UT GROUP Sustainability Data Book 2023

UT GROUP Sustainability Data Book 2023

01

The UT Group's sustainability up to date

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Publishing of the UT Group Sustainability Data Book

Individuals’ potential to be broadened

In the course of its growth over the years since its founding, UT Group has focused on realization of our workers’ personal growth andDevelopment of HR

reassurance in their lives. Our workers are vigorously engaged, and are contributing to the business of our client companies, while realizing

Securing of talented people
Diversity and inclusion

sound growth and better lives for themselves. Dedication to this is incorporated in UT Group’s mission, to “Create vigorous workplaces

empowering workers.” In order to achieve this, we are constantly alert in identifying issues that we must address to grow together with

Continuous strengthening of the businessfoundation

workers, and are taking action to resolve those issues.

Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance

Editorial policy
The "UT Group Sustainability Data Book 2023" explains our thoughts,

initiatives, indicators, etc. regarding sustainability that are not included in the

Code of Conduct

Coverage

Periodinformation on consolidated subsidiaries, please refer to "About* KPI indicators up to FY3/2022

Integrated Reports. The contents are categorized according to the Company's

UT Group Co., Ltd. and its consolidated subsidiaries. For

that stakeholders can better understand the Company's activities.

UT Group > Group Companies" on the Company's website.

four key themes, and a wide range of information and data are included so

FY3/2023 (April 2022 – March 2023)

Issue date

March 2023

Note
UT Group has decided to use the term “associates” to describe its “employees”. This is to more accurately express how its people are positioned in UT Group: In addition to getting paid to work, they can also become its shareholders, can be promoted
to the management, and are regarded as its customers in the Twin Customer Strategy.

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

Materiality and the UT GroupThe Essence of UT Group02

Theme Category

Key Themes and Initiatives

Materialities

Activity Policy and Evaluation Indicators
Hiring activities

Policy on Value Creation
Basic Policy on Individual
Dignity and Growth

Value creation activities
to realize the mission

Mission / Vision / Values

Purpose

Basic Policy on
Environment

We respect and are engaged
with each worker and continue tocreate an environment where
workers can vigorously work.

Continued strengtheningof business base

Basic Policies on
Organizational
Governance

Basic Policy on Corporate
Governance
Basic Policy on Sustainability
Basic Policy on Stakeholder
Engagement
Basic Policy on Internal Control
SystemBasic Policy on Risk
Management
Basic Policy on Compliance
Basic Policy on Information
Security

Individuals’ potential
to be broadened

We continue to lead the staffing
industry from the perspectiveof workers, without being
constrained by legacy customs.

Organizational support
and business base tosupport value creation
activities

Securing of talented people
Diversity and inclusion

Appropriate work practices
Health and safety of associates
Data security

Fair and transparent
organizational controls

Appropriate
environmental
considerations

We recognize our impact
on the natural environment
and appropriately control it.

Business ethics
Corporate governance
Code of Conduct

Development of environmental policies
and environmental management

Median annual salary, median annual
salary increase, retention rate of technicalassociates, number of employees (domestic,
domestic technical, overseas technical, andgeneral jobs)

Career formation support activities Workplace development activities
Total number of recipients oftraining courses

Career path

Numbers of One UT users, Next
UT users, UT Entry users, and Jobchangers from a technical job to a
general job

Number of client companies (domestic andoverseas), and workplaces (domestic andoverseas)

Diversity indicators

Numbers of elderly hired, disabled persons
hired, and women hired (technical andgeneral jobs), and ratios of female directors,
female managers, and female associates

Proper labor practices

Publishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation

Acquirers of child-care leave (male and female), return rate after childcare leave, and acquirers of nursing-care leave

Appropriate work practices

Average overtime hours

Data security

Health and safety of employees
Data securitay

Number of recipients of information security training courses

Business ethics

We foster a corporate culture that
respects each individual,
and maintain an open and faircorporate attitude.

Environmental-friendly
sustainable business
management

Development of human resources

Numbers of applicants (technicaljobs), interviews (technical jobs),
new graduates (technical jobs andgeneral jobs), and mid-career hires(technical jobs and general jobs)

HR development Indicators

The UT Group's sustainability up to date

Recipients of compliancetraining courses, and casesof serious violations of laws
and regulations

Code of Conduct

Internal whistleblowing
cases, and cases of humanrights-related consultations

Environmental management

Corporate governanceAttendees at the general meeting of shareholders,questions raised at the general meeting ofshareholders, voting rights exercise rate, ratio ofindependent outside officers, average attendance
rate of the Board of Directors, Board meetings
held, Nomination and Compensation Committee
meetings held, IT Investment Committee meetings
held, Compliance and Risk Management Committee
meetings held, Governance Council meetings held,
and Management Committee meetings held

Greenhouse gas emissions, and paper consumption to sales

Health and safety of associates

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

□ Materiality assessment process

In order to understand the social needs of the staffing□ Materiality Map● Issues to be proactively addressed○ Issues to be enforced across the groupindustry so that we properly identify our materiality, we

referred to the items of the SASB Materiality Map’s service
focal criteria for the Professional Services sector. We did

this to facilitate extracting what came to 12 items that areconsidered to be highly desirable in the staffing industry. We
then sat down for dialogues with external stakeholders andasked what they expected of UT Group. In order to discussmatters from a common perspective, we asked them toassign priority ratings to the 12 items of the staffing industry
and asked for their specific opinions based on that. Similar
processes were carried out internally, to collect opinionsfrom executives, managers, employees (we call them“associates”), and others. We thus attached priority on therelevance of UT Group’s business to these items.

□ Sustainability Promotion System

Board of Directors
Report the overall
activity status

Sustainability Office

Overall activity
policy and targets

Activity plan

Business divisions

Dialogues withstakeholders

Organization control andbusiness base that support
value creation activities

Value creation activities
to realize the mission

Management of client relationship
Appropriate work practices

Eco-friendly sustainablebusiness operations

Code of Conduct

Corporate governance

Data security

Development of environmental policies and environmental management
Operational environmental efficiency measures

Management of client relationship
Relevance to UT’s businessBusiness ethics

Securing of talented people

Development of humanresources

Diversity and inclusion

03
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Management Council

Report the activity status

Expectations from stakeholders

sector and the items that RobecoSAM has advocated as

UT GROUP Sustainability Data Book 2023

Business activities andsustainability activities

Sustainability disclosure (quantitative, qualitative)

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Individuals’ potential to be broadened

UT GROUP Sustainability Data Book 2023

04

UT Group contributes to the business of client companies by the personal growth of workers, and by transferring capital gained from this growth to support for the growth of workers. In
light of these unique characteristics, the cornerstone of our business consists of human resource development, hiring activities, and the realization and sustenance of an environment
in which diverse teams go about their work with vigor. We are working at establishing a system that allows all associates, which include not only technical associates but also general

associates engaged in business operations, to expand their potential. The main measures for development of human resources through this approach give our dispatched workers 'regular
employee' status and they are assigned to Career Partners who support their career development, and are provide with extensive training programs and job transfer options that promoteassociates’ motivation.

Materiality

Development of HR

We provide access to our extensive career development support system, career paths thatenable workers find the work of their liking, and personal bonding with a Career Partner andothers, to help each and every one of our associates to grow.

Goal

20% increase in average annual income oftechnical associates by FY3/2025(Target for FY3/2025 compared to FY3/2021）

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

The education system and investment ineducation for technical associatesand "network engineers."

asset, and that the growth of each worker and their own

In general, the manufacturing dispatch industry has a highcareers from that of a manufacturing operator to a manager

improvement of our corporate value. As provider of a career

maximize the effectiveness of human resource education. To

UT Group’s policy on HRdevelopment
We believe that working people are our most importantvalue enhancement through taking up challenges will lead toplatform that increases the value of people through work, we

promote human resource development based on the following

HR guidelines to develop human resources with high value thatis useful to society.

・Consistently provide “fair and square” opportunities
・Boldly face challenges

・Strengthen personal connections

mobility of workers. The low retention rate makes it difficult toovercome this problem, UT Group emphasizes ensuring thateach new associate is firmly established in the workplace, on
promoting a sense of security, on fostering an awareness ofcareer development, and directly dealing with the challengesof skill improvement and change of careers.

As a means to retain associates, we hold training sessions for

new graduates and a welcoming package for mid-career hires(a series of educational measures facilitating acceptance of

new hires and encouraging them to stay with us and become

active in the workforce). We also provide welcoming education

programs tailored to our "construction management engineers"

The second major educational measure is education forcareer change tailored to the target position and job type of
associates. In order for technical associates to change theiror engineer position, we have diverse training programs foreach of targeted occupations and positions, such as manager
positions, leader positions, "Semiconductor Manufacturing

Equipment Engineer,” "Construction Management Engineer,”"Network Engineer,” and "Quality Data Analysis Engineer” (thelatter are involved in product quality control). Those programs
are designed to support associates’ acquisition of specializedskills and knowledge and to encourage them to advance by achange in their careers.

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Training for managers

PCPs

Professional Career Partners

CPs

Career Partners

Develop career awareness/support for career advancement

Support for new hires to settle at aworkplace

Support for skill ups of the current jobs

Training for new hires
New
graduates

・Acquisition of basic working skills

Process leaders・Acquisition of basic business skills

Training forleaders

・Enhancement of communication skills

Welcoming package
・Training upon joining the company
・Submission of work reports

Manufacturing operators

・Submission of work reports, etc.

Mid-careerhires

Jobs for operators

Training for managers

e-learning/online school/support for acquiring qualifications

Education for career change

Jobs for engineers

Technology Skill Development Centers

Training for semiconductor operators

Semiconductor operators

Training for semiconductor
manufacturing equipment engineers

Semiconductor manufacturing
equipment engineers

Training for data analysisengineers

Data analysis engineers

UTACC

・Follow-up interviews

Training for career design

Workplace managers

Training for construction
management engineers

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Training for IT engineers・Follow-up training, etc.

05

Corporate governance
Code of Conduct

Education on construction
IT education

Construction management
engineers
Network engineers

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

□ Educational measures aimed at retaining new
graduates and mid-career hires

We are implementing a welcoming package as a measure toensure that employees are swiftly and firmly entrenched in theworkplace. The package is for mid-career hires, and takes place
for three months after they join the company. On Day 1, anorientation (guidance on the workstyles of dispatch workers,

their work at the dispatched company, and the way of thinking
about career development) is held. During the three months,
several follow-up interviews are conducted to check thesituation of each new associate in detail and to alleviate any of

their anxiety of the moment. In addition, we will check the work

position-specific programs include those for "Process Leader"

who is responsible for process management and for "Workplace
Manager" who is responsible for workplace management andIn response to the growing global demand for semiconductors,

careers are recommended by Professional Career Partners (PCP,

as training facilities to train semiconductor manufacturing

and trainers. Technical associates who wish to change their

who support the career development of technical associatesfrom a long-term perspective) for participation in these

programs. We periodically review the target job types for careerchange education targeting specific job types, in accordancewith the needs of the market, and strive to create opportunities
to empower our working people.

□ Off-JT skill-up training

the follow-up interviews, and carry out follow-up if necessary.

In addition to on-the-job training (OJT) to improve skills intraining period. As a result of the welcoming package, thefor technical associates to improve their skills in their current

In Month 3, follow-up training is conducted at the end of theturnover rate of technical associates eligible for the program

within three months of joining the company has been reduced
by about half compared to previous levels.

For new graduates who will become technical associates, we

provide a more extensive six-month training program as they

have no work experience. Unlike the welcoming package, theprogram for new graduates includes acquiring basic working
skills and business skills, such as working manners and how
to prepare reports. A session to acquire communication

skills using VR and other sessions are also available. The

work reports, submitted by the new hires during the training,

the workplace, we offer off-the-job training (Off-JT) programs
jobs and workplaces. We mainly use online schools ande-learning, and provide education and support for acquiring

specific qualifications such as national qualifications required
for special work (UT Group bears the cost of taking theexamination for obtaining qualifications). We also provide

career design training for technical associates, to help them toenvision their future careers.

□ Development of technical associates through

Career Partners and Professional Career Partners

are used to monitor their progress and status. As with the

We designate and prepare internally-certified Career Partners

retention rate of new graduates.

the career development of our technical associates. The CP

welcoming package, this program helps to increase the□ Educational measures for career change
We offer educational programs for associates to change careers
to specific job types and positions. The programs by job typeinclude those for "Semiconductor Manufacturing Equipment
Engineer," "Construction Management Engineer," "Network
Engineer," and "Quality Data Analysis Engineer," and thetechnical associates

supervision. All programs have individual educational content

reports, which also serves as a pulse-taking survey, to checkthe status of the new associates from an angle different from□ Establishment of educational facilities for(CPs) and Professional Career Partners (PCPs) to support

supports the workers on a daily basis for their day-to-day

work on the job, while the PCP is positioned to introduce andencourage future career change opportunities for technicalassociates. In particular, PCPs play an important role inrealizing mid- to long-term career changes for technicalassociates by proposing appropriate positions according

to their abilities and motivation and recommending careerchanges to those positions.

