Long-term VISION「RT500」
FYE Mar. 2025 – FYE Mar.2033
May 14, 2024

TSE Prime Market
Securities code：7600
Copyright © Japan Medical Dynamic Marketing, INC. All Rights Reserved.

- Agenda -１ ． MODE 2023 Review

P. 3（FYE Mar. 2022 - FYE Mar. 2024）

２ ． Long-term VISION「RT500」

P.12（FYE Mar. 2025 - FYE Mar. 2033）

３ ． 1st Stage

P.18（FYE Mar. 2025 - FYE Mar. 2027）

2

MODE2023 Review
FYE Mar. 2022 – FYE Mar. 2024

TSE Prime Market
Securities code：7600
3

MODE2023 Review

FYE Mar. 2022 – FYE Mar. 2024

- Contents ■ Review
Quantitative Objective■
ResultFocused Approach■
Results
Financial Strategy■
Results■ Issues and Measures

P. ５
P. 6
P. 7
P.10
P.11
4

MODE2023 Review

MODE2023
Management
PolicySummary

In addition to responding to various needs of the medical field, such as improving
treatment outcomes, we provide services that contribute to improving the value oftreatment in the medical field in a timely manner, with a higher level of expertise, andcontribute to improving patient QOL.

Improved Therapeutic Value••

Improved treatment outcomes through improved efficacy andsafetyImproved health care economics through shorter hospital stays

Services (Our Business Focus)•

Summary

Orthopedic implants, medical instruments, surgical support
systems, etc.

Although we achieved our sales target through product development and procurement in response to theneeds of the market as well as by providing services to the medical field that contributed to the enhancementof therapeutic value, the profit level fell far short of the target due to higher manufacturing costs and theimpact of yen depreciation. The result was an operating profit of 7.5%, ROE of 5.2% and ROIC of 4.5%, whichfell well short of the targets of 15.9% Operating Profit, 10.0% ROE, and 9.0% ROIC.

5

MODE2023 Review

Quantitative Objective Result

 Net sales achieved the target, despite the impact of the new coronavirus infection, due togrowth from sales expansion and the impact of the yen's depreciation.
 Operating profit fell far short of the plan due to higher manufacturing costs, deteriorating
gross margin due to the impact of yen depreciation, and higher personnel and other expenses,
despite efforts to curb SG&A expenses.
（Unit : Millions ofyen , ％）Net sales

FY2022
Results/Objective

19,193 / 18,700

FY202３
Ratio to
sales
100.0

FY202４

Results/Objective

Ratio tosales

Results/Objective

Ratio tosales

21,307 / 20,000

100.0

23,177 / 22,000

100.0Operating profit

2,661 / 2,700 13.9/14.4

2,024 / 3,000 9.5/15.0

1,746 / 3,500 7.5/15.9

Ordinary profit

2,591 / 2,650 13.5/14.2

2,043 / 2,950 9.6/14.8

1,842 / 3,400 8.0/15.5

Net profit *1

2,135 / 1,800

11.1/9.6

1,423 / 2,000 6.7/10.0

1,271 / 2,300 5.5/10.5

ROE

10.7% / 9.2%-

6.4% / 9.5%-

5.2% / 10.0%

-

ROIC

7.9% / 8.1%-

5.6% / 8.5%-

4.5% / 9.0%-

112.88-134.95-144.41-

Average exchange
rate during the period(Yen/US$) *2*1 Net profit attributable to parent company*2 MODE 2023 Average exchange rate during the period at the time of plan formation: 108 yen/US$

6

MODE2023 Review

Focused Approach Results① Expansion of overseas business
Area
UnitedStatesChina

Objective

ResultProgress

Continued double-digit growth

Not
AchievedPreparation for local manufacturing and
sales



Cultivation of Chinese market andestablishment of sales base throughimport and sales of ODEV products



Growth rates from 2022 to 2024 are 17.2%, 5.9%, and 6.2%
Continued double-digit growth every fiscal year not yet achieved(in U.S. dollar terms)

China distributor signed contracts with 30 hospitals and 21
distributors in China.
WOMA, a joint venture company, was established.
Knee joint replacement product “made in China” is recognized by
China FDA.
Started production in China of price-competitive knee
prostheses for China
Cost reductions achieved with surgical instruments made by
WOMA
Withdrawal due to changes in regulatory approval regulations,with no prospect of obtaining approval.



AchievedAustralia

Started import and sales of ODEV
products, introduced surgical support
system, and established sales network.


