of
independent directors and auditors.

Diversity of Board Members

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

The percentage of female officers (directors and Audit & Supervisory
Board members) is 18.1%.
The government's "Women's Version of the Framework Policy" calls
for prime market listed companies to appoint at least one female board
member by 2025 and to increase the percentage of women on theirboards to 30% by 2030.
At this time, we have two female directors and have been able toappoint at least one female director, but we have not yet achieved the
30% ratio of women on the board of directors. The company has
submitted an action plan based on the Law for the Promotion of Women's Advancement within the company, and will strive to increase theratio of managerial positions from efforts in line with the plan. In addition, we will select personnel who will contribute to the growth of theCompany's business in terms of external appointments.

Succession Planning

The Corporate Governance Code stipulates that "the board of directors should be proactively involved in the formulation and operation of
succession plans (planning) for the CEO and other officers, based on
the company's goals (management philosophy, etc.) and specific management strategies, and should appropriately supervise the training ofpotential successors in a systematic manner, taking sufficient time andresources.
In order to achieve sustainable growth and increase corporate value
over the medium to long term, we will devote sufficient time andresources to succession planning to ensure that the most appropriate
personnel are appointed to the CEO and key management positions
supporting the CEO. At the same time, we will prepare for CEO contingencies and consider candidates for the next CEO.

Compliance

Basic Approach to Compliance Risk
The Compliance Committee has been established as a body for compliance efforts. The committee is composed of the director in

charge, Headquarters manager, general manager of the internal audit
office, full-time Audit & Supervisory Board member, representative
directors of subsidiaries, etc., and meets whenever necessary. The
Committee reports and discusses the status of internal reporting andcompliance activities.

Compliance System
Each operating company has designated a compliance manager. The
Headquarters of the committee conducts a hearing once a month withthe person in charge of compliance, and conducts periodic checks,
including reminders to ensure that there are no omissions in the
response. In addition, when a compliance-related problem arises, it
must be reported to JESHD's Compliance Committee on the same day,without waiting for periodic confirmation, and JESHD and the operatingcompanies have established a system that enables them to work
together to quickly resolve the problem.
Other initiatives at JESHD headquarters include regular weekly meetings to share information on compliance issues. The Compliance Committee also meets four times a year, bringing together managers from
JESHD and all operating companies to provide a forum for theexchange of information on compliance matters.

Anti-Corruption Policy
Basic Policy
JES Group and its officers and employees are committed to conducting business activities in an ethical manner. We will not tolerate bribery
or corruption in any form and will comply with applicable laws prohibiting bribery and corruption ("anti-corruption laws").
Violations of anti-corruption laws can have serious consequences,including large fines, imprisonment or jail time, loss of public trust, andbusiness losses.
We will require third parties who work for us, such as agents, consultants, advisors, sales representatives, suppliers, and contractors, toact in compliance with anti-corruption laws at all times.

Tax Policy
The JES Group has a tax policy. The tax redistribution function is an
essential part of society in all countries and regions, and tax reportingand payment in accordance with each country's tax system are regarded as important issues to be considered. We not only understand andcomply with international frameworks such as the OECD Transfer
Pricing Guidelines and the BEPS Action Plan, as well as all applicable
tax laws and regulations in each country and region, and file tax
returns and pay taxes appropriately, but also ensure that our employees are fully aware of these laws and regulations to prevent any violations from occurring. At the same time, we are building a risk management system by identifying and appropriately handling tax risks.

Japan Elevator Service Sustainability Report038Supplier Management
Supplier management is a key element across procurement, theprocurement chain, and business processes as processes and activities
that enable companies and organizations to effectively manage supplier relationships and achieve optimal value and results. In selecting
suppliers, the JES Group endeavors to select the most appropriate
cooperative organization, taking into consideration factors such as
quality, price, delivery time, and reliability. We manage risk withrespect to potential risks to our business with customers, including
supplier financial health and supply risk. At the same time, we arebuilding friendly relationships with suppliers and collaborating to growtogether, including technical assistance. We will promote increased
competitiveness by strengthening relationships with suppliers in termsof efficiency, risk management, and quality improvement.