UT GROUP Sustainability Data Book 2023

we established the Technology Skill Development Centers

equipment engineers. It operates in four locations nationwide:

Kitakami City (Iwate Prefecture), Yokkaichi City (Mie Prefecture),
Osaka City (Osaka Prefecture), and Kumamoto City (Kumamoto
Prefecture). In FY3/2023, we also introduced a state-of-the-art
educational program using VR.

The UT Advanced Career Center (UTACC), a training facility

located at the head office in Shinagawa-ku, Tokyo, provides
training for development of human resources in theconstruction and plant industries and IT industry, and thesix-month training for new graduates. The UTACC is also
responsible for developing education programs for theTechnology Skill Development Centers, and for trainers, andvarious educational programs including the aforementioned
career change education programs for each job type andposition.

□ Target set for the education of technicalassociates

As a guideline for promoting the development of technicalassociates and strengthening the Group in general, we haveset a target of producing 5,000 semiconductor manufacturing

equipment engineers in four years from FY3/2022 to FY3/2025.

06
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

various measures, with a focus on “Management Personnel

Regarding the training system andinvestment in education for regularassociates□ Management Personnel Development

Development" for new graduates who will become executive

candidates, "Management Skills" for managers and manager

candidates, and have prepared a training package that enables

those who have switched from technical to general positions orthem to advance to a role equivalent to that of a manager

who are mid-career hires.

in three years. In Year 1, they will be placed in at dispatching
workplace, just like technical associates, as part of on-site

operations and other operations, we have a separate training

training. There, they will learn about the workplace firsthandsystem organized by target position. We are implementing

and work at finding and solving problems. The follow-up

Annual development/evaluation schedule for general associates
Apr

May

Jun

Jul

Quarterlyinter view

Evaluationfrom theprevious year

Aug

Sep

Oct

Quarterlyinter view

Nov

Dec

Quarterlyinter view

Jan

Feb

Quarterlyinter view

Mar

A ssignment/
appointment

The Unit, which includes a supervisor
and the heads of other relevant
divisions, reviews and decides adevelopment plan of associates.

Management personnel development

Training package that enables new hires to advance to a role equivalent to that of a manager in three years
them to advance to a role equivalent to that of a manager Training to enable new hires to advance to a roleequivalent to that of a manager in three years
On-site training at dispatching workplace
Follow-up training
360-degree survey

Presentation to Executive Officers

Introductory training for those who have switched from technical to general positions or
those who have switched from technical to general positions or are mid-career hires

History of UT GroupCapability to identify and resolve issues

Capability to take initiatives and execute work
Team management skills

Mission management skills

Awareness of career development

Internal rules

Internal systems

A system to apply transfer to adifferent division or company. To
be held once a year.		

Personnel systems

New managers

Stage-up training

Training for new
managers● Compliance● Evaluation and development● Customer negotiations

Materiality and the UT Group

Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Business ethics

Training for managers and manager candidates to acquire skills needed them to advance to a role equivalent to thatof a manager Training to enable new hires to advance to a role equivalent to that of a manager in three years● Organization management

Publishing of the UT Group Sustainability Data Book

Fair and transparent organizational controls

Management skills

Manager candidates

The UT Group's sustainability up to date

Individuals’ potential to be broadened

UT Knowledge

Challenge
Entry

UT Committee

07

We hire all new graduates in general staff as executive

candidates, and "UT Knowledge" for introductory training for

For the development of general associates engaged in business

UT GROUP Sustainability Data Book 2023

● Responsibility of managers
of subordinates

Managers

360-degree survey● Regular feedback fromsuperiors, colleagues andsubordinates

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

training is also provided so that they can acquire the ability

the section and above. Based on the fact that the higher thean important resource for the growth of our organization. As avarious training courses will be held to acquire the ability toaround us, the more we use this as an opportunity to gain

with equal opportunities to take on challenges, we haveto carry out work proactively at the client company. In Year 2,
lead a team and manage a larger mission while involving theother associates around them, and 360-degree surveys will beheld to raise awareness of those around them and themselves.
Year 3 is to wrap up the three-year training. At this time they

will be given an opportunity to think about their future careerin the company.

Another distinctive feature of the program is a system for
qualifying for becoming executive candidates in order to

get the position of their choice. In this program, executive

candidates who have completed three years of training present

their achievements as well as what they want to achieve in their
desired division to executive officers in charge of the division.

□ Management Skills

The "Management Skills" program for managers and manager
candidates is divided into three stages: Before starting

management work, immediately after starting management

work, and after experiencing management work for a certain
period of time. As an education before starting management
work, we provide "stage-up training" for the acquisition of

the knowledge and skills necessary to aim for advancing to asection manager position. We use e-learning for acquisitionof the knowledge and skills necessary in the workplace, suchas management of subordinates, compliance, and customer
negotiations. In the training immediately after taking on

management duties, a "training for new managers" session
is conducted to focus trainees attention on the role andpositioning of managers in the organization. In addition, withthe aim of their acquiring the ability to operate the humanresources management cycle set by the Company, "Hiring,

Development, Evaluation, Compensation, Assignment andAppointment," training is provided to encourage associates
in charge to set goals, evaluate the results, and provide

appropriate personal feedback. As an education measure

after a certain period of management experience we conduct
a 360-degree survey targeting those who are in charge of

position, the more difficult it is to get feedback from thoseevaluation from superiors, colleagues, and subordinates.

□ UT Knowledge

UT Knowledge is an induction-phase training program forthose who have switched from technical to general positions or
are mid-career hires, and is held as an opportunity to acquire

the knowledge necessary for working at UT Group, such as its

history, internal systems, internal rules, and personnel systems.

□ Development and support of education plans
We have defined an HR management cycle as a series of"hiring, development, evaluation, remuneration, assignment,
and appointment." Our associates use their own "Will Can

Commitment Sheet," which summarizes what they want to do
and can do, and what they are working on at present, relying
to do this on individual interviews with their superior on aquarterly basis. Through this, the HR management cycle is run
and forms the basis of human resource development.

The education plan for each associate is reviewed and its

contents are determined once a year by the UT Committee,
which is composed of a supervisor and the organizational
heads of other relevant divisions. The education of eachassociate is thereby considered not by the direct superior alone
but from an organizational perspective, and we aim to link theassociate’s personal growth with the organizational growth,
incorporate the opinions of relevant divisions, and provide

feedback to them. It also includes the aim of having the headsof divisions sharing know-how and improve management

skills while thinking about HR development together with eachother.

□ Entry system

One of our HR policies is to “Boldly face challenges,” and we

consider the autonomy and positivity of our associates to be

UT GROUP Sustainability Data Book 2023

measure to nurture such motivation and provide all associates
established an entry system in which associates can voluntarily
stand up as candidates for new jobs.

The entry system has two types. The “Executive Officer Entry”
is mandatory for all who wish to become an executive officer,
regardless of whether they have been appointed or newly

appointed, and their entry sheets are reviewed and they areinterviewed by directors. The Nomination and Compensation

Committee examines the nominees from this process and thenthe Board of Directors appoints executive officers out of thoserecommended by the Committee.

The “Challenge Entry” is for general and technical associates.
Technical associates who wish to move up to become on-sitemanagers and supervisors or to switch to general jobs, such as

indirect work at the head office, are recruited for this. In case ofgeneral associates who want to take up the challenge to workat other divisions or other operating companies, they submit
an entry application once a year based on the job postings

submitted by each organization. The “Challenge Entry” brings
about a win-win situation as the applicants can understandthe job in detail before applying and the organization which

receives the applicants can acquire desirable candidates with ahigh degree of certainty for the job.

□ Evaluation and compensation

Our evaluation system incorporates two criteria: Achievementof goals and engagement. Each associate is evaluated based on
the degree of achievement of the goal set at the beginning of

the fiscal year, and of engagement. Higher-ranking executives

are evaluated more strongly on the basis of their achievement,
which is then reflected in remuneration, assignment, andappointment.

08
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

［ Award ］［ KPI ］
Career formation support activities

Recipients of training courses*1

Career path

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

19,95537,00532,87444,351

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

One UT users

607*1

322*1

236*1

570*2

Next UT users

561*3

456*3

412*3

541*2

UT Entry users*2

443

406

348

295

Job changers, from a technicaljob to a general job*2

71

55

18

60

HR development Indicators

FY3/
2020

FY3/
2021

FY3/
2022

Median annual salary *2

ー

ー

ー

3,346,991

Median annual salary
increase*4

ー

ー

ー

+5.8%

ー

ー

ー

96.8%

21,74622,30525,08333,478ーーー

31,636ーーー

13,982

ー

ー

ー

1,842

Number of employees(domestic)*2

Number of employees(domestic technical)*2

Number of employees(overseas technical)*6
Number of employees(general jobs)*2
*1
*2
*3
*4
*5
*6

09

UT Aim, a core company of our group, received the Grand Prize

FY3/
2019

Monthly retention rate oftechnical associates*5

UT GROUP Sustainability Data Book 2023

UT Aim, UT Community, UT Pabec, UTHP, UT Technology, and UTConstruction
UT Group companies in JapanUT Aim, UT Pabec, UT Technology, and UT Construction
Manufacturing Business and Engineering Business
UT Aim, UT Community, UTHP, UT Technology, and UT Construction
Overseas UT Group companiesof the Good Career Company Award 2018 from the Minister of
Health, Labour and Welfare.

The "Good Career Company Award" recognizes commendable
companies that carry out initiatives in support of employees'
self-reliant career development, these initiatives thenserving as role models to others. The purpose of the award
is to disseminate and establish the importance of careerdevelopment support by widely announcing their philosophy

and the content of initiatives. In 2018, there were applications
from 43 companies nationwide, and five companies wereselected for the Grand Prize (awarded by the Minister of Health,Labour and Welfare) and five for the Innovation Award (awarded
by the Director General of Human Resources Development,
Ministry of Health, Labour and Welfare). UT Aim was highly
evaluated for its comprehensive and detailed support for

dispatched workers' medium- to long-term career development
based on the indefinite-term employment and transfer system.

［ Award ］

UT Aim, received the Porter Prize in 2019.

The Porter Prize bestows recognition on Japanese companies
that have achieved and maintained superior profitability in aparticular industry by implementing unique strategies basedon innovations in products, processes, and ways of managing.
It was established in July 2001 and the name of the award isderived from Professor Michael E. Porter of Harvard University,a leading authority on competition strategy and international
competitiveness.

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Securing of talented people

Goal

We are creating good workplaces where our associates can feel rewarded and grow, and workwith vigor.

10

50,000-60,000 technical associates by
FY3/2025

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Hiring activities
In the hiring system and process, the marketing team sends out

external parties, such as by encouraging our client companies

a compliance system at their manufacturing sites. We share ourevery week.

time management and mental health care. We are working toto set an acceptance day of our newly-dispatched associates

the hiring information, and the contact team directs applicants□ JOBPAL, a job site for dispatched workers

applicants to learn their thoughts, needs, and wishes, andIn April 2022, we launched JOBPAL, a comprehensive job

With an emphasis on improving the convenience of applicants

Going forward, our plan is to enhance its functions so that itto the interview. After that, the recruitment team will interview
match them with suitable projects and client companies.

and reducing their stress, we have prepared a wide range of
methods for making an interview appointment, including
telephone, chat, an automated appointment system, anda telephone AI service. We have also built a system to reactsite that integrated job information from Group companies.

can provide job seekers (JOBPAL members) with information
on new jobs and offer proposals tailored to each individual's
preferences.

accumulated know-how in creating workplaces, including work
create a workplace environment where associates can workwith peace of mind by training on-site managers in knowledgeof laws and compliance, and by formulating measures toprevent risks from occurring and to prevent recurrence when
they occur.

Flexibility in work locations and working
hours

Activities to develop better workplaces

We had considered the use of remote work long before thethat allows applicants to conduct interviews without feeling

UT Group’s basic structure has been constructed so as tobeen working remotely in almost all divisions since April

UT Group’s average number of applicants per month is overto improve their skills and motivation. We provide a structure towithin five minutes after contact is made by an applicant.
In addition to face-to-face interviews, we use video calls

and chats via PC and smartphone apps to create a systemstressed by the time, place, format, etc.