Discontinued

Review


Not
Achieved

U.S. sales growth rate continues to be double-digit every fiscal year, but
not yet achieved（Inflation in the U.S. and other factors caused supply chain
problems, which slowed the expansion of the customer base.）
China business made steady progress toward local manufacturing and sales
Australian market withdrawal

Issue
Expand customer base in
U.S. market

7

MODE2023 Review

Focused approach Results② Strengthen development and procurement capabilities
Objective

ResultProgressStrengthen procurement and development of novel andcompetitively superior high value-added products,
instruments, and services

Achieved








Improve development processes, collaborate with
relevant departments, and strengthen consensus
building
Reduction of manufacturing costs, expansion of inhouse manufacturing capacity

Improvement of pre-market quality to reduce defects

Achieved



Joint field: 3 products(regulatory approval delayed for new Hip Joint products in the
U.S.)
Regenerative medicine field: 1 productSpinal field: 2 products
Introduction of systems to increase the value of treatment:
3 products

Cost of Sales ratio deteriorated due to yen depreciation:
31.8% ➡36.3% *1
 Average exchange rate during the period: 108 yen ➡144.41
Notyen (yen/US$) *2
Achieved  Ratio of internal product manufacturing decreased: 27% ➡
25.6% *1
Manufacturing costs deteriorated due to the impact of U.S.
inflation impacting cost of raw materials, labor and higher
procurement costs from external suppliers.

Achieved 

Achieved reduced complaint/failure rate

Review

Not
AchievedRegulatory approval delayed for new Hip Joint products in the U.S.



Cost of Sales ratio worsened: 31.8% ➡ 36.3% *1

Average exchange rate during the period impacted results: 108 yen ➡ 144.41 yen (yen/US
dollar)*2



Ratio of internal manufacturing decreased: 27% ➡ 25.6% *1

Manufacturing costs deteriorated due to the impact of U.S. inflation and other factors andhigher procurement costs from suppliers.

Issue
Reduction of manufacturing
costs(e.g., increase ratio of in-houseproduction)*1 Comparison of results for the FYE Mar. 2021, the final year of the previous two medium-term management plan MODE 2020, and the FYE Mar. 2024
*2 Comparison of assumed exchange rates at the time MODE 2023 was formulated and the average exchange rate for the period ending March 31, 2024

8

MODE2023 Review

Focused approach Results③ Strengthening Human Resources and Organizational Expertise
Objective

ProgressStrengthen individual and organizational expertiseProactive investment in human resources to strengthen thestrategy execution system (increase in headcount)
Establishment of a new Business Development Department(procurement of new and other products, development ofservices that contribute to the improvement of treatment
value)



Achieved
Achieved
Achieved

ResultImprovement of expertise through management andspecialized training
Recruitment of specialized personnel with experienceand expertise that we do not have
Established Business Development Department andentered the regenerative medicine field (knee joints).

Review
Achieved

Issue

Enhance education and training to improve expertise, hire specialized
personnel, and enter new areas of regenerative medicine

Further strengthen humancapital④ Promotion of Technology
ObjectiveProgress

Development of high value-added services for medical
professionals, such as surgical support systems and services
Maintain and strengthen customer relationships through non
face-to-face tools
Further efficiency improvement in inventory operation
visualization, manufacturing management, daily operations,etc., by strengthening IT systems.

Achieved

Result

Achieved Introduction of navigation systems, synergies in
product sales
Expand customer base by holding webinars

 Improved efficiency of SCM operations throughAchieved visualization of inventory operations by strengthening IT
systems

Review
Achieved

Synergistic effect on sales of hip joint products by introduction ofnavigation system

Issue
Further enhancement of SCM
through the use of IT
9Financial Strategy Results

MODE2023 Review

Despite the Corona virus and a weaker-than-expected yen, the company continued tomake capital investments for growth and generated free cash flow.

Cash Flow

Growth Investments

TargetResult Operating CF

8 billion yen
created

7.4 billion yen

 FCF

2 billion yen
created

2.3 billion yen

75%

81.0％



Self-capitalization
ratio

 Capital
investment

TargetResult6 billion yen

4.8 billion yen(Mainly investment in medical instruments and manufacturing
facilities）

Inventory & Finance

Return to shareholders

TargetResultTargetResult Inventory

2 billion yen
increase

3.8 billion yen
increase Net Debt

Minus（Net Debt）

Minus（Net Debt）

Stable Dividends

Dividend
increased by
1 yen for threeconsecutiveterms Dividend

10MODE2023 Review

Issues and Measures Missed double-digit growth in U.S. Sales due to new coronavirus infection and other factors
 Operating profit margin deteriorated due to higher manufacturing costs resulting from the impact of inflation in
the U.S. and higher procurement costs from suppliers, as well as higher domestic procurement costs resulting
from the sharp depreciation of the yen.