Information Security
Basic Policy
Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

To prevent information leaks and security incidents, we are continuously working to strengthen our information management and operational systems.
We are committed to continuous operation by taking measures not
only against external attacks (cyber attacks, malware, ransom attacks,etc.) but also against information leaks from within.

Information Security System
We have established and are operating an Information Security
Policy.
Regarding the system and members related to information security,
we have established and are operating a system based on the following
rules.
The Chief Information Security Officer shall be appointed as the
person in charge of information security in the Company.
The Chief Information Security Officer shall be the Director of General
Affairs Headquarters.
To assist the Chief Information Security Officer, a Chief Information
Security Officer shall be appointed at the Company and each subsidiary.
The information security officer shall be the Headquarters manager
and the representative director of each subsidiary.
The Company shall establish an Information Security Committee. The
Committee shall formulate policies, check compliance with the policies,
investigate areas for improvement, and update the policies, as well as
conduct educational and awareness-raising activities.
Information Security" is composed of the following members(1) Chairperson: Chief Information Security Officer(2) Committee members: Information security officers and otherswith expertise in information security

Information Security Management
The Information Security Committee meets regularly.
The Information Security Committee reports on recent security
trends, formulates countermeasures, disseminates them internally,
and alerts employees to them.
In addition, the Company has taken steps to prevent information
leaks by establishing rules for operating laptop computers and cell
phones in the event that they are lost or stolen, and by establishingrules for operating computers in the event that they might be infectedwith a virus.
We have formulated the "Information Security Policy" as rules andguidelines for information security, and are implementing the policy bymaking it known to all employees.

Training for Information Security
Training is provided to all employees on the handling of personal
information and IT security.
Whenever we receive important IT security information, such as the
spread of malware worldwide, we alert all employees and inform themof the importance of IT security.

Commitment to Personal Information
As part of our efforts to protect personal information, we have formulated and are operating "Rules for the Protection of Personal Information and Specified Personal Information".
Specifically, we have established and are operating a system toexplain in advance how personal information is used and how it isprovided to third parties, and to ensure that information is properly
managed.

Measures Against Cyber Attack
Combined measures are in place to deal with cyber-attacks fromoutside.
Specifically, we have established and are operating a complex ofsystem security measures such as "installation of firewalls" and "installation of anti-virus software" as well as "measures to improve individual IT literacy (do not access suspicious websites, do not open unknown
emails)".
In addition, IT asset management software is installed on all terminals, and a mechanism is in place to detect unauthorized actions andoperations.

Unauthorized AccessIn order to prevent information leakage due to unauthorized access,important files stored on our file server are encrypted and managed.
In addition, we have established a mechanism to check access toexternal sites using computer access logs and firewall logs, in caseinformation leakage is suspected.

Japan Elevator Service Sustainability Report039

Privacy Policy
We have established rules for the protection of personal informationand specified personal information to appropriately protect personal
information, personal numbers, and other specified personal information handled by the company in the course of conducting its business,to prevent leaks, and to use such information in an appropriatemanner.
When the management of personal information, etc., is entrusted toa third party, the third party to whom the information is entrusted isalso required to comply.

R&D and Intellectual Property
Basic Policy

We conduct research and development to provide our clients with notone, but many options including pricing and time frames. We also aim
to create products that are flexible to the common practices of theelevator industry and offer appropriate proposals.
We will do this as part of our business growth, mainly in research anddevelopment, so that intellectual property can be protected and effectively utilized.
A management department has been established in the Development
Division to compile information on R&D, related products, and relatedcompanies to obtain intellectual property rights.
The JES Group recognizes the importance of intellectual property
rights and strives to comply with all relevant laws and regulations,
respects the intellectual property of others, and ensures the repair andappropriate management of its own intellectual property.
Through further investment in intellectual property and intangible
assets, we aim to accelerate our technological innovation and enhance
our corporate value over the medium to long term.