10,000. In hiring, rather than “selecting” applicants, we value
the attitude of matching the applicants with jobs that aresuitable for them, proposing suitable jobs by reaching theirsubconscious, and motivating applicants starting from theinterview appointment stage. Therefore, in order to secure

operator resources and quality of response at call centers, wehave introduced a monitoring system and systematized FAQs
to back up operations.

provide extensive career development support to workers anddevelop these workers and raise their added value contributed

to client companies, which will ultimately lead to improvementof working conditions and the working environment, and to

the development of new client companies. A sustainable cycle
centered on "human resource development" and "creationof better workplaces" is our unique value chain and a major
strength.

We place importance on the speed from application to start of□ Proposal of compliance system

and acceptance processes, we are working to collaborate with

In cooperation with client companies, we also propose to build

work. In addition to constantly improving our internal hiring

COVID-19 pandemic. Triggered by the outbreak of the COVID-19
infections, general associates working at the head office have2020. In addition, we also promote remote work to the extent

possible for general associates who manage and supervise thedispatched workplaces of client companies.

With regard to working hours, we apply a flextime system tonon-managerial associates in general positions if applicable tothe circumstances and work of each organization.

The introduction of remote work and flextime has made it

possible to realize flexible workstyles, improve office utilization
efficiency and productivity, and maximize organizational
results.

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

The right to collective bargaining andfreedom of association

Side jobs and concurrent work permit
systemDefined Contribution Pension Plan

Although we do not have a labor union, we take steps in

To prevent associates from being overworked, we review the(selective PC) for all indefinite-term associates to support

matters to associates in advance and asking for the opinions

concurrent jobs, and pending approval from their superiors andaccordance with laws and regulations, such as explainingof associate representatives, depending on the content of new
or revised work regulations. The rights of these associates are
stipulated in the Policy on Human Rights.

Special holidays
In addition to annual paid leave, we introduced leave formaternity leave, nursing care leave, and other leave stipulated
by laws and regulations, and leave for congratulations andcondolences not stipulated by laws and regulations.

Short working hours
We have established a shorter working hours system forthose engaged in childcare and nursing care. For childcare, in
accordance with laws and regulations, we have established amonthly working hours and work details of side jobs andpersonnel division managers, we allow all associates, including
contract associates, to engage in side jobs or concurrent jobs.
As stated in the HR policy of “facing challenges”, we haveestablished a system that considers the act of associates toindependently expand their careers as part of this. As a resultof the COVID-19 pandemic, the number of associates using thesystem has been on an increasing trend since fiscal 2020.

Regular medical examinations
To promote the health of our associates, we conduct regular
health checkups once a year (for some technical associates,
once every six months). For associates who require a re-examination or follow-up based on the results of their healthcheckups, appropriate follow-up is provided in cooperation
with industrial physicians.

We have introduced a Defined Contribution Pension Plan

their asset building and life planning. If an associate wishes

to use the system, he or she can contribute a certain amountand recover it as a pension payment after the age of 60. Tax

incentives are available for making contributions to the DefinedContribution Pension Plan.

UT GROUP Sustainability Data Book 2023

11
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Employee Stock Ownership Association

Fair and transparent organizational controls

hours over a period of three consecutive years from the start

The Company has organized an Employee Stock Ownership

Corporate governancesystem twice.

acquire shares of the Company in order to increase associate

system that allows associates raising children under the age ofthree to work six hours a day in principle. Associates engaged

in nursing care of their family member can take shorter working
date of the leave use per one family member, and use theLong service award
We have established a long service award system. Associates
who have reached a milestone of 10 years, 20 years, and 30

years of service, are awarded with a letter of appreciation, asum of congratulatory money, and commemorative gifts.

Association that allows all indefinite-term employees toparticipation, motivation, commitment to performance, andloyalty. Associates who join the Stock Ownership Association
can purchase shares of the Company in units of 1,000 yen,and the Company will provide a 10% incentive for eachmonthly contribution. In addition to improving organizational

motivation over the medium to long term, we thus support theasset formation by associates.

Business ethics

Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

［ KPI ］

Hiring activities

Applicants(technical jobs)*1

Numbers of interviews(technical jobs)*1
Graduates hired(technical jobs)*2
Graduates hired(general jobs)*3

Mid-career hired(technical jobs)*4
Mid-career hired(general jobs)*3

12
FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

133,644

109,220

116,463

180,648

40,07735,25236,75360,628

637

951

553

584

12

26

17

22

10,060

6,483

7,291

14,406

165

93

76

197

Number of client companies(overseas)*5
Workplaces(domestic)*6
Workplaces(overseas)*5

*1
*2
*3
*4
*5
*6

Publishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Workplace development activities

Number of client companies(domestic)

The UT Group's sustainability up to date

Health and safety of associates

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

909*3

1,042*3

1.538*3

1,658*6

ー

ー

ー

86

ー

ー

ー

2,197

ー

ー

ー

157

UT Aim, UT Community, Support System, UT Pabec, UTHP, and UTConstruction
UT Aim, UT Pabec, UT Technology, and UT Construction
UT Group companies in JapanUT Aim, UT Community, Support System, UT Pabec, UTHP, and UTConstruction
Overseas UT Group companies
UT Group companies in Japan except UT FSAS CREA

Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Diversity and inclusion

In line with the diversification of workstyles, we emphasize diversity in which everyone can work their own
way. We want to become a platform for workstyles that are not bound by any attribute, such as age, gender, or
nationality. The UT Group Code of Conduct and the UT Group Compliance Code of Conduct stipulate appropriate
actions to comply with laws and regulations, social norms, internal rules and other rules to be taken, and that
officers and associates shall comply with it.

Goal

Promotion of women's empowerment

characteristics of the business. On the other hand, the Area

In order to realize our vision of becoming a platform for the way

utilization of part-time workers from the beginning, and wewe work in the future, we will need to work on more diverse
business projects in the future, and I believe that realizing
diversity on our own will be the foundation for that.

With regard to the promotion of women's participation, we
believe that it is important to increase the ratio of womenin front-line managers, supervisors, and managers in order

to increase the number of female associates in engineering

positions. In addition, we have set a target of increasing theratio of female managers in general positions to 15% by

FY3/2025, after taking into consideration the appropriatebalance of assignment to each operating company locatedthroughout Japan and the appropriate allocation among
divisions within the head office.

□ Initiatives to promote the empowerment of
women

Specific initiatives can be broadly divided into three categories:
Expanding the employment of technical professionals,

improving the working environment, and fostering female
managers. With regard to expanding the hiring of female

engineers, we are working to expand hiring capacity while

cooperating with client companies because the Manufacturing

Business, which is centered on automobile manufacturing, hasa particularly small number of female associates due to theBusiness, which responds to the needs of people wanting towork in local areas, has a business model that anticipates thebelieve that promoting the business centered on UT Connect,
which was begun in April 2022, will lead to the creation ofopportunities for women to play an active role.

In terms of improving the working environment, we recognize
two important issues: Elimination of long working hours andestablishment of diverse career models.

The ratio of women in managerial
positions* to 15% by FY3/2025(The ratio of women in managerial positions at UTGroup Co. and its major operating companies)□ Fostering internal awarenessAs in-house education to promote the active participationof women, we have established an executives education

program for elimination of thinking biases, and we also holdstudy sessions for managers on the development of female

associates, communication, and harassment. In addition, inorder to widely raise awareness among associates, we conduct
internal PR activities to convey the importance of diversity.

managers and supervisors, in order to eliminate overtime

associates whose working hours are distributed on a rotating

UT Heartful, a special-purpose subsidiary of the UT Group,

The establishment of diverse career models is linked to thefrom the head office and operating companies with "services

by separating core and non-core operations by front-line

caused by collective management and supervision of technicalbasis.

development of female managers, and we aim to develop new
career models for managerial positions with a focus on female
associates. As a project team, we established the Diversity
Promotion Project, which brings together female leadersfrom each division. We are building a system throughout thecompany to comprehensively promote career development

support in response to lifestyle changes. These initiatives areshared with management at the Steering Committee meeting,which is held three times a year.

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Promotion of the active participation ofpeople with disabilities

In the former, we are working to improve operational efficiency

13

employs people with disabilities and entrusts operations
that contribute to productivity improvement." We have

implemented a remote work system for associates withdisabilities, one of the few in Japan, which enables us toactively hire people with severe disabilities. As of the end of

December 2022, the Group as a whole employed 760 associateswith disabilities, with an employment rate of 2.45%, exceeding
the statutory employment rate.

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Promoting the active participation ofseniorsswitching from being a technical associate to being a general

We are working to utilize senior human resources at ourvariety of educational programs prepared for each job type. In

existing subsidiaries such as UT Aim and UT Connect, as well
as Fujitsu UT and UT Toshiba, which are joint ventures withmajor manufacturers. We are working to create a working

environment that provides opportunities for new activities

and allows senior associates to work for a long period of theircareer time.

Provide opportunities for those whohave the will to work

UT GROUP Sustainability Data Book 2023

associate. At the same time, we can take on the challenge of

14changing careers, such as One UT, which enables a switch froman operator position to an engineer position, by utilizing a

addition, in order to fulfill the desire to work for a long career

without moving to another region, we provide opportunities for
all technical associates in the Good Job program, which allows
associates to choose their own workplace, and Next UT, whichallows associates to transfer to client companies.

Publishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened［ KPI ］

Diversity indicators

The UT Group's sustainability up to date

Development of HR

Securing of talented people
Diversity and inclusion

Our hiring policy is to accept everyone, including those who

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

those who have a vague desire to grow but do not know how

Elderly hired

260*3

569*3

425*3

1,939*2

people within our human resources system to create paths for

Disabled persons hired

29*4

33*4

14*4

152*5

Appropriate work practices

While negotiating with client companies based on the needs

Women hired (technical jobs)

2,512*6

1,914*6

2,838*6

5,078*2

Data security

own. To this end, we continue to engage in new workplace

Women hired (general jobs)

50*3

49*3

36*3

72*2

companies.

Ratio of female directors*1

0.0

0.0

0.0

14.3

Equal Opportunity Initiatives

Ratio of female managers*2

8.5

11.0

10.5

14.3

Ratio of female associates*2

20.8

28.0

28.9

28.7

have as their major qualification only a desire to work, andto advance their career, and provide opportunities for thesegrowth and career advancement.

and circumstances of each job seeker, we aim to match themwith a workplace where they can work safely and like theirdevelopment activities and negotiations with existing client

The policy of “providing ‘fair and square’ opportunities” set

forth in the HR Policy is linked to our founding philosophy ofproviding fair growth opportunities to non-regular associates
who often receive unfavorable treatment.

In addition to creating an environment and support systemthat enables associates in technical positions to improve theirwork skills and improve their compensation, we also offer

UT Entry, which allows associates to take on the challenge of

*1
*2
*3
*4
*5
*6

UT Group (Attendees at the general meeting of shareholders include thelive video viewers)
UT Group companies in JapanUT Group, UT Aim, UT Community, Support System, Seekel, UT Pabec,
UTHP, Fujitsu UT, UT Toshiba, UT System Products, UT MESC, UTTechnology, and UT Construction
Manufacturing Business and Engineering Business
UT Group and UT Heartful
UT Aim, UT Community, Support System, UT Pabec, UTHP, and UT Construction

Continuous strengthening of the businessfoundation
Health and safety of associates

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Continuous strengthening of the business foundation
There was a time when it was said that temporary workers at manufacturing sites were at risk of deprivation of stable employment and income and of being susceptible to exploitation

through excessive workloads and assignment to dangerous environments. This has always been a matter of concern to us. That is why at UT Group, “temporary” workers are employed aspermanent employees for indefinite terms and their individual growth is regarded as directly tied to the growth of our company and business. This means that the risks faced by our workers
are risks to the very foundation of our business. While working together with client companies to improve the working environment of our people, we are making our best effort to improvelabor practices and continuously strengthen our business foundation for the future, so as to realize a society where more people can work vigorously.

Materiality

Appropriate work practices

We focus on ensuring that all associates receive fair and equitable evaluations and are
rewarded in accordance with their proper workstyle and capabilities, without being bounded
by industry practices. We will not tolerate any violation of human rights.

Goal

Enabling diverse workstyles

Working hours management

for associates to clock their working hours. If monitoring at

We recognize that long working hours are directly linked topersons, the office to which they belong, and the operating

health risks for our associates, regardless of whether they aretechnical or general associates, and we monitor their working
hours so that they can work healthily with assurance thatthey do not exceed the occupational accident certification
standards set by the Japanese government. For technicalassociates, working hours trends and established practices
tend to differ depending on their assigned industry. The

working hours of associates in managerial positions also

tend to exceed normal working hours. We take into accountsuch individual circumstances, but still insist to apply thestandards for appropriate working hours to all associates

uniformly throughout the Group as we regard the standards forpreventing health problems should be the same for all of ourassociates.