Issue

MeasureExpanding U.S. Business• Expand customer base through timely market introductionof new products, and expansion of distribution network

Resolving supply chain
issuesReduction of
manufacturing costs
Improve efficiency of
SG&A expenses•

Diversification of manufacturing contractors (suppliers) in the
U.S., diversification into regions outside the U.S. (Japan, Asia,
Europe, etc.), and diversification of manufacturing and foreignexchange risks••

Expansion of in-house production rate for ODEV‘s manufacturing
Recruitment of suppliers in diverse regions with competitive
manufacturing costs
Enhancement of in-house product sales•••

Further improve efficiency of SG&A expenses
Introduction of surgical instruments manufactured by WOMA
(China) to both Japan and the U.S. (reduction of purchase priceand depreciation)

Urgent need for early return to double-digit growth in the U.S.,
improvement of cost ratio, and streamlining of SG&A expenses.

11Long-term VISION「RT500」
FYE Mar. 2025 – FYE Mar.2033

TSE Prime Market
Securities code：7600
12

Long-term VISION「RT500」 FYE Mar. 2025 – FYE Mar. 2033

- Contents “Purpose”■“RT500” Management Policy

P.14■ Road Map

P.15■ Quantitative Objectives

P.16■ Sustainability Initiatives

P.17

13

RT500Purpose & “RT500” Management Policy

PurposeContribute to improving patients' QOL

RT500

Understand the needs of the medical field and provide services that
contribute to improving the value of treatment in a timely and stablemanner with higher expertise and quality.

Management
PolicyImproved Therapeutic Value•

Improved
treatment outcomes
improved efficacy and safety•

Improved health care economics throughshorter hospital stays

through

Services (Our Business Focus)•

Orthopedic implants, medical instruments,
surgical support systems, etc.

14Road Map

RT500

Enhancement of corporate value
Consolidated Sales 50 billion yen

Sustainability Initiatives (Materiality)① Improve patient QOL② Reduction ofenvironmental impact③ Respect for Human Rights

Operating profit
ratio: 15%+

ROE: 10%+④ Promotion of diverse
human resources⑤ High-quality response to
medical needs⑥ Promotion of Corporate
Governance

ROIC: 8%+Dividend payout
ratio: 30%+

3rd Stage Transformation（FY2031 - FY2033）
We will be reborn as a company that continuously
creates innovative products/technologies and new
businesses at the core of its operations by allowing
the seeds of new earnings planted in the 1st and2nd Stages to flourish.

2nd Stage Evolution（FY2028 - FY203０）

1st Stage Strengthen（FY2025 – FY2027）
Increase the rate of in-house production tostrengthen the manufacturing function, build
resilience in SCM, and enhance the expertise of
the sales organization. Deepen our strength as an
orthopedic manufacturer with activities spanning
Japan, the U.S., and China.

Continue to strengthen manufacturer functions
and expertise. Furthermore, we will further
strengthen our profitability and sales capabilities.
We will evolve as a company by enhancing ourstructure to nurture new earnings drivers such as
new materials, new technologies, and new
businesses.

Focus on specific measures• Strengthening of sales force（Expansion of U.S Business,
Expansion of Japanese Business, Establishment of China sales platform）• Strengthen product portfolio
management• Supply Chain Management
Resilience15

RT500Quantitative Objectives

Aim to achieve domestic sales growth exceeding the market growth rate and double-digit growthin overseas sales, while improving profitability by reducing cost of sales and improving efficiencyof SG&A expenses, while investing in growth.