Major Intellectual Property
Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability ReportJapan Elevator Service Sustainability Report040Communication with Shareholders
Policy and Promotion for Communication
Designation of management or directors who are attentive tothe overall communication with shareholders
Communication with shareholders and investors is overseen by the
Representative Director. In principle, the actual interview will be
conducted by the representative director and IR staff, depending on the
purpose of the meeting.
Measures for organic coordination of internal departments, etc.
that assist in communication
In order to enhance the effectiveness of communication with shareholders and investors, the IR Office plays a central role in coordinating
information with the Company's divisions and subsidiaries.
Efforts to Enhance Means of Communication
The Company holds briefings for individual investors, holds financial
results briefings for institutional investors and visits institutional investors, and provides financial results and other materials on its website.

Table of Contents
1.

JES Profile

2. Sustainability
Management
3. Environment
4. Social

Measures to ensure effective feedback of shareholder opinions
and concerns
The knowledge and other information obtained through communication is fed back to the Board of Directors, management and related
departments as necessary to disseminate and share information.
Policies for managing insider information in communication
We strive to disclose corporate information in a fair, equitable, andtimely manner in accordance with our separately established information disclosure policy. We manage insider information by limiting thenumber of contact points for IR activities, refraining from communication during the quiet period, and complying with insider trading prevention and control rules.
Disclosure Policy︓https://www.jes24.co.jp/en/ir/policy.html

The status of communication between management and shareholders
during the fiscal year ended March 31, 2023 is as follows

6. Initiatives,
Reference to GRI(i) IR interview results
The total number of IR interviews from April 1, 2022 to March 31,
2023 was 190.

Holdings Co., Ltd.
Sustainability Report

Actions to Make Management Conscious of Costof Capital and Stock Price
As a company listed on the Prime Market of the Tokyo Stock
Exchange, we manage our business with an awareness of our stock
price.
We believe that the share price is the corporate value as evaluated by
the market, and that improving capital efficiency and communication
with shareholders are important to raise corporate value. The Company
considers ROE (return on shareholders' equity) as a measure of capitalefficiency.
Our ROE for the year ending March 31, 2023 is 25.1%, which is above
the cost of Shareholders' equity. We will periodically analyze thecurrent situation, and if any issues are identified, we will establish
policies and targets for improvement and report them to the Board of
Directors.
In the fiscal year ending March 31, 2023, the Board of Directors isreporting on financial analysis and analysis of investor trends as aneffort to be aware of stock prices.

Activity Results

5. GovernanceJapan Elevator Service(iv) Main themes of the communication
The main content of the communication is related to the Company's
growth potential and profitability, including information on the Company's financial results and the status of the Company's initiatives in its
mid-term management plan.
Shareholder opinions identified in the communication are to be fed
back to management as necessary, and necessary improvements areto be made.

(ii) Principal Respondents to the Communication with Shareholders
Representative Director, Chairman, President and CEO; Executive Vice
President, CFO; General Manager, Investor Relations Office (Managing
Executive Officer)(iii) Summary of shareholders with whom communication was held
81 domestic investors, 109 foreign investors
We meet with fund managers, analysts, etc.

Japan Elevator Service Sustainability Report

041

6

Initiatives, Referenc e to G RI

Participation in Various Initiatives
With growing concern about issues related to climate change and human rights, various ESG-related initiatives are being developed internationally to promote efforts to address social issues. We believe that the collaboration of companies around the world under the Initiative is the driving
force behind our efforts to address international social issues.
The JES Group participates in initiatives that encourage corporate efforts in the social context and promotes various initiatives to contribute to
the realization of a sustainable society.
Regarding climate change, we have set ambitious goals for carbon neutrality and are working to achieve them.
In accordance with their respective policies on "TCFD" and "SBT," we incorporate actions consistent with disclosure standards and future goals.

TCFD
Climate-related Financial Disclosure Task Force(Task Force on Climate-related Financial Disclosures)

particularly excellent health management, based on their efforts toaddress local health issues and the promotion of health promoted by
the Nippon Kenko Kaigi (Japan Health Conference).

In November 2022, we expressed our endorsement of the TCFD.
In addition to disclosing information based on the TCFD recommendations, we will work to achieve environmental sustainability
based on an analysis of business risks and opportunities based onthese recommendations.
Table of Contents
1.