A unified attendance system for reporting working hours is used

regular intervals has detected overtime work or the possibilityof overtime work, the HR division sends an alert to the relevant
company. In the event that overtime work is observed, the onsite manager or person in charge will negotiate with the client

Establishment of an environment where
all associates can work with peace ofmind, regardless of employment status
The majority of our associates, including technical associatescompany, and develop a measure to prevent recurrence. The

ended) employment status because we believe that this creates

Compliance and Risk Management Conference, an advisory

body of the Board of Directors composed of senior executive

officers and external lawyers, and the Joint Safety and HealthConference, which brings together managers of business sites
across Japan, share information and discuss the situation.

15
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundationcompany and follow-up with the relevant person as appropriate
to the type of industry and workstyle of the dispatched

UT GROUP Sustainability Data Book 2023

working at client companies, have indefinite-term (open-

an environment in which they can work for a long time withpeace of mind.

For some fixed-term associates, we are working to create anenvironment in which they can work without any disparities

in treatment due to employment status; equal pay is given forequal work.

Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Employment security
For technical associates in particular, if it becomes difficult
to be kept working at a dispatched workplace because of

UT GROUP Sustainability Data Book 2023

［ KPI ］

Diversity indicators

16
FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

ー

ー

242

256

ー

ー

ー

27

ー

ー

ー

229

reasons or disciplinary action has been less than 10 for theAcquirers of child-care leave(female)*1

Return rate after child-care leave*1

91.8

83.1

79.6

83.2

education after joining the company and the follow-up system

Acquirers of nursing-care leave*1

ー

ー

4

12

Indefinite employment ratio (%)*2

ー

ー

ー

95.5

Fixed-term employment ratio (%)*2

ー

ー

ー

4.5

fluctuations in the demand for human resources or of changes
in working conditions, we have a system in place to promptly

Acquirers of child-care leave(total)*1

arrange reassignment to other dispatch workplaces, industries
or types of work.

Acquirers of child-care leave(male)*1

In addition, we believe that the environment in whichassociates can utilize our education system and achieve their
desired career advancement is also effective in ensuring job

security. The cumulative number of dismissals due to corporate
past three years. In this regard, we believe that compliancefor managers and supervisors at the client companies are
effective.

*1*2

UT Group companies in JapanUT Group, UT Aim, UT Community, UT Pabec, UTHP, UT Technology, UTConstruction, UT Heartful

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Health and safety of associates

With our client companies, we develop workplaces that ensure safe and healthy work, andcooperation, so that each and every associate can continue to work with peace of mind.

Goal

Stable operations of associates to help realize
customer value

17
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Health and safety of associates

Health and safety management system

As UT Group has an extensive number of associates working

In the event of an occupational accident, we are obligatedsome occupational accidents involving our associates. In

division in charge of safety and health management within 24

at a manufacturing site of a client company, there have beensuch cases our on-site manager or person responsible hascollaborated with the client company, promptly responding,investigating the cause, and formulating measures to prevent

recurrence. When necessary to improve safety, we propose andnegotiate with the client company changes to the equipment
to be used and the working environment.

Information on incidents and occupational accidents that

require close attention is shared at the Joint Safety and HealthConference, which is attended by managers of each businesssite in Japan, to investigate the causes of the incidents andverify whether there are any deficiencies in measures to prevent
recurrence. We provide further follow-up when necessary, andshare information to improve the level of health and safety

to those involved to report a summary of the accident to thehours, investigate the cause, formulate measures to prevent
Safety and Health Conference, where managers from eachmeasures to prevent recurrence.

Important cases such as death, long-term hospitalization,

large-scale accidents, or cases involving suspension of work arereported to the Compliance and Risk Management Conference,an advisory body to the Board of Directors composed of theexecutive officer in charge and external lawyers.

management at each business site.

Occupational Safety and Health Management System (OSHMS)

To reduce overtime work by regular associates, the content ofequal importance on the creation of a living environment

to improve work efficiency. For technical associates, on-site

to prevent occupational accidents. Moreover, we place

where associates can enjoy good health, by such action

as the maintenance of company housing, as well as safety

management. We have established a division that specializes incompany housing management, and have established a systemthat enables smooth relocation when moving into company
housing or changing workplaces.

their overtime work is closely examined and constantly verified
managers are working to improve work efficiency and reduce
overtime while coordinating with client companies.

With regard to certain daily activities which are difficult todetermine whether or not they are business activities, we
conduct a comprehensive review of that work, clarify theclassification, and develop rules so that all associates canDevelopment of HR

Health and safety of employees

results of these reports, we will share information at the Joint
business site in Japan gather, and consider the formulated

Individuals’ potential to be broadened［ KPI ］

recurrence, and report them within one month. Based on the

Efforts to reduce working hours

We also provide safety and health education based on thereport the correct working hours.

Average overtime hours*1*1

Securing of talented people
Diversity and inclusion

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

ー

18.2

11.5

16.4

UT Group, UT Aim, UT Community, UT Pabec, UTHP, UT Technology,
UT Construction, and UT HeartfulContinuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Data security

Goal

Regarding the handling of personal information of associates and job applicants as well as
client information, we strive to ensure a high level of information security and cybersecurity inaccordance with the relevant policies and regulations.

18

Enhancing security literacy education

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Personal information protection/
information systems: responsible
managers and their roles
The position of Personal Information Protection Manager is tobe concurrently held by the head of the division in charge ofcompliance, who must grasp the status of collection, use, andprovision of personal information at the Company, provide
education and training to the persons handling personal
information to make them understand and comply withpersonal information protection measures, and take measures
such as those needed for implementation of safety. The Chief[ Defense against cyber attacks ]・Management of server resources using a controlled cloudinfrastructure
・Detection of attacks to client terminals and activation of prevention
tools[ Education on information security for associates ]・Compliance training that includes contents to raise awareness of
information security (once a year)［ KPI ］

Data security

Information System Officer position is to be concurrently heldby the executive officer in charge of information systems, andshall perform the duties of the chief information security officerof the Company as a whole.

Information Security Response[ Access to the Group’s operational infrastructure ]・Control over network connections
・Control over the terminals[ Control access to information databases ]・Implementation of limited data access to information necessary forbusiness purposes
・Control of data rewriting of the business infrastructure
・Storage of access history and data registration changes*1

Number of recipients of
information security
training courses*1

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security
FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

ー

―

―

27,343

UT Group companies in Japan except UT FSAS CREA

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Fair and transparent organizational controls
UT Group’s business can be characterized as public infrastructure that provides stable employment for each worker and the supply of labor to carry out companies' production activities. In

such business area as this, it is a basic premise to respect the human rights of individuals and to comply with laws and social norms, with high ethical standards, and to earn the trust of a wide
range of stakeholders and society. That is why we have identified corporate compliance and corporate governance, which forms a base for compliance, as our priority management issues. By
making efforts to strengthen compliance and governance, we aim at a medium- to long-term organizational growth and the improvement in corporate value and shareholder value.

Materiality

Business ethics

We thoroughly educate all officers and associates on compliance and continuously strengtheninternal control. We also focus on the soundness of the worker dispatch industry by
maintaining a compliance system in the dispatched workplace.

Enhancement of effectiveness ofcompliance

Goal

Ensuring thorough compliancethe contents for general associates include corporate scandals□ Role of the division in charge of complianceregular associates, while the contents for technical associates

The division in charge of compliance is responsible for

The UT Group Compliance and Risk Management Conference,

the Compliance and Risk Management Conference.

Conference

chaired by the lead person in charge of the compliancedivision and with participation by an outside lawyer andestablishing a system for dealing with compliance issues,

providing associate education and training, and responding toothers, has been established as an advisory entity serving

Compliance training

month, discusses compliance policy and action plans of the

Mandatory compliance training sessions (one for general

legal compliance and fair execution of duties, does research

general associates and another for technical associates are held

the Board of Directors. The Conference, which meets once a
Company and its Group, studies matters needed to ensure

on adherence to of laws, regulations, and internal rules, andestablishes recurrence prevention measures. In addition, theConference understands the types of risks to be managed by
the Company, manages and evaluates those risks, strives toprevent the occurrence of risks, and formulates measures toand the creation of a workplace environment suitable forinclude the whistleblowing system. We have also adopted theUT Group Compliance Manual to ensure that each and every

associate is engaged in business operations with complianceas their personal issue associated with their own position.

Since FY3/2022, we have also been conducting compliancetraining for general associates of operating companies inVietnam, in their own language, to foster basic awareness of

the importance of compliance and the creation of systems forcompliance.

associates and another for technical associates) are held for□ Compliance card

once a year. On top of common subjects such as information

In order to raise associates' awareness of compliance, we

issues including matters related to the environment, humanpolicies and other information. The card is distributed tosecurity, precautions in stock trading, and sustainability-related
rights, and harassment, the contents include informationnecessary according to specific aspects of the target audience:

19
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

minimizes losses in the event of a risk and prevent recurrence.

□ Role of the Compliance and Risk Management

UT GROUP Sustainability Data Book 2023

have created a "Compliance Card" that states our compliance
all associates when they join the UT Group. And the card isrecommended to be carried with them at all times. This card

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

has also been produced in Portuguese and Tagalog and has

FY3/
2020

FY3/
2021

FY3/
2022

Human rights violation

2

0

0

Labor management

0

0

1

Misconduct

2

0

0

Other

1

0

0

been distributed to non-Japanese associates working in Japan.

Compliance training
We have established a whistleblower hotline available to becontacted by telephone or email, as a measure to quickly

detect internal misconduct and issues related to complianceand ethics, and to improve the soundness of the organization.
In addition to the in-house contact point, a whistleblower

hotline to an outside corporate lawyer is also available. Our

non-Japanese associates working in Japan can use the hotline,
and we plan to expand the language support in the future.
The whistleblower hotline is available not only to ourassociates, but also to the workers of related companies

outside the UT Group. This can be used to report violations oflaws and regulations, and misconduct by our associates.

Cut off any relationship with anti-social
forcesWe are also working to protect whistleblowers through a

As a basic policy, we are determined to stand up against anti-

who have access to the information of whistleblowers to a

relationship with them. Our Group prohibits all officers andmanagement system that limits the number of persons
minimum.

Through work handbooks, the compliance card, the UT App(an internal communication tool), and public relations on our
website, we make efforts to make the whistleblower hotline
thoroughly known.

social forces that threaten civil society and eliminate any
associates to use anti-social forces and any individual orgroup that is related to them, and to be related with them inany way, including provision of money and cooperation. This

policy is defined in the Basic Policy on Internal Control System
as the "Basic views on eliminating anti-social forces andarrangements."

Classification, number, and response ofcompliance violations

Prevention of insider trading

If a risk incident with a suspected compliance violation occurs

market, to secure the trust of shareholders and investors, andand becomes known via whistleblowing, etc., the division in
charge of compliance is required to contact the division towhich the target person belongs or other relevant divisions,urge them to respond within their respective divisions, andrequest the reporting of the result. In cases where it is difficult
to contact the target divisions, the division in charge ofcompliance must check and investigate the matter.

In order to ensure the fairness and soundness of the securities
to prevent misuse of the Company’s information assets, theGroup’s officers and associates are required to comply withlaws and regulations related to securities trading and areprohibited from insider trading.

We conduct individual reviews and interviews when our officers
and associates trade shares of UT Group. We also provide

relevant educational contents in the compliance training toensure that all officers and associates are fully aware of laws

UT GROUP Sustainability Data Book 2023

and regulations related to information protection and securities

20

trading.

Prohibition of gifting and entertainment

The UT Group's sustainability up to date

We prohibit acts that violate laws and regulations, such as

Materiality and the UT Groupbribery, as well as excessive gifts and entertainment that go
beyond common sense in society, and extortion involving
public officials, client companies, and all other relatedcompanies.

Business ethics management system
The UT Group Compliance and Risk Management Conference,
which is chaired by an executive officer and is composed of

executive officers in charge of business divisions and corporate

divisions, outside directors, and external lawyers, meets once amonth. At that time subject cases are classified into litigation,risks, punishment, financial-related risks, salary-related risks

and IT/information system risks and the responsible divisions

report on individual cases and their response status, as well aschanges in the number of cases for each class. Moreover, theBoard of Directors identifies material risks and has establisheda system to monitor the status of countermeasures against
such risks since FY3/2023.

□ Compliance awareness survey

In addition to annual compliance training, we conduct anawareness survey to measure the penetration of complianceawareness among associates. It is an opportunity to monitor

the improvement of business ethics within the UT Group, andit also functions as feedback to improve compliance educationand increase the attendance rate in training.