FYE2033 Consolidated Net sales : 50 Billion yen
JapanOverseas

20

30

BillionBillionOperatingprofit ratio

ROE

ROIC

Dividend
payout ratio

15%

10%

8%

30%

or
More

or

or

or

More

More

More
16

RT500

Sustainability Initiatives

Our Group will enhance sustainable corporate value by improving nonfinancial value through ESG activities.
Improve patient QOL

Reduction of Environmental Impact

Respect for Human Rights

Contribute to healthcare by strengthening ourability to develop and procure products andservices that contribute to improving patient
QOL

Reduce GHG emissions (Scope 1 + Scope2) by 30% (by 2030) compared to
FYE2020

Respect for human rights in accordancewith the norms of the United Nations
Global Compact (UNGC)

Promotion of diverse Human
Resources

High-quality response to medical
needs

Promotion of Corporate Governance

Strengthen human capital management

Stable supply of safe and reliable
medical equipment

Corporate Governance Code
Promotion of risk management andcompliance management17

1st StageFYE Mar. 2025 – FYE Mar. 2027

TSE Prime Market
Securities code：7600
18

1st StageFYE Mar. 2025 – FYE Mar. 2027

- Contents ■Our Perception of the Business
Environment

P.20

■

Realization of Management
Conscious of Cost of Capital andStock Price

P.21

■

Quantitative Objectives

P.22

■

Focus on Specific Measures

P.23

■

Financial Strategy

P.29

19

1st Stage

Our Perception of the Business Environment

Although there are many factors to be addressed, such as rapid changes in the economic and social
environment and changes in the environment surrounding orthopedics, the size of the orthopedics
market is expanding due to the increase in the elderly population.
Changes in the Environment Surrounding
the Orthopedic Market

Changes in Social Environment

Japan
U.S.
China







Japan




U.S.

China

The size of the orthopedic market is expanding due
to the increase in the elderly population.
Expectations to resolve issues for social materiality
Growing public concern about aging
Unstable international situation and rapid changes inthe economic environment
Decrease in sources of social security due to thedecline in the working population
Increased personal health awareness, increased
spending on health
Expectations for achieving cost of capital and stock
price conscious managementIncrease in manufacturing costs due to inflation, etc.
Insufficient human resources
Increase in interest rates

Increased personal health awareness, increased
spending on health
Unstable U.S.-China trade environment


















Increasing sophistication and diversity of medical
needs
Diversified treatment methods (regenerative
medicine)/ trends (early treatment)
Technological innovation, evolution throughutilization of technology
Progress in social security cost containment
Continued decline in reimbursement prices
Advances in Regenerative Medicine and Preventive
Medicine
Reform of physician work styles
Insufficient physicians for growing number of elderly
patients
Increasing trend of osteoarthritis cases
Declining trend in U.S. Average Selling Price
Outpatient ASC (Ambulatory Surgical Center) joint
surgeries on the rise
Supply Chain Issues in the Orthopedic/Medical
Device Industry
Fall in product prices due to centralized purchasingsystem20

Realization of Management Conscious of Cost of Capital andStock Price

1st Stage

Along with expanding consolidated net sales, improve profitability through investments to enhance
profitability and manufacturing capacity, strengthen product portfolio management, reduce cost of sales andimprove efficiency of SG&A expenses, etc., and achieve management with awareness of cost of capital.

Objective

Measures to improve PBR below 1x

FY2024FY2027

Results

Objective

Consolidated net
sales

23,17730,000Operating profit

1,746

3,250

Operating profit
ratio

7.5%

10.8%

Net profit

1,271

2,300

ROE

5.2％

8.0％

ROIC

4.5％

7.4%

（Unit : Millions of yen , ％）Dividend payout
ratio

29.0%

30.0％

 Expand sales in Japan and the U.S. throughnew product development

 「SAICO Project」（Strategic Actionable Initiatives for Cost
Optimization）•

Cost reduction by strengthening in-housemanufacturing capacity•

Cost reduction by strengthening procurement
capabilities

 Investments to enhance profitability andmanufacturing capacityStrengthen product portfolio management

Management conscious of Cost of Capital
21

1st Stage

Quantitative Objectives

In addition to expanding consolidated net sales, we will improve profitability by reducing cost of sales and improving
efficiency of SG&A expenses, targeting an operating margin of 10.8%, ROE of 8.0%, ROIC of 7.4%, and a dividend
payout ratio of 30% in the final year of the plan.

FY2025（Unit: Millions of yen、％）Forecasts
Consolidated
net sales

FY2026
Ratio tosales

Objective

FY2027
Ratio tosales

Objective

Ratio tosales

25,200100.0

27,400100.0

30,000100.0

Operating profit

1,850

7.3

2,350

8.6

3,250

10.8

Net profit *

1,300

5.2

1,６０0

5.8

2,300

7.7

ROE

5.0%

-

5.9%

-

8.0%

-

ROIC

4.5%

-

5.6%

-

7.4%

-

30.5%

-

30.0%

-

30.0%

-

Dividend payout
ratio
Average exchange
rate during theperiod(Yen/US$)

150.00-150.00-150.00-* Net profit attributable to parent company

Disclose rolling 3 years, every year, starting from the next fiscal year
(FY2025), with the most recent year as a forecast and rolling 2 years
thereafter as an objective.

