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ーA Corporate Culture of Taking on Challenges ー

At CyberAgent, employees significantly contribute to our competitiveness and are thesource of our corporate growth. It goes without saying that we have focused on humanresource development, but our efforts do more than just that.
We believe cultivating a corporate culture and foundation of growth for our talentcomes first.
We spoke with Senior Managing Executive Officer Yuko Ishida to learn more about ourhuman resource development policy, our philosophy regarding “self-leadership” and“freedom and responsibility,” as well as why 87.5%* of employees believe working atCyberAgent is “meaningful and rewarding.”* Stress test conducted in FY2023

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Yuko Ishida
Senior Managing Executive Officer
General Manager, Recruitment Strategy DivisionCorporate Culture: The Foundation ofEmployee Development― What is CyberAgent’s human resource development policy?
Our mission is to “nurture talent with decision-makingexperience.” We aim to develop talent with self-reliance and theability to make their own decisions so that they may growindependently.
To achieve this goal, we identify the unique talents of eachemployee and utilize their knowledge and skills while also
providing tasks and opportunities to develop their strengths. As
they gain various experiences and knowledge in the process,even failure becomes a valuable ingredient for the next
opportunity. We consider this entire cycle to be “humanresource development.”
Of course, every employee must possess the knowledge
necessary for each division/line of work and receive training invarious areas, such as risk management and leadership.
However, rather than a one-size-fits-all approach, we prefer to leteach business and line of work create its own development plan
based on what best supports growth in their respective positions.
This is because, as a company that deploys diverse businesses
in line with changing times and technological innovation, theskills and knowledge required are constantly being updated.
Training alone won't help our people to grow. These efforts
would be pointless without providing a 'nurturing foundation'
where they can make use of what they have learned and haveopportunities to make decisions and implement them.
Since the dawn of the internet, we have worked to realize ourvision “to create the 21st century’s leading company” and havegrown by cultivating new markets and developing numerous
business ventures. The cumulative experience of success andfailure over the past 25 years has created a culture of taking onchallenges, even the most difficult ones.
The growth of individuals can be achieved by a combination of
the number of decisions they've made and the difficulty of themissions they've been on. Missions completed will lead to thecompany's growth- so the individual's growth equals thec o m p a n y ' s g r o w t h . We b e l i e v e t h a t c r e a t i n g g r o w t hopportunities for individual employees is critical to thedevelopment of our people.

Ideally, We Want to Cultivate a Cycle of
Self-Growth for Employees― Since CyberAgent’s foundation, there have been a numberof original growth measures and systems.
We value being self-directed to "think, decide, and do yourwork." The same goes for training and development - we canthink and try quickly as long as it is part of our principle torecruit, develop, nurture, and place people.
A notable example of this philosophy is Ashita Kaigi (Meetingfor Tomorrow), which brings together management andemployees from different areas and levels of experience todiscuss issues and future prospects for the company. The main
purpose of this meeting is to generate new business andregularly identify issues within the company. But it is also avaluable opportunity for employees to stimulate management
thinking. It has helped to launch countless initiatives.

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Ashita Kaigi is an annual company-wide event, but it is also heldon a smaller scale in each subsidiary, division, department,profession, and age group, contributing to the growth of many
employees.
Examples of Ashita Kaigi initiatives include Career Agent, ourinternal headhunting team, and GEPPO, a survey system tomonitor employee conditions and career aspirations. Bycollecting and analyzing information on employees, we canidentify their talents and help them to develop and achieve
appropriate placement.
Career Agent is also responsible for the operation of Career
Challenge, an internal transfer listing system for employeesinterested in changing divisions, which has successfullytransferred roughly 70% of applicants.
Another example is YMCA (Young Man CyberAgent), a projectthat supports and encourages young employees in their 20s.
This project brings together willing younger members to discuss
issues such as how to further develop high-performing
20-somethings, what factors are missing in younger employees
like themselves, and what activities can benefit the company inthe future. Younger members think for themselves, make theirown decisions, and carry out activities, recruiting those aroundthem as they see fit. These activities are then passed on to thenext generation. The whole process is an opportunity for growth.
"Freedom and responsibility" is an important philosophy atCyberAgent. These activities to think freely and realize one'svisions with one's own hands also help to bring out themotivation and commitment of the members. Simply put, ourYuko Ishida
Senior Managing Executive Officer
General Manager,
Recruitment Strategy Division

Apr. 2004 Joined CyberAgent, Inc.
Feb. 2013 President of Pashaoku, Inc.
Sep. 2014 President of Woman&Crowd, Inc.
Oct. 2016 Executive OfficerOct. 2020 Senior Managing Executive Officer(current position)

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ideal is for people to achieve a natural cycle of self-learning, overcoming challenges on their own andusing any failures to move on to the next opportunity as they see fit. This ensures the growth of both
our people and our business.
― How is top management involved in employee development?
At CyberAgent, executives and employees have a close relationship where they can freely consult with

Our unique measures and projects to elicit motivation and commitment
Explanatory note

［Typical Initiatives］

CultureHuman Resource Development

2000

Creativity
Technological Capability

each other, and there is a high level of executive participation in various internal events, such as
recruitment activities and social gatherings. We pride ourselves on our high level of internal

Created Visioncommunication, both in terms of frequency and quality. When executives are committed to employee
development, it boosts the enthusiasm and intent of those on the receiving side, our employees.
involves extensive discussion of member-related agendas. This is where we share information about
members' current circumstances and decide their placement based on their profile pictures. As a company

2005

Internal transfer
recruitment
systemCAJJ Program
Transformed to CAKK
program in 2022.