Publishing of the UT Group Sustainability Data Book

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

［ KPI ］

Diversity indicators

Recipients of compliance training
courses

Cases of serious violations of laws
and regulations*1
*1
*2
*3

21
FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

713*2

20,788*2

17,411*2

27,343*3

0

0

0

0

UT Group companies in JapanUT Group, UT Aim, UT Community, UT Pabec, UTHP, Fujitsu UT, UT
Toshiba, UT Technology, UT Construction, and UT Heartful
UT Group companies in Japan except UT FSAS CREAThe UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Corporate governanceContinuous improvement of the effectivenessof the Board of Directors

GoalWith a strong awareness that our business bears great social responsibility, we are working to
improve our system for accurate and prompt decision-making and business execution, as wellas our system for supervision and monitoring.

22
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Diversity of the Board of
Directors
Concerning the skills of directors, we place
importance on management experience inthe HR business in Japan and overseas toassure realization of the Fourth Medium-

term Business Plan. We also find it importantto have directors who have knowledge of
M&A and business development as these

activities are actively promoted in the Plan,and have vital knowledge and experience inboth building of solid business and financial

bases amid the expansion of corporate scale

Skills matrix of the Board of Directors and the composition of various committees and council
Name
Yoichi
WAKAYAMA
ManabuSOTOMURA
Taisuke
IGAKI
HirokoSASAKI
Hirokazu
MIZUKAMI
Koichi
SHIMA

Title in UT Group
President & CEO
Board Director

Board Directors
who are Audit
and Supervisory
Committee
Members

Years in
officeAttributes

Independence

Gender

15
3
4

1

13

New

Corporate
management

●

●
●

●

●

●

Human
resourcesbusiness

●
●

●
●

●

●

Globalbusiness●●

Experience and expertise
M&A

●
●

●

Businessdevelopment●●

Individuals’ potential to be broadened
Personnel
affairs anddevelopment

Finance andaccounting●●●

Legal and risk
management

●
●

●

●

management of the Company and the maintenance andsignificantly impaired the Company’s corporate value, or whose□ Policy for the selection of directors

audits from a neutral and objective standpoint. After receiving

dismissal of directors and Audit and Supervisory Committee

Basic policy for nominating candidates for the post of director
is to select those who can contribute to sustainable growth of

the Company and to growth in medium- to long-term corporate
value. The Nomination and Compensation Committee,

which is an advisory body to the Board of Directors, selects

candidates for directors, taking into consideration the balanceof capabilities and knowledge of the entire Board of Directors,
and the Board of Directors makes decisions on that basis.
Nomination of candidates for the Audit and Supervisory

Committee is done by the Nomination and Compensation
Committee on the basis that they contribute to the soundthe consent of the Audit and Supervisory Committee, the Boardof Directors makes decisions.

As for outside directors, we appoint those who can securesufficient independence based on his/her background andrelationship with the Company, referring to the judgment

criteria for independence as per the Tokyo Stock Exchange.
With regard to the dismissal of directors and Audit andSupervisory Committee members, we will begin the proceduresfor dismissal of those for whom we find material facts inviolation of laws, regulations or the Articles of Incorporation,or facts which have deviated significantly from the selection
criteria, as well as those whose negligence of duties has

duties are deemed to be difficult to be decently performed. The

members is determined at the General Meeting of Shareholders
after fair and rigorous deliberation by the Nomination andCompensation Committee and a resolution by the Board of
Directors.

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

and in the fields of risk management and legal affairs.

improvement of its social credibility and are able to conduct

Development of HR

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Board Directors and Audit & Supervisory
Committee Members: Numbers andratios of Outside Directors■ Internal Director ■ Outside Director■ Internal Audit & Supervisory Committee (former Board) Member■ Outside Audit & Supervisory Committee (former Board) Member– Ratio of Outside Directors

7

70

60

50

4

40

3

30

2
1

20

2013 2014 2015 2016 2017 2018 2019 2020 2021 202210

* Transition to a Company with an Audit and Supervisory Committee in FY3/2023

Chairperson Outside director
Members

President
1 full-time director
3 outside directors

Objectives

Ensure the transparency
and objectivity ofprocedures concerning
the nomination andremuneration of
directors and executive
officers of the Company,
and strengthen theaccountability of theBoard of Directors
regarding CEO
succession planningand supervisionevaluation, which was most recently conducted in the fall of2021, and the results, are summarized below.
◯ Evaluation period: September - October 2021

◯ Subjects of evaluation: All directors and all audit & supervisoryboard members, 11 in total◯ Method of evaluation: Self-evaluation through a Webquestionnaire, and the compilation and analysis of evaluation
results by an external organization◯ Evaluation Items: 5 major items (25 questions in total

・Management and organization of the Board of Directors
・Management strategy and business strategy
・Corporate ethics and risk management

・Performance monitoring and management evaluation/compensation

・Dialogue with shareholders

Advisory bodies
Nomination andCompensation
Committee

be strengthened concerning the post-merger integration

order to improve its functions. The method of analysis and80

5

In accordance with the Corporate Governance Code stipulated
evaluations of the effectiveness of the Board of Directors in(%)

6

appreciated our agile efforts to respond to changes in theby the Tokyo Stock Exchange, we conduct analyses and(persons)
8

The analysis and evaluation of theeffectiveness of the Board of Directors◯ Answer method: 5-level evaluation and free comments andCompliance andRisk Management
Committee

Senior executive officer

1 full-time director
1 outside director
1 external lawyer
4 senior executive
officers
1 executive officer

IT Investment
Committee

President

President
1 director
1 external expert
1 senior executive
officer

Consider solutions
based on the UTControl UT Group’sGroup's IT systems,
breach in compliance and check theand risks; andappropriateness ofminimize loss
investment decisions
and post-investment
effects, etc.

requests for each major item

1. Management and organization of the Board of Directors
In regard to the independence, gender, experience, andexpertise of the Board of Directors, the composition of theBoard was evaluated as appropriate due to the appointment ofa female outside director and the resulting increased diversityof the Board. In addition, the selection of agenda items for
Board of Directors meetings and the allocation of mattersfor resolution and matters to be delegated to the businessexecutive side were evaluated as appropriate.

2. Management strategy and business strategies

Many expressed the view that UT Group has been achieving
sustained growth through the effective functioning of its
strategy to develop business centered on advancementin the skills and careers of technical associates. They also

UT GROUP Sustainability Data Book 2023

external environment, such as the rise of social demand for23

sustainability. On the other hand, some expressed the viewthat the functions of sharing and monitoring progress should(PMI) of acquired companies, which is related to theCompany’s important M&A strategy in the current medium-

term management plan, and in the case of business process
innovation through the promotion of DX.

3. Corporate ethics and risk management

Many expressed the view that UT Group properly responds

to external requests concerning corporate ethics and shares
the status of risk assessment, and that internal auditing isfunctioning effectively. On the other hand, some expressedthe view that the Board of Directors needs to further deepen
discussions concerning monitoring of the status of risk

management associated with organizational and operationalchanges.

4. Performance monitoring, and evaluation and compensationof management

The performance evaluation of each director and each
executive officer by the Nomination Committee (theNomination and Compensation Committee was established asof August 30, 2021) was evaluated to be appropriate. Regarding
decisions and the decision-making process for compensationof directors, some expressed the view that the Nomination andCompensation Committee should formulate how to reportto the Board of Directors and be expected to make clearer
announcements.

5. Dialogue with shareholders, etc.

Many expressed the view that dialogue with shareholders

and others is undertaken in a timely and appropriate mannerand that the contents are properly reported to the Board of

Directors. Some raised the view that, although certain dialogue
restrictions have occurred due to the COVID-19 pandemic, thedisclosure of information has been enhanced, and that thedisclosure of nonfinancial information, especially from thestandpoint of sustainability, is expected to further enhance
corporate value.

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Main matters of deliberations and reports
at the Board of Directors meetings

Requirements for a shareholder proposal

Details of the main deliberations and reports at theBoard of Directors meeting in FY3/2022

the right to propose an agenda item is limited to shareholders

M&A deals based on the M&A strategy of the medium-termbusiness plan

Management
strategy

IT investments (e.g., next-generation IT concept, groupintegrated hiring site)
Business strategy (e.g., organizational strategy, hiring
activities)
Sustainability initiatives

Capital policy
and finance

Shareholder return policyGroup financeCash flows and funding

Governance system and matters escalated from theGovernance Council
GovernanceEvaluation of the effectiveness of the Board of Directors
Identifying of material risks
Nomination and compensation

About shares
UT Group’s one unit of shares is 100 shares, and shareholders

who hold one unit or more may exercise their voting rights on

In accordance with Japan’s Companies Act, the exercise of

who hold at least 1% of the voting rights of all shareholders,or who have held at least 300 voting rights for six months. If

the requirements are satisfied by adding the number of voting
rights of multiple shareholders, such multiple shareholders
may make a request as a joint proposal.

［ KPI ］

Corporate governance

FY3/
2020

FY3/
2021

FY3/
2022

77

71

32

32

Questions raised at the General
Meeting of Shareholders*1

12

11

3

4

Voting rights exercise rate*1

80.8

85.0

80.1

88.7

Ratio of independent outside
officers*1

63.0

75.0

60.0

64.0

Average attendance rate of theBoard of Directors*1

97.0

99.0

100.0

99.5

Board meetings held*1

18

21

19

20

Nomination Committee meetings
held*1

4

4

4

1

ー

ー

ー

3

ー

10

9

13

12

12

12

12

ー

ー

ー

4

ー

ー

ー

35

Attendees at the General Meetingof Shareholders*1・Early notification of General Meeting of Shareholders

dispatched early to ensure sufficient time for shareholders toreview the matters.

・Scheduling the Annual General Meeting of Shareholders to
avoid the peak day

The Meeting is held on a Saturday, avoiding the peak day andfacilitating attendance by many shareholders.

・Allowing electronic exercise of voting rights

We have adopted a system for exercising voting rights via theInternet.

・Measures to improve the voting environment of institutional
investors, such as use of an electronic voting platform

We have been utilizing the electronic voting platform for

Nomination and Compensation
Committee meetings held*1

IT Investment Committee meetings
held*1
Compliance and Risk Management
Committee meetings held*1
Governance Council meetings
held*1

institutional investors operated by Investors Communications

Management Committee meetings
held*1shares held.

・Providing convocation notice (summary) in English*1

any other types of shares, including non-voting preferredon the website of the Tokyo Stock Exchange.

matters to be resolved at the General Meeting of Shareholders.
The number of voting rights varies according to the number of

All of the issued shares are common shares. We have not issued
shares, non-voting non-preferred shares, multi-voting shares,
preferred shares and shares that can outvote all other shares(golden shares). In addition, there are no restrictions on voting
rights, such as an upper limit of voting rights.

Japan, Inc. (ICJ).

The convocation notice in English is posted on our website and

24
FY3/
2019

Measures to vitalize the General Meetingof Shareholders and facilitate smooth
exercise of voting rights
The notice of the Annual General Meeting of Shareholders is

UT GROUP Sustainability Data Book 2023

UT Group (Attendees at the General Meeting of Shareholders include thelive video viewers)

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023
Materiality

Code of Conduct

The UT Group Code of Conduct and the UT Group Compliance Code of Conduct stipulate
appropriate actions to comply with laws and regulations, social norms, internal rules andother rules to be taken, and that officers and associates are required to comply with it.

Goal

25

Promoting understanding of human rights
issues among officers and associates

The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Employee education on compliancemeasures when accepting foreign personnel for the Technicalwith their trainees. We have also established screening criteria□ Compliance training

Program. Through the efforts stated below, we are creating

an environment where technical interns can work with peace

whether they are collecting excessive amounts from trainees,

During the compliance training sessions, which are held

once a year for officers and associates, the material issues
are identified as to raise awareness and understandingon themes including human rights, environmental issues,

business ethics, corporate scandals, information security, andthe whistleblowing system. The training also covers the basic
thinking and the contents related to daily work.

□ Periodical dissemination of information for
associates

In addition to compliance training, we provide information
about compliance to all associates about once a month. A

variety of themes, such as raising awareness of human rights

issues, ensuring thorough protection of personal informationand information security, and drawing attention to legal

violations, are brought up to raise associates' awareness ofcompliance.

Management of foreign technical interns
We provide services to provide administrative support for nonJapanese personnel. The services are to support companies(training implementing organizations) to take complianceIntern Training Program (TITP) or the Specified Skilled Workerof mind, with the emphasis on one of the social issues—the"respect for the human rights of foreign personnel."□ Careful selection of training implementationand supervising organizations (in Japan), andsending organizations (overseas)

Concerning Japan’s Technical Intern Training Program, there

have been many unfortunate cases where human rights havebeen disregarded, such as cases of being forced to workin a poor environment. UT Group, however, has set strict

prerequisites for the provision of our services for companies
accepting technical interns. They include appropriate

such as whether they are certified by the local government,

and whether they are interacting with unnecessary brokers. We
have partnered with only about 10 organizations out of around
300 organization candidates.