22

1st Stage

Focus on Specific Measures

Achieve profitable and sustainable growth by implementing priority measures andimproving profitability① Strengthening of Sales Force
Establishment ofChina sales platform

Expansion of U.S. Business

Expansion of Japanese Business Introduction and expansion of
new products Introduction and expansion of new
products

 Expansion of product lineup

 Strengthen product lineup Expanding sales in the early
treatment area

 Product exports to third
countries other than Japan, theU.S., and China

 Strengthen sales network

 Strengthen sales structure Strengthen sales network

 Strengthening sales specialization② Strengthen product portfolio
management
 Product Portfolio Revision Strengthening Development Capability③ Supply Chain Management Resilience Cost reduction by strengthening in-housemanufacturing capacity
 Reduce costs and risks by strengthening
procurement capabilities
 Cost reduction through procurement of surgicalinstruments manufactured by WOMA in China

23

1st Stage① Strengthening of Sales Force
Expansion of U.S. Business

Objective

Focus on Specific Measures
Product Axis

（Unit ： Million of dollars）

100＋42.9%

 Introduction/expansion of new
products
 Strengthen product lineupoo70

Sales on new products 10-15 Mil$ /year
New product introduction

Customer Axis

 Strengthen sales network
 Acquisition of new customers

FYE March 2024

FYE March 2027

o Strengthen ties with existing distributors,
expand distributor network, increase
recognition, along with continuing the trackrecord cultivated over the 30 years since thecompany's founding in the U.S.
24

1st Stage① Strengthening of Sales Force
Expansion of Japanese Business

Objective

Focus on Specific Measures
Product Axis

(Unit ： Billion of yen)

＋13.6%

150

 Expansion of the number of cases acquiredin Trauma (Hip fracture area)
 Introduction and expansion of new
products
 Launch of early treatment product132

 Expand the number of cases acquired in
Spine
Sales Axis
 Strengthen sales structure（Strengthen sales organization, increase sales force）

 Strengthening Sales SpecializationFYE Mar. 2024

FYE Mar. 2027
25

1st Stage① Strengthening of Sales Force
Establishment of China sales platform

Objective

Focus on specific measures
Product Axis

Expansion of product lineup Production of Knee joints by WOMA, in
China, begins.
➡ Mass-production
 Expanding sales of Knee Joints made in
China Obtain regulatory approval andmanufacturing license for Hip Joints madein China.
➡ Production and sales started

Strengthen sales network

Customer Axis
 Expanding the number of distributors
 Expanding the number of hospital26

② Strengthen Product Portfolio Management

1st Stage

Objective

Focus on Specific Measures
Product Axis

Product portfolio management
High Selection and concentration of
products

Investment
Promotion Areas

Fostering Areas（Newly introduced
products）（Core Products）

GrowthPotential◀

Company
Targetｓ

Regrowth
Building Areas

Areas to Watch（Low-growth, LowProfit Products）

 Strengthening systems to enhancetreatment value(Mature Products）

Low Strengthen product lifecycle
management(Enabling Technologies Systems – i.e. Navigation,

◀

High

WACC
ROIC

Robotics, etc.)

Development Axis

Strengthening Strengthen investment in development
 Strengthen IP strategy

Development
Capability27

③ Supply Chain Management Resilience

1st Stage

Manufacturing Cost Reduction
TargetExchange rate and reimbursement
price decline

Cost reduction ratio+1.1%

37.4 %

Focus on specific measures
ExpandingIn-House
Production-2.4%
Strengthen
Procurement
Capabilities

36.3
%

35.0
%

WOMA
Utilization(China)StableSupplysystemFYE Mar. 2024

FYE Mar. 2027

Internal Manufacturing
Ratio: 25.6% ➡ 40%

Manufacturing Automation

Strengthen SupplierManagement
Streamline and Optimize
Procurement Processes Cost reduction throughprocurement of surgicalinstruments manufactured by
WOMA in China


From one-supplier concentration
to multi-supplier purchasingOutsourced manufacturing
development in Asia
28

1st Stage

Financial Strategy

Continue to make capital investments for growth while targeting free cash flow
generation