――What kind of personality will be needed to take the company forward?

Strengthen
recruitment andtraining of engineers

Our vision for the future is reflected in our Vision and Purpose.
We have chosen to use abstract language so that employees are free to interpret our statements andReleased
Missionstatement

visualize the company's future in relation to themselves.
It's okay for everyone to be different. We don't believe everyone's goal should be to become amanager or leader, and we don't intend to create a highly homogeneous organization.
of employees who are surprised by their own abilities." We are trying to create an environment that helps

Monthlymeeting

Career
Challenge

with over 6,000 employees, I don't think many companies of a similar size go into this level of detail.

As Managing Executive Officer and CHO Tetsuhito Soyama always says, "We want to increase the number

CyberAgentAwardTo create
the 21st century sleading company

In addition, more than half of our weekly board meeting is devoted to human talent strategies, which

87.5%* of Employees Responded That
Their Work is "Meaningful and Rewarding"*Years indicate the year inwhich each project started.

The slogan"Technology-Led
CyberAgent" is made.

GEPPO
Pulse survey toBusiness
Idea Contest*Discontinued
in 2015.

Meetingfor Tomorrow
The management meeting
to decide on new businessand solutions tochallenges

CA8
Director rotation
system2010

Trainersystem*Discontinued
in 2018.

Career Agent
Support for employeetransfers and talentdevelopment

ProjegtReporting

check employee scondition

List organizational
and individual goals
on a poster063

macalonpackage

YMCA
our people be motivated, be themselves, be self-directed, and perform to the best of their potential.

2015

System for supporting
young people at
the workplace

ENERGY
System for supporting
engineers s careersand skill training― Have you noticed any differences since the Purpose was first introduced?

Career
Programshift is regardless of the length of service. Whether they are in their first year or their tenth, they can beclearer about their own intentions and what they want to achieve. I believe that the introduction of thefuture that the company is aiming for and overlap it with their own raison d'être.

high compared to the average in Japan.
I imagine that 'why do you think so' is different for everyone. However, I believe that creating anenvironment where people can feel a clear sense of growth is one aspect that contributes greatly.
At CyberAgent, we select and promote people for new opportunities on a regular basis. It's not about
handing out titles. It's about valuing people and giving them certain types of work with highexpectations - even for tasks that may seem small. The cycle of decision-making, success or failure,

CAramelNext-genManagementOfficePurpose has increased the number of employees motivated to work because they resonate with the― 87.5% of employees responded that their work is "meaningful and rewarding,"*1, which is quite

YJC

JB

The clarity of the vision that each of the employees has seems to have improved considerably. ThisDeveloperExperts
Program

2020
Created Purpose

To break throughstagnation with new power
and the internet

perspective shifts more toward the bigger picture, leading to encouraging a team mindset aroundthem. Ultimately, these things make for a meaningful and rewarding workplace.
In recent years, human capital has become a more widely recognized concept, and at CyberAgent, we
also believe that people are our best source of competitiveness and business growth.
We will continue to broaden the horizons of each and every one of our employees and aim for evengreater growth. I believe that the new businesses and values created through such ventures will help
create a vibrant society.
* Stress test conducted in FY2023

Recruitment projectby employees who
are not in the HR
department

Financial
Strategy Meetings

Executive
Education
for leadership
succession

Reskilling
CenterPresentations by businessheads on their strategies for
managerial development
and business growth

CTO
Management
Officeand reflection and learning will build confidence in our people.
When employees see how their own growth contributes to the organization as a whole, their

System for supporting
women atthe workplace

CAKK Program
Meeting structure forcontinuous improvementof the group scorporate value

TechDE&IProject

Principalrecognition
system forengineers andscientists

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New employees
who feel they are taking
on challenges*
Senior Managing Executive Office Yuta Iizuka, who provides opportunities for dialog
with over 70 new and prospective employees, explains that "people are the mostimportant thing for a company's growth, which is why I believe it is important for me
to fulfill my role by meeting directly with the people I will be working with to help them
* New employee respondents:
Employees in the April 2023 CyberAgent Business Course

understand the company and its operations, and to pique their interest in thecompany. Another reason I'm eager to meet with young employees is to identify theirtalents as soon as possible.""Regardless of how long they have been with the company, employees at CyberAgentare given a great deal of autonomy. In fact, I myself launched Sirok, Inc. as a
subsidiary when I was still a prospective employee. I want them to know that if they

Yuta Iizuka
Senior Managing Executive Officer
Nov. 2011 President of SIROK, Inc. (current position)
Apr. 2012 Joined CyberAgent, Inc.
Oct. 2014 Became CyberAgent's youngest Executive Officer (at the time)
Oct. 2020 Senior Managing Executive Officer (current position)find the right approach and work hard, such as being the first to volunteer for projects
and setting high goals, they can achieve unimaginable things. I also believe that acompany's culture can flourish when new hires are given the opportunity to makedecisions and contribute to an atmosphere conducive to achieving their best."