Moreover, monitoring and regular meetings are conducted not
only at the time of contract signing but also after the start ofthe service, so as to continuously confirm whether there are

any human rights issues or other problems with the supervisionof technical interns. In case that a problem arises, we take strictmeasures, including suspension of business arrangement.

management of working hours, health and safety, personnel,
and other items from the perspective of personnel and labor

FY3/
2019

FY3/
2020

FY3/
2021

FY3/
2022

Internal whistleblowing cases*1

5

5

0

1

With regard to the selection of supervising organizations forCases of human rights-related
consultations*1

ー

ー

ー

18

technical interns (in Japan), we rigorously examine the qualityof supervising organizations before entering into a tie-up withthem. Based on research on their acceptance performance,

legal knowledge, and the number of accidents in the past, wehave partnered only with the most outstanding of about 3,000
organizations in Japan. With regard to the overseas sendingorganizations, we carry out on-site surveys and interviews*1

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates

Fair and transparent organizational controls

affairs. This is similar to conditions we set for client companies
to whom we send our technical associates.

Development of HR

Data security［ KPI ］

Code of Conduct

Individuals’ potential to be broadened

UT Group companies in Japan except UT FSAS CREA

Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Environmentally-friendly and sustainable business operations

UT GROUP Sustainability Data Book 2023

We believe that our business activities can only be realized over the long run if the global environment, which is the basis for the survival of all life, is maintained in a sound manner. The UTThe UT Group's sustainability up to dateGroup as a whole is dedicated to making an ongoing contribution to the realization of carbon neutrality by curbing emissions of environmentally hazardous substances such as greenhousegases. In addition, we believe that education and awareness-raising activities for officers and associates regarding climate change and other environmental issues that have become apparent
on a global scale are important environmental activities, and we will work to expand those activities.

Materiality

Development of policy on environment andenvironmental management

Goal

Based on the Basic Policy on Environment, we strive to efficiently use environmental resources, reducegreenhouse gases and other substances of concern that are emitted as a result of our business activities, andwork to conserve the global environment. We also conduct education and enlightenment activities to ensurethat officers and associates of our Group companies understand the importance of environmental conservation.

Continuous reduction in the ratio of
paper use to net sale

26

Publishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Responding to climate change□ Governance□ Risk management

In the event of a large-scale natural disaster related to climate

reports on climate-related issues, how often they are

climate-related risks and how to determine theirchange, production activities may be suspended due todamage to the manufacturing facilities of client companies
or other disturbances, increasing physical risks related tothe supply chain. In response to climate change and otherenvironmental issues that have become more apparent on a

global scale, we are building an environmental management

system in line with the Basic Policy on Environment formulated
in April 2021. In addition, we will continuously disclose

information in accordance with the framework proposed by the
Task Force on Climate-related Financial Disclosures (TCFD).

a. The process by which the Board of Directors receives
addressed, and what are monitored

We have established a company-wide risk management system
to manage and analyze risks, including climate change, andto report the analysis to the Management Committee and theBoard of Directors at least once a year.

b. Management's responsibility for climate-related issues,
processes for receiving reports (e.g., committees), andmonitoring methods

The President, who has the highest authority for corporate

policy and action on climate-related issues, has establishedthe Sustainability Office to promote sustainability at theManagement Committee and the Board of Directors, andmanages and promotes initiatives related to sustainability
issues, including climate change.

a. Details of the process for identifying and assessing
importance.

As part of the company-wide risk management process,we regularly conduct comprehensive risk assessments andidentify risks related to climate change. After that, the degreeof importance is determined based on the frequency ofoccurrence and the degree of impact through interviews withrelated divisions.

b. Details and prioritization of critical climate-related risk
management processes

For important risks, including climate-related risks, the Risk

Monitoring Office monitors the status of measures and reports

risk information to the Management Committee and the Boardof Directors.

c. Status of integration into the company-wide risk

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

management system.

UT Group’s material risks, including climate change, are27

managed by the Management Committee after regular risk

assessments, and the status of such risks is monitored by the
Board of Directors.

Strategy

Publishing of the UT Group Sustainability Data Book
Materiality and the UT GroupScenario

Transition
risks

Physicalrisks

Increased legal andsocial requirements
for strengthening
decarbonization efforts
and the resultant
increase in the costto respond to thesedemands

Potential financial
impactCommitment

Small

Take various measures
to adapt to a
decarbonized society

Loss of sales
opportunities due
to suspension ofoperations in the eventof a natural disaster
caused by climatechangeDeforestation toaccelerate climatechange

Small

Small

・Reduce the impact of adecline in sales throughthe introduction ofcompensation forabsence from work intransaction contracts
and other measures
・Reinforce the systemfor quickly confirming
the safety of associates
Reduce paper
consumption in offices[ Indicators used to manage climaterelated risks and opportunities ]In order to curb paper consumption in offices, we have adopted
paper consumption to net sales (an index based on the ratio of
FY3/2022 as 100) as an indicator.

The paper
consumption to
net sales*1*1

The UT Group's sustainability up to date

FY3/
2020

FY3/
2021

FY3/
2022

100.0

79.8

57.0

The indicator is calculated as 100 for FY3/2020

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

Appendix

Basic Policy on Respect and Growth of Individuals"Everyone has a natural talent and the equal right to use it." This is UT Group's mostfundamental view of human beings. In order to achieve UT Group’s mission, “Create
vigorous workplaces empowering workers,” it is important that each person with adesire to work has the opportunity and environment to develop and demonstrate theircapability to make use of their own individuality through working. To that end, UT Groupwill continue to strive to create “a good place to work for employees with complete
peace of mind,” “an environment in which employees can always feel bonded with theircompany and associates,” and “an environment in which employees feel their growththrough fair evaluation based on the given roles and achievements.” This Policy is tobe shared with all UT Group officers and employees to provide guidance for corporate
activities.
1. Respect for human rights
We comply with international norms on human rights and the laws and regulationsof the countries and regions where we operate, and we take responsibility by taking
corrective measures to prevent and mitigate negative effects on human rights in orderto respect human rights and not to violate the human rights of others.
2. Attitude of standing by and staying face to face with others
We respect the individuality and potential of each and every employee. We will always
stand behind each other's desire for growth and we will continue to sincerely stay face
to face with each other's different situations and challenges toward achieving that ideal.
3. Fair opportunity and fair treatment
We will equally provide opportunities for career development, such as employment,
education and counseling, which are necessary for individual self-realization,
to employees regardless of their age, gender, nationality, academic and workbackground. We also will create and maintain an environment in which they canrealize their growth through consistently fair evaluation and treatment for theirindividualistic role and performance.
4. Work environment and health and safety
We aim to continuously improve the work environment based on the recognition thata good and suitable place for work is essential for people to work vigorously withpeace of mind. Even when they are working in a client’s facility, we will give primary
importance to employees’ safety and security and collaborate with the clients so as toimprove the work environment.

Basic Policy on Corporate GovernanceWith the aim of realizing the mission “Create vigorous workplaces empowering
workers,” UT Group strives to expand, with a sense of speed, the environment inwhich workers expand their potential and achieve their self-realization. In so doing,
we are conscious that our business has a strong characteristic of public infrastructure,
which is the stability of individual employment and the supply of labor in corporate
production activities, and that it carries serious social responsibility. To achieve this,first and foremost, we must respect the human rights of individuals and comply withlaws, regulations and social norms with high ethical standards. In order to gain thetrust of our associates (a term for employees at UT Group), clients, other stakeholders
and society, we must also disclose information with high transparency, communicate
appropriately, and fulfill our accountability. Our business is heavily influenced bychanges in the business environment, such as fluctuations in personnel demand byclients or their markets and fluctuations in supply in the human resources market. In
order to achieve sustainable improvement of corporate value with high growth potential
while maintaining employment in such a business environment, we believe we need tobalance “Protective Governance” and “Aggressive Governance.” “Protective Governance”
means to constantly control risks and operate business in an appropriate manner, and“Aggressive Governance” means to support flexible thinking and bold risk-taking, which

UT GROUP Sustainability Data Book 2023

allow us to quickly respond to environmental changes and turn them into new business
opportunities. Based on these ideas, we position corporate governance as one of themost important management matters and will continue to strengthen it.
1. Shareholders’ rights
UT Group respects the rights of its shareholders and strives to ensure equality ofshareholders, and to create an environment in which shareholders can exercise theirrights appropriately.
2. Collaboration with stakeholders
UT Group strives to promote sustainable corporate value by working properly with its
associates, clients, business partners, and all other stakeholders.
3. Proper disclosure of information and ensuring transparency
In order to gain the trust of its shareholders and other stakeholders, UT Group actively
discloses information with high transparency and strives to disclose information in
an integrated manner so as to clearly communicate its vision and its management
strategy intended to contribute to realization of the vision.
4. Responsibilities of the Board of Directors, etc.
In order to achieve sustained improvement of corporate value which has high growthpotential, consistent with the mission “Create vigorous workplaces empowering
workers,” UT Group’s Board of Directors delegates its executive authority to executive
officers, who are instructed to make speedy decisions, in a fair manner and in thebest possible way, while providing effective oversight functions as its major role inmanagement supervision. A half of the Directors are independent so that the Board
performs effective supervisory functions from broader perspectives, without being
biased to the internal organizational viewpoint and with the benefit of the effects
of diversity in terms of knowledge of related fields, capability, industry experience,
age, and gender. . In order to make decisions in appointing directors as well as
executive officers who are responsible for business execution, and to determine theirremuneration, an advisory committee of which a majority of its members are outside
experts is established to ensure transparency. In addition, UT Group has developed aremuneration system that is well balanced from the perspectives of short- term andmedium- to-long-term, an arrangement believed to support risk-taking for growth.
The Company has also established a system to properly manage risks. The system
and its operation are consistently supervised.
5. Dialogue with shareholders
As an important aspect of its relation with shareholders the UT Group strives todisclose management direction and strategy for improving medium- to longterm corporate value, and to engage in constructive dialogue with shareholders.
The Company seeks to establish a proper structure to enable it and to get a goodunderstanding of the shareholder structure.
6. Ethical standards and corporate culture
UT Group provides public infrastructure that supports employment and production
activities and, based on its awareness of social responsibility as expressed bybeing engaged with each worker, UT Group strives to foster a corporate culture that
contributes to a sustainable society by adhering to local laws and regulations, as wellas international norms, including respects of human rights.

Basic Policy on Sustainability

UT Group strives to create, with client companies, good workplaces that allow many
workers to be empowered and pursue their potential, and to increase workplaces
where both workers and companies grow in a virtuous circle. Under the mission “Create
vigorous workplaces empowering workers,” all UT Group executives and employees
are expected to naturally contribute to the sustainable coexistence and co-prosperityof individuals and society by realizing an "organization in which diverse individuals arerecognized and mutually benefit by interaction with each other.“
1. Respect individual dignity

Respect of individual dignity is essentially the corporate purpose of UT Group, whichaims to realize a society in which all motivated people are equally given opportunities
for skill development and career formation, and are treated fairly. While striving toensure the security and safety of the working environment and information security,
we will work to create an organization in which diverse individuals are recognized andutilized by each other.
2. Broaden potential of individuals
UT Group will strive to enhance career support that enables many individuals to
pursue their individuality and potential throughout their lives. We will also expand
our business and its domains through sound transactions so that we can sustainably
provide employment and growth opportunities.
3. Maintain the coexistence and prosperity of individuals and society
UT Group strives to create and increase with, client companies, good workplaces
where both workers and companies grow in a virtuous circle in order to provide adependable workplace where as many people as possible are empowered and work
vigorously for a long time. In doing so, we will always have a public perspective Also,
not only will we vigorously comply with social ethics and prevailing trends, but also
will strengthen corporate governance and to reduce environmental impact. We willthus strive to maintain the coexistence and mutual prosperity of individuals andsociety with strong connections to the public perspective.

Basic Policy on Stakeholder Engagement

UT Group is aware of its social responsibility as a company that provides public
infrastructure such as stable employment and labor supply. In order to be a company
trusted by society and stakeholders, we find it important to accurately grasp demands
and expectations related to UT Group and respond to them. We will thus appropriately
collect and disclose information, engage in dialogue and other communication, andcooperate with stakeholders.
1. Policy for dealing with employees
We strive to achieve both employee satisfaction and customer satisfaction by providing
an environment that supports each employee's self-fulfillment through their work.
2. Policy for dealing with client companies
We strive to achieve both customer satisfaction and employee satisfaction throughthe provision of services by our highly motivated human resources and activities toimprove the working environment.
3. Policy for dealing with job seekers
We will work to expand the potential of each individual job seeker by addressing
their individual careers and providing advice on career development and accurate
information about work and the company.
4. Policy for dealing with shareholders and investors
We place great importance on transparent management and information disclosure.
We will communicate in accordance with our IR policy to ensure transparency andfairness.