Cash Flow

Growth Investments

Target Operating CF

8 billion yen created FCF

２ billion yen createdTarget Capital
investment

６ billion yen（Mainly investment in medical instruments and manufacturing
facilities）

Finance

Return to shareholders
TargetTarget Net Cash

Maintain positive

 Dividend

Stable Dividend andDividend payout ratio of 30%
or more29

Contribute to improving
patients' QOL
Inquiries about this document
Japan Medical Dynamic Marketing, INC.
Investor Relations Office＜ir@jmdm.co.jp＞■ Our IR website：
https://www.jmdm.co.jp/ir/■ Our Sustainability Website：
https://www.jmdm.co.jp/sustainability-action/

Notes
The forward-looking statements in this document are based on information currently available to us and certain assumptions that we
consider reasonable, and are not intended as a promise by us that they will be realized. Actual results may differ materially due tovarious factors.
Copyright © Japan Medical Dynamic Marketing, INC. All Rights Reserved.

Appendix

TSE Prime Market
Securities code：7600
31

1st Stage：Consolidated Sales Transition

1st Stage

Consolidated Sales
30 Billion yen（Unit ： Millions of yen）

30,000Japan
25,00020,000U.S.
23.1 billion
yen
15 billion
yen

15,00010,00015 billion
yen

5,000

0
32

1st Stage

Improve Patient QOL

Contribute to improving the patients QOL by introducing products that improve thevalue of treatment and extend healthy life expectancy.
Treatment Value Improvement

Average life expectancy andhealthy life expectancy
Health Expectancy

Limited in activities of daily living

Woman：75.4Yrs

Male：72.7Yrs

12.1Yrs

Improvement

QOL

Averagelife
87.5Yrs

8.7YrsAveragelife
81.4Yrs

Treatment

Treatment

MethodEffectProcess

Outcome

Ministry of Health, Labor and Welfare “Reiwa 4th Edition Health,
Labor and Welfare White Paper” Created by us based on 2019 data33

Reduction of Environmental Impact

1st Stage

Reduce GHG emissions (Scope1+Scope2)
by 30% (by FY2031) compared to
FY2020
Our Action(Consolidated) Scope 1+2 GHG emissions：
t-CO₂

1

Comparedto
FY202030%
reduction

 Eco-Driving
 Sequentially replaced with more fuelefficient vehicles

GHG

Consolidate

EmissionsdConsolidate

1969t

d

Below
1378t

FYE Mar. 2020
Actual(Base Year)

Reduce Scope 1 GHG emissions by reducing
gasoline consumption.

FYE Mar. 2031
Plan

effective

Introduce renewable energy electricity andreduce Scope 2 GHG emissions to zero.

zero

2
FYE Mar. 2050
Plan

 Power saving efforts
 Sequential introduction of electricity fromrenewable energy sources34

1st Stage

Respect for Human Rights

Implement human rights due diligence in line with the UN Guiding
Principles on Business and Human Rights (UNGP) and establish a global
human rights governance structure.

We will promote respect for human rights in accordance with
our human rights policy.
1

Respect for human rights through in-house education andtraining on human rights

2

Respect for human rights through human rights due diligencetargeting internal company

3

Respect for human rights through human rights due diligencecovering the supply chain

35

1st Stage

Promotion of Diverse Human Resources（Career Management System）

Based on our unique career management system (promotion of diverse human resources), we will develop humanresources, including ensuring diversity of human resources, and improve the internal environment to realize humancapital management.

Human resource development, including ensuring diversity of human resources Increase Engagement

 Talent Management (succession planning)•

CMS (Career Management System) Practices•

Succession planning and development of department heads
and above•

Use of Brown Bag Meetings and Self-Career Docs••

Satisfactory evaluation system, treatment andcompensation

Implement training programs to improve language skills,
cross-cultural understanding, etc.

•

Enhance training programs to improve expertise in eachposition•

Promote training programs based on our own list of job
classifications and job requirements, with an awareness ofcareer paths

Internal Environmental Improvements

 Diversity & Inclusion

 Health Management••

Curb overtime work and promote effective use of paid leave•

Support for balancing health (treatment and prevention) andwork•

Promote employee health (rest, stress reduction, nutrition,
well-being)•

Smoking cessation assistance for employees' health

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Creation of an environment in which all employees canplay an active role regardless of their attributes
Increase ratio of female managers
Promotion of seniors, foreigners, people withdisabilities, etc.
Employment and promotion based on ability andexperience regardless of age, gender, or nationality
Employment and promotion based on ability andexperience regardless of age, gender, or nationality36