Declaration of Health

JES Profile

2. Sustainability
Management
3. Environment
4. Social
5. Governance
6. Initiatives,
Reference to GRIJapan Elevator Service
Holdings Co., Ltd.
Sustainability Report

SBTi(Science Based Targets initiative)
In addition to measuring greenhouse gases in accordance with the
SBT, we announced in November 2022 that we would set targets
within two years. Although we have just begun measuring theseemissions, setting future reduction targets will clarify the JESGroup's commitment to these reductions.

Corporation with Excellent Health Management
JESHD was recognized by the Ministry of Economy, Trade andIndustry as a "Corporation with Excellent Health Management 2023"
on March 8, 2023.
Under the Health Declaration, JESHD recognizes the importance ofhuman capital, considers employee health management as a management issue, and promotes the improvement of the workplaceenvironment.
[The Certification System for Corporations with Excellent HealthManagement]
The Certification System for Excellent Corporations for HealthManagement is a system to recognize corporations, including large
corporations and small and medium-sized enterprises, that practiceBased on our "Corporate Philosophy," it is essential that ouremployees themselves be healthy in order to ensure the safe operation of our elevators and escalators; without good health, we will
not be able to gain the trust of our customers. We regard the physical and mental health of our employees and their families, who
support the growth of the company, as one of our important management resources, and aim to be a company that contributes tothe development of a rich, comfortable, and healthy social life andeconomy for our employees by actively supporting their healthmaintenance and promotion activities and promoting organized
health promotion.
In order to promote and implement health management, theHealth Management Promotion Team, led by the General Affairs
Department, will monitor the health status of employees and theimplementation of measures, and work with each committee, industrial physicians, and the health insurance association to makecontinuous improvements to maintain and promote employee
health.

Specific Initiatives•••

Maintained employee health care system after coronary infection
moved to category 5 infection.
Distribute smartphone apps such as "Calorie-mama+" and "Quit
Smoking Watch" to employees to prevent adult diseases andreduce smoking rate.
In September 2023, a "Health Seminar for Women" was held forall employees.

Japan Elevator Service Sustainability Report042

GRI Reference Table
General Disclosures
GRI2: General Disclosures 2021

Section referred to in this report

Organization and Reporting Practices
2-1 Organizational details
2-2 Entities included in the organization's sustainability reporting
2-3 Reporting period, frequency and contact point
Activities and workers

2-6 Activities, value chain and other business relationships
2-7 Employees

1. JES Profile

Corporate Profile

Editorial Policy
1. JES Profile-

Annual Securities Report2-10 Nomination and selection of the highest governance body 2-11 Chair of the highest governance body-

Corporate Governance Report

2-9 Governance structure and composition

Corporate Governance Report
Corporate Governance Report2-12 Role of the highest governance body in overseeing the management of impacts --Corporate Governance Report2-17 Collective knowledge of the highest governance body 2-18 Evaluation of the performance of the highest governance body -Corporate Governance Report-

Annual Securities Report2-16 Communication of critical concerns

Table of Contents

2-19 Remuneration policies

2-20 Process to determine remuneration
2-21 Annual total compensation ratio

1.

JES Profile

Strategy, policies and practices

2-24 Embedding policy commitments

3. Environment

2-28 Membership associations

2-25 Processes to remediate negative impacts

5. Governance
6. Initiatives,
Reference to GRI

Corporate Governance Report-

Annual Securities Report-

Annual Securities Report

2. Sustainability Management Basic Sustainability Policy
Compliance
5. Governance2-26 Mechanisms for seeking advise and raising concerns 5. Governance2-27 Compliance with laws and regulations
5. Governance
Stakeholder engagement
2-29 Approach to stakeholder engagement

4. Social

Corporate Governance Report2-22 Statement on sustainable development strategy Messages from CEO / CFO Sustainability Chair
2-23 Policy commitments
2. Sustainability Management Basic Sustainability Policy

2. Sustainability
Management

2-30 Collective bargaining agreements

6. Initiatives

3-1 Process to determine material topics

2. Sustainability Management

3-2 List of material topics

2. Sustainability Management

3-3 Management of material topics

2. Sustainability Management

GRI 201: Economic Performance 2016

Sustainability Report

GRI 205: Anti-corruption 2016

207-1 Approach to tax

Section referred to in this report

302-1 Energy consumption within the organization

3. Environment

Environmental Data

302-3 Energy intensity

3. Environment

Environmental Data

302-4 Reduction of energy consumption

3. Environment

Environmental Data

GRI 303: Water and Effluents 2018
303-1 Interaction with water as a shared resource