Basic Policy on Internal Control System

1. System to ensure execution of duties by Directors and employees of the Company
in conformity with laws and regulations and the Articles of Incorporation of theCompany(1) Important matters concerning execution of business that may affect the Company
and its entire Group are identified and discussed at the Board of Directors meeting.
The President & Representative Director reports the status of business execution of
the Company and matters deemed important to the Board of Directors. In addition,
External Directors are selected to maintain and enhance supervisory functions
concerning execution of duties by Directors.

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The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

Appendix(2) The UT Group Compliance Risk Management Conference, chaired by the lead
person in charge of the compliance division and with participation by an outside
lawyer among others, has been established as an advisory entity serving the Boardof Directors. The Conference discusses compliance policy and action plans of theCompany and its Group, studies matters needed to ensure legal compliance and fair
execution of duties, does research on violation of laws, regulations, and internal rules,
and establishes recurrence prevention measures.
(3) The Code of Conduct and the UT Group Compliance Code of Conduct stipulate
appropriate actions to comply with laws and regulations, social norms, internal rules
and other rules to be taken. The Company strives to make officers and employees of
the Group to be well aware of this and comply with it.
(4) Concerning promotion of compliance, the Company has established the UTGroup Compliance Manual. Officers and employees of the Company and its Group
Companies attend seminars and other events and are instructed to perform duties
and management by taking compliance as one of their own issues in their respective
position.
(5) A whistle-blower system has been established to enable consulting on possibleor actual organizational or individual legal violations or fraudulent acts and to
appropriately handle the information. By making use of the system, the Company
endeavors to prevent scandals caused by fraudulent and other acts, detect problems
early, and become more agile in improving its ability to govern itself.
(6) The Internal Audit Division has been established to examine, evaluate, and report thestatus of corporate organization establishment and compliance, effectiveness andefficiency of business management to maintain and improve internal control.
2. System to ensure the preservation and management of information related to
execution of duties by Directors(1) The minutes of the Board of Directors meetings and related materials are properly
preserved and managed in accordance with laws and regulations as well as theCompany’s Document Management Regulations and Board of Directors Regulations.
(2) Concerning information management and periods of retention, the Information
Security Management Regulations and the UT Group Compliance Manual have been
established to put in place a system to retain and manage information.
3. Regulations and other organizational structures to manage risk of losses(1) The UT Group Compliance Risk Management Conference determines the types ofrisks of the Company and its Group to be managed, controls and evaluates these risks,
takes steps to prevent risk occurrence, and, in the event of risk occurrence, minimizes
loss and establishes recurrence prevention measures.
(2) In case of an emergency, the Company takes prompt, appropriate action in accordancewith the Rules Concerning Emergency Response, which aims at minimizing damage.
An emergency headquarters, led by the President & Representative Director, will be incharge of crisis management.
4. System to ensure efficient execution of duties by Directors of the Company(1) A regular Board of Directors meeting is held once a month and an extraordinary Boardof Directors meeting is held as needed; all are to decide on important matters andsupervise the execution of duties by Directors among other activities.
(2) The Company has defined resolution matters and reporting matters of the Boardof Directors meeting in the Board of Directors Regulations, and responsibility andauthority of each organization and each job position concerning execution of duties in
the Job Position Authority Regulations.
(3) The Company has also adopted an Executive Officer System to separate businesssupervisory functions and business execution functions and improve effectiveness of
the Board of Directors by granting a part of the Board of Directors’ decision-making
authority of business execution to Executive Officers.
(4) In the Management Committee, which is chaired by the President & Representative
Director and is comprised of Full-time Directors and Executive Officers, importantmatters concerning execution are discussed.

5. System to ensure appropriate operations of a corporate group that consists of theCompany and its subsidiaries(1) As a holding company that controls the business of its Group, the Company
appropriately exercises rights of shareholders to its subsidiaries from the perspectiveof maximizing corporate value of its Group. The Company also regularly receives
reporting from its subsidiaries on their status of management, execution of duties, andfinancial position, in accordance with the “Management Regulations of Subsidiaries
and Affiliates,” and the Management Committee confirms whether Directors of Group
Companies efficiently execute their duties.
(2) With regard to management of the Company’s subsidiaries, Directors of theCompany’s Group Companies who concurrently serve as the Company’s Executive
Officers, or Directors of the Company’s Group Companies who are elected by theCompany ensure that the Company’s prior approval is required for the subsidiaries’
important matters, including business strategy and business plans, which is based on
the Company Group Policy. In principle, a subsidiary of the Company’s subsidiary is
managed and controlled through the subsidiary.
(3) The UT Group Compliance Risk Management Conference is in charge of and promotes
compliance of the entire Company Group, and the Company’s Internal Audit Division
audits its subsidiaries in accordance with the Management Regulations of Subsidiaries
and Affiliates and the Internal Audit Regulations and from the perspective of matchingwith laws and regulations, the Articles of Incorporation, internal rules, and other rules.
(4) The Code of Conduct, UT Group Compliance Code of Conduct, and UT Group
Compliance Manual have been adopted by the entire Company Group. The Company
strives to make Directors and employees of the Group Companies to be well awareof taking appropriate actions in compliance with laws and regulations, social norms,
internal rules and other rules.
6. Matters concerning the Director and employee who assist auditing duties of the
Audit & Supervisory Committee; matters concerning independence of the Director
and employee from Directors (excluding Directors who are Audit & Supervisory
Committee Members); and matters concerning securing effectiveness of
instructions to the employee(1) When requested by the Audit & Supervisory Committee, an employee who performs
assistance to duties of the Committee will be selected and be dedicated to performing
assistance to the Audit & Supervisory Committee. With regard to nomination of
personnel, Directors (excluding Directors who are Audit & Supervisory Committee
Members; referred as “Audit & Supervisory Committee Members” hereafter) exchange
opinions with the Audit & Supervisory Committee and obtain its agreement.
(2) Directors (excluding Audit & Supervisory Committee Members) do not have theauthority to issue orders to the employee who performs assistance. The employee
follows orders from the Audit & Supervisory Committee.
(3) Disciplinary action to the employee who performs assistance needs to be agreed by
the Audit & Supervisory Committee.
7. System for Directors and employees of the Company to report to the Audit &Supervisory Committee and systems for others to report to Audit & Supervisory
Committee(1) In order to understand important decision-making processes and the status ofexecution of duties, Audit & Supervisory Committee Members attend the Boardof Directors meetings and other important meetings, inspect major requests forapproval and other important documents concerning execution of duties, and request
explanation to Directors and employees as needed.
(2) The Audit & Supervisory Committee collaborates with the Auditing Company byreceiving briefings on accounting audit details and exchanging information.
(3) The Audit & Supervisory Committee can request reporting on execution of duties to
Directors and employees of the Company’s subsidiaries, who in turn shall promptly
respond to the request. The Company makes Directors and employees of theCompany’s subsidiaries to be well aware of this point. In case they detect a violation

to laws and regulations or its possibility, they promptly report it to the Audit &Supervisory Committee.
(4) Concerning information on the whistle-blower system common to the Company
and its Group Companies, departments in charge regularly report to the Audit &Supervisory Committee.
(5) The Company prohibits any party from treating the whistle blower to the Audit &Supervisory Committee in any manner disadvantageous on the grounds of thewhistle-blowing disclosure and seeks that Directors and employees be well aware ofthis point.
8. Matters concerning policy on procedures for expenses arising from performance of
duties of the Company’s Audit & Supervisory Committee Members
Directors (excluding Audit & Supervisory Committee Members) cooperate withaudit by Audit & Supervisory Committee Members and budget a certain amountfor the payment of expenses and other costs arising from the auditing to secure its
effectiveness.
9. Other arrangements to ensure that audits by the Audit & Supervisory Committee isconducted effectively(1) Audit & Supervisory Committee Members audit execution of duties by Directors andExecutive Officers based on the Audit & Supervisory Committee’s Auditing Standards
and according to the audit plan.
(2) Audit & Supervisory Committee Members attend the Board of Directors meetings andother important meetings, and provide their opinions as needed.
(3) Audit & Supervisory Committee Members regularly exchange information andcollaborate with the Auditing Company and the Internal Audit Division, and havemeetings with the President & Representative Director as appropriate.
10. System to ensure credibility in financial reporting(1) In order to ensure appropriate accounting treatment and improve credibility infinancial reporting, the Company has adopted diverse types of regulations concerning
accounting operations, has assigned an Officer in charge concerning information
disclosure, and strives to put in place an internal control system concerning financial
reporting and to enhance its effectiveness.
(2) The Audit & Supervisory Committee conducts audits concerning internal control
related to financial reporting, in accordance with the Audit & Supervisory Committee’s
Audit Performance Standard Concerning Internal Control System.
(3) In case that the Audit & Supervisory Committee determines that the internal control
related to financial reporting does not address significant risks, the Committee points
it out to Officers in charge of finance in a timely and appropriate manner, and ask for
improvement as is deemed necessary.
11. Basic Views on Eliminating Anti-Social Forces and arrangements
As a part of systems to ensure appropriateness of operation, the Company’s basic
views on eliminating anti-social forces are clearly stated as follows and the systems
are established.
(1) Basic views on eliminating anti-social forces
As a basic policy, the Company Group is determined to stand against anti-social
forces that threaten civil society and eliminate any relationship with them. The Groupprohibits all Directors and employees to use anti-social forces and any individual
or group that is related to them, and to be related with them in any way, including
provision of money and cooperation.
(2) Arrangements for eliminating anti-social forces(i) The Company has adopted the UT Group Compliance Manual, which calls forelimination of any relationship with anti-social forces and strives to make Directors
and employees of the Group to be well aware of and comply with it.
(ii) The Company and its Group Companies have stipulated in the Standard on
Eliminating Anti-Social Forces and the Detailed Rules on Investigating and Eliminating
Anti- Social Forces measures needed to eliminate anti-social forces from all activities
including contracts exchanged by the Company and its Group Companies.

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The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

Appendix(iii)In case that the Company is contacted by anti-social forces, the Company’s
department in charge is prepared to deal with it in cooperation with police andlawyers.

Basic Policy on Risk Management

UT Group aims to continuously increase corporate value while making high growth. For
this reason, we believe it is important to take strong action to convert environmental
changes into business opportunities, while at the same time appropriately controllingrisks in business operations. Consonant with our mission “Create vigorous workplaces
empowering workers,” this Basic Policy is adopted as a guideline for protecting andenhancing corporate value and protecting the trust that society and stakeholders hold in
the Group.
1. Integrated management of risks
We will identify risks that may impede the sustainable improvement of corporate
value and establish a system for integrated management throughout the Group toprevent risks.
2. Quick response to risks
If a risk arises, we will endeavor to conserve our management resources by taking
appropriate and prompt action and minimize damage to our stakeholders.
3. Life and safety first
In the event of an emergency such as a disaster, we will put human life and safety firstand act in cooperation with the local community.

Basic Policy on Compliance

UT Group's business has an aspect as a public infrastructure and a social responsibility
that helps broaden the potential of its workers and plays a role in securing employment
and supplying the labor force. Unlike dealing with material objects or energy, thisincludes responsibility for the desire and potential of each worker. We at UT Group arestrongly aware of this and maintain a basic compliance policy to ensure that all of ourcorporate activities are fair and remain trusted by society and stakeholders.
1. Awareness of social responsibility
We will ensure that all UT Group officers and employees are aware that our businessplays a social role in securing employment and supplying the labor force, and we willtake appropriate action to gain the trust of society and stakeholders.
2. Compliance with laws, social norms, and internal rules
We will properly understand and comply with the laws and social norms establishedby each country where we do business, and we will act in an orderly manner based on
the UT Group's Articles of Incorporation and internal rules.
3. Respect for human rights and creation of the environment in which each employee
can achieve self-realization
We will support and respect international norms on human rights. Moreover, we strive
to create a good workplace where we can help employees develop their individuality
and abilities, broaden their potential, and achieve self-realization.
4. Fair competition and trade
We always engage in fair trade, and fair and transparent competition, to maintainhealthy relationships with our suppliers.
5. Proper information management
We will strictly manage business secrets relating to our customers, personal
information relating to employees and others, and significant undisclosed facts in thecourse of our business, so as to prevent them from being leaked to third parties.
6. Elimination of anti-social forces
We will refrain from all relations with anti-social forces and organizations that pose athreat to social order and security, and we will respond to unjust requests in a resolutemanner.

7. Ongoing compliance education
We will provide ongoing compliance education to our officers and employees, so as topromote corporate activities that are trusted by society and stakeholders.

Basic Policy on Information Security

UT Group handles an immense amount of information, including personal and client
information, in order to provide the public infrastructure that secures employment andsupplies the labor force. Based on the view that ensuring of the proper management
and information security is one of the important management issues for the proper andsmooth operation of UT Group's business, the Basic Policy on Information Security isestablished as a guideline for protecting information assets.
1. Information security system
We will establish a group-wide information security system in order to protect all
information assets held by the Group.
2. Protection of information assets
We will take necessary organizational, human, technical, and physical measures toensure the security of information assets.
3. Compliance with relevant laws and regulations
We will comply with various laws, regulations, and other rules concerning information
security.
4. Information security education
We will provide education and training on information security to our officers andemployees in accordance with the nature of their assignments and strive to improveinformation security literacy.

Basic Policy on Environment

Just as each individual is the one and only in the world, the environment of this planet,
which is the stage for all people’s lives and for all corporate activities, is also theinvaluable one and only. UT Group has established a basic policy on the environmental
in order to ensure that all officers and employees understand the importance of theenvironment and give consideration to the global environment of the present and thefuture in performing their business activities.
1. Compliance with environmental laws and regulations and environmental-relatedagreements
UT Group will understand and comply with environmental laws and regulations ineach country and international environmental-related agreements.
2. Reduction in environmental impact
UT Group will strive to make efficient use of environmental resources, reducegreenhouse gases emitted as a result of its business activities, and conserve theglobal environment.
3. Environmental education and awareness raising
UT Group will carry out educational activities to ensure that officers and employees ofeach group company understand the importance of environmental conservation.

UT Group Policy on Human Rights

The UT Group's mission is to "create vigorous workplaces empowering workers.” We
will contribute to the growth of our customers' businesses and a sustainable society byhelping each individual who is motivated to work to acquire the ability to demonstrate
their own individuality through the act of working. Our business is really about supporting
the growth of people who work. As a precondition for this, we recognize that respecting
the human rights of each and every person is fundamental to our corporate activities.
We have therefore prescribed this policy here in order to respect the human rights of all
people and we will promote initiatives to respect human rights.

1. Basic concept
The UT Group recognizes the importance of respecting human rights as a company
that supports the growth of each individual and provides the public infrastructureof employment stability and labor supply. As international human rights standards,
we understand the International Bill of Human Rights and the ILO Declaration on
Fundamental Principles and Rights at Work and we will promote respect for humanrights.
We will comply with the human rights laws and regulations of the countries andregions in which we operate, implement appropriate measures when rights are
violated, and will not tolerate discrimination or harassment of any kind.
2. Scope of application
This Policy applies to all UT Group officers and employees. We also expect all ourbusiness partners to respect human rights in accordance with this policy.
3. Human rights issues related to business activities(1) Forced labor, modern slavery and child labor
We respect above all the will and desire of workers to work and do not tolerate any
form of forced labor, human trafficking, modern slavery, or labor practices that violate
human rights. Furthermore, we do not tolerate child labor and adhere to the legal
minimum age in all countries and regions where we do business.
(2) Discrimination and harassment
We do not tolerate any form of discrimination based on race, ethnicity, creed, social
status, gender, sexual orientation or gender identity, physical or mental disability orillness, or employment status, nor do we tolerate any form of harassment, whether
physical or mental. We will create a workplace that respects each individual, provides
fair opportunities, and treats employees fairly so that they can demonstrate theirdiverse personalities.
(3) Working conditions, working hours, and living wage
We aim to create a quality workplace where all employees can work vigorously andexperience growth through career development that suits each individual. Therefore,
we will properly manage wages, working hours, and employee welfare benefits tomeet the requirements of applicable laws and labor agreements. In addition, we
will work closely with client companies to reduce excessive working hours beyond
compliance with laws and regulations and develop high-quality workplaces thatprovide employees with compensation that exceeds a living wage.
(4) Occupational health and safety
We believe that a safe and healthy workplace is essential for working vigorously. For
this reason, we aim to create a better working environment not only in the workplaces
we manage, but also in collaboration with the companies to which we dispatch
workers.
(5) Privacy
We will properly manage all personal information obtained in the course of ourbusiness, take the utmost care not to infringe on privacy, and allow it to be used only
for legitimate purposes. We will strive to take all possible measures to ensure theaccuracy, security, and confidentiality of the personal information we store.
(6) Freedom of association and the right to collective bargaining
We respect freedom of association and the right to collective bargaining in accordancewith applicable laws and regulations in the countries and regions in which we operate.
4. Establishment of support desk
We will establish a consultation desk to receive consultations on human rights from
employees and stakeholders of the UT Group.
5. Remedies
If it becomes apparent that there is a human rights violation involving the UT Group,
we will endeavor to remedy it through appropriate procedures.
6. Education
We will provide appropriate education and training to ensure that all UT Group officers
and employees understand human rights and to ensure the effectiveness of this policy.

30
The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders

UT GROUP Sustainability Data Book 2023

Appendix
7. Dialogue
In the course of implementing this policy, we will receive advice from outside experts
and engage in dialogue with stakeholders.

UT Group Basic Policy on Hiring

7UT Group believes that providing employment opportunities to all those who havethe will to work and continuously increasing their value by acquiring the ability to work
will lead to an increase in UT Group’s corporate value. Based on this policy, UT Group
employs as many people as possible who are motivated to work and accelerates businessactivities that expand their potential.
1. Respond to each individual's desire to work
We believe that the willingness of each person to work is of paramount importance.
We will employ as many people as possible who have the will to work, while
respecting their individuality and diversity regardless of their age, gender, educational
background, and nationality.
2. Discover the potential of each individual
When hiring human resources, we look at not only their present situation but also
their desire to grow, and actively seek out their future potential in the hiring process.
3. Provide employment opportunities that are optimal for each individual
We will provide the most suitable workplace and employment opportunities, taking
into consideration the will, aptitude, career plan, etc. of each individual.

UT Group Basic Policy on Human Resource Development

UT Group believes that working people are the most important asset of the Group, andthat each working person should believe in his or her own potential, grow by taking
on challenges, and increase his or her own value, which will lead to an increase in UTGroup’s corporate value. As a unique indicator that represents this approach, the term
“Work creating value”—the sum of Total personnel expenses and Operating profit—has
been defined and is used as one of the evaluation indicators for corporate value. As acareer platform that increases the value of people through work, UT Group is dedicatedto supporting the growth of each worker and to developing human resources with highvalue that are useful to society. For that purpose, UT Group will promote human resource
development based on this policy.
1. Provide each individual with a fair opportunity
We respect the will of each individual and endeavor to provide fair career development
opportunities to all those who have the will to grow by developing systematic systems
and mechanisms for career development. These include assignments to appropriate
workplaces that enable growth through work, as well as career interviews, educationand vocational training, and evaluation systems.
2. Create a system and culture that supports each individual who takes on achallenge
We will endeavor to foster an organizational culture in which everyone can always takeon a challenge constructively by establishing systems and mechanisms that allow
individuals to take on challenges as many times as possible, using their failures as asource of empowerment for their tireless efforts and aspirations to take on challenges.
3. Address each individual as an organization
As an organization, we will sincerely address each individual’s situation and issues andprovide opportunities for them to inspire each other, so that diverse human resources
become empowered and their teams and organizations also become more powerful.

UT Group Basic Policy on Workplace Development

UT Group recognizes that creating a quality workplace where each and every worker
can work vigorously and with peace of mind is a fundamental and important businessfoundation for its corporate activities, and it conducts business development based on
this policy. In addition to the improvements to the environment undertaken by UT Group,
we will work together with our clients to continuously improve the working environment
and promote the creation of an environment that supports the career development andgrowth of workers together with our clients.
1. Continuous creation of quality workplaces
We aim to create a number of quality workplaces where workers can make the mostof their individuality, expand their possibilities, and sense their growth. Our ideal
workplaces are where as many people as possible can work vigorously.
2. Establishment of an occupational health and safety management system
We place the highest priority on the safety and health of workers and have built amanagement system based on the occupational health and safety management
system, which we are continually improving.
3. Compliance with relevant laws and regulations
We will comply with laws and regulations related to occupational health and safety inthe countries and regions where we operate.
4. Continuous improvement of the working environment through collaboration withclient companies
We will endeavor to create safe, employee-friendly workplaces by cooperating withclient companies where we dispatch our workers, such as by setting up meetings on
health and safety with them.
5. Encouragement of employees to actively improve the workplace
We will endeavor to build a system in which employees themselves can actively
improve the workplace environment through dialogue with the UT Group Employee
Association, which is composed of UT Group employees, the use of opinions on
workplace improvements received at the consultation desk, and independent
workplace activities to propose improvements.

UT Group Basic Policy on Social Contribution Activities

UT Group's Mission to "Create vigorous workplaces empowering workers" is based on thebasic idea that people who have the will to work can expand their potential as long as
they have the right opportunity, and by realizing that environment broadly, society as awhole can be better. We believe that one of our social responsibilities is to cooperate withthe local community and society beyond the framework of our business, and to create anenvironment in which each individual can work vigorously.
1. Provision of reassurance, bonding and growth for workers
UT Group provides support for areas with high social and public interest that
contribute to reassurance, bonding and growth for people who have the will to work,
such as those who are in difficult circumstances and have difficulty working vigorously
even if they want to.
2. Cooperation and collaboration with stakeholders
UT Group will collaborate with local communities, government agencies, NPOs andNGOs in implementing social contribution activities, and provide financial support.
We will actively disseminate information about our activities both internally andexternally.
3. Regular verification and review for effective support
UT Group verifies social contribution activities based on regular reports and strives toimprove such activities so that it can provide effective support.

Privacy Policy

1. When we obtain personal information, we will identify the purpose of use andwill do so in a legal and fair manner within the scope of our legitimate business
operations.
2. We will use the personal information it has acquired only within the scope of its

intended use, and will take measures to prevent any unintended use.
3. When we consign or provide personal information to a third party, we will select a
person who meets the sufficient level of protection and take appropriate measures
based on contracts, etc.
4. We will comply with laws and regulations concerning the handling of personal
information, national guidelines and other codes.
5. We recognize risks such as leakage, loss or damage to personal information,
establishes internal standards and systems of responsibility for preventing andcorrecting such risks, and takes appropriate measures.
6. We will respond promptly and honestly to complaints and consultations
concerning the handling of personal information from the individual.
7. Recognizing the importance of protecting personal information, we will endeavor
to protect personal information appropriately, and will continue to improve thesystem and system of management to protect personal information.

Client Information Protection Policy

1. We shall fully recognize our mission and responsibility in being engaged in
manufacturing of semiconductors, flat panel displays and other products andsincerely protect personal data and client information.
2. We shall be conscious of being a corporate group that makes and implements awide range of solution proposals to client manufacturers. We shall implement
appropriate measures to maintain confidentiality of information asset, ensure theircompleteness, and protect this asset from external threat.
3. We shall develop and implement measures to prevent illegal access, loss,
destruction, alteration and/or leakage of client information in the possession of
the UT Group.
4. We shall observe all laws, ordinances and standards concerning client information.
5. We shall educate our executives and employees to raise awareness about
information security and ensure full information security literacy. We shall monitor
our information protection measures, and continue review and improvement.
6. We shall strive to prevent information security accidents. In the event such
accident should occur, corrective measures shall be promptly implemented.

Disseminating information to stakeholders

We have been publishing an integrated
report since FY3/2021, with an emphasis
on appropriate information disclosureand communication to our stakeholders.
The Integrated Report has been compiled
to convey the information in an easy-tounderstand manner by unraveling how theUT Group supports the stable employmentof workers and their growth from theperspective of the UT Group's unique value
chain. In addition to the interview to the
President, those responsible for businessdivisions and our associates in various
workplaces have been featured to make iteasier to understand our operations.
The Integrated Report is available on UTGroup’s website. Related information is
also available in the Sustainability sectionof the website.

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The UT Group's sustainability up to datePublishing of the UT Group Sustainability Data Book
Materiality and the UT Group

Individuals’ potential to be broadened
Development of HR

Securing of talented people
Diversity and inclusion

Continuous strengthening of the businessfoundation
Appropriate work practices

Health and safety of associates
Data security

Fair and transparent organizational controls
Business ethics

Corporate governance
Code of Conduct

Environmentally-friendly and sustainablebusiness operations
Development of environmental policies andenvironmental management

Appendix

Disseminating information to stakeholders