Section referred to in this report
3. Environment

GRI 304: Biodiversity 2016

Initiatives for Climate Change

Section referred to in this report304-2 Significant Impacts of activities, products, and services on biodiversity 3. Environment

GRI 305: Emissions 2016

Section referred to in this report
3. Environment

Initiatives for Climate Change

305-2 Energy indirect (Scope 2) GHG emissions

3. Environment

Initiatives for Climate Change

305-3 Other indirect (Scope 3) GHG emissions
305-4 GHG emissions intensity

3. Environment
3. Environment

Initiatives for Climate Change
Initiatives for Climate Change305-5 Reduction of GHG emissions

3. Environment

Initiatives for Climate Change

GRI 308: Supplier Environmental Assessment 2016

Section referred to in this report308-2 Negative environmental impacts in the supply chain and actions taken 5. Governance

GRI 401: Employment 2016

Section referred to in this report
4. SocialSocial Data

401-3 Parental leave

4. Social

Creating A Good Work Environment

GRI 403: Occupational Health and Safety 2018

Section referred to in this report403-1 Occupational health and safety management system 4. Social
4. Social
403-4 Worker participation, consultation, and communication on occupational health and safety 4. Social
403-5 Worker training on occupational health and safety 4. Social

Disclosure Based on TCFD
Annual Securities Report

Section referred to in this reportCompliance

Section referred to in this report
5. GovernanceTax Policy

207-2 Tax governance, control, and risk management 5. GovernanceTax Policy

Supplier Management401-1 New employee hires and employee turnover403-3 Occupational health services

Contribution to Society ThroughOur BusinessInitiatives for Climate Change

305-1 Direct (Scope 1) GHG emissions

403-2 Hazard identification, risk assessment, and incident investigation 4. Social

Section referred to in this report
4. Social

205-2 Communication and training about anti-corruption policies and procedures 5. Governance

GRI 207: Tax 2019

Participation in Various Initiatives

Section referred to in this report

201-3 Defined benefit plan obligations and other retirement plans -Holdings Co., Ltd.

Compliance

4. Social201-2 Financial implications and other risks and opportunities due to climate change 3. Environment

Japan Elevator Service

Compliance

2. Sustainability Management Communication with Stakeholders

GRI 3: Material Topics 2021

201-1 Direct economic value generated and distributed

Contribution to Society ThroughOur BusinessContribution to Society ThroughOur BusinessCorporate Governance Report2-13 Delegation of responsibility for managing impacts 2. Sustainability Management Sustainability Management Structure
2-14 Role of the highest governance body in sustainability reporting 2. Sustainability Management Sustainability Management Structure
2-15 Conflicts of interest

301-3 Reclaimed products and their packaging materials 3. Environment

GRI 302: Energy 2016
Business Domains of JES Group

Social Data

Governance

Section referred to in this report
3. Environment

Editorial Policy

4. Social

2-8 Workers who are not employees

GRI 301: Materials 2016
301-2 Recycled input materials used

403-6 Promotion of worker health

6. Initiatives

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 4. Social
403-8 Workers covered by an occupational health and safety management system 4. Social
403-9 Work-related injuries

4. Social403-10 Work-related ill health

4. Social

GRI 404: Training and Education 2016

Occupational Safety and HealthOccupational Safety and HealthOccupational Safety and HealthOccupational Safety and HealthOccupational Safety and HealthParticipation in Various Initiatives
Occupational Safety and HealthOccupational Safety and HealthOccupational Safety and HealthOccupational Safety and Health

Section referred to in this report404-2 Programs for upgrading employee skills and transition assistance programs 4. Social

Initiatives to Secure Human Resources404-3 Percentage of employees receiving regular performance and career development reviews 4. Social

Initiatives to Secure Human Resources

GRI 405: Diversity and Equal Opportunity 2016

Section referred to in this report405-1 Diversity of governance bodies and employees 4. Social

Diversity & Inclusion

Japan Elevator Service Sustainability Report043