Policies and Basic Approach

As global competition intensifies, we recognize that diverse values are important for the sustainable development of our business. Employees with varied backgrounds are active globally in the Inabata Group. To allow everyone to fully demonstrate their strengths, we focus on improving measures and systems for fair employment, placement, evaluation, treatment, and promotion regardless of race, religion, nationality, age, gender, sexual orientation, or disability. We strive to foster an organizational culture that respects the individuality and abilities of each employee, accepts and utilizes diversity, and facilitates teamwork. We also promote diversity and inclusion as part of the materiality issue of “fostering and strengthening the human capital driving the value creation.”

• Sustainability at the Inabata Group：Materiality

Targets

In the Sustainability Medium-term Plan 2026, we set strategies, KPIs, and targets.

The results for FY2024 are as follows.

Structure

The Inabata Group has a diversity and inclusion promotion system in place where the senior managing executive officer in charge of administrative affairs bears the ultimate responsibility while the Human Resources Office coordinates efforts. Cooperating with all departments, we endeavor to create a workplace environment where diverse human resources can make the most of their strengths and continue to work energetically.

Fostering a D&I culture

From May to July 2024, as part of our D&I initiatives, we conducted an e-learning course on unconscious bias for all employees. The training aims to help employees recognize biases that anyone can have, regardless of gender or position, and develop the ability to manage them appropriately. Focusing on gender bias, the program provides an opportunity for employees to become aware of their own thinking biases, fostering a culture that embraces diverse perspectives and promoting a psychologically safe workplace.
In addition, in April 2024 we introduced a three-minute video training service aimed at raising sustainability awareness. Every two weeks, featured videos are selected to encourage employee participation and viewing. Videos related to D&I are also actively featured to foster a workplace culture that respects diverse values.

• D&I-related video thumbnails (Source: PivottA Sustaina)

Promoting the Active Advancement of Women

We recognize that the gender gap in Japan is a significant issue for Inabata as well. We are actively promoting initiatives to create a work environment where women can thrive and to support work-life balance for all employees, including those involved in childcare and caregiving.
After organizing these issues and setting targets, we formulated an Action Plan covering the four-year period from April 1, 2024, to March 31, 2028. In particular, Target 1 is included in our Sustainability Medium-term Plan 2026, and its progress is monitored by the Sustainability Committee, which comprises all directors, to ensure its effectiveness.

• General Employer Action Plan to the Act on Promotion of Women’s Participation and Advancement in the Workplace (April 1, 2024 to March 31, 2028) *Japanese only

Main Initiatives

• Communicate messages from top management through the company intranet portal and internal newsletters
• Hold workshops for women in Staff positions
• Implement a job category transition system (enabling transitions between Staff positions/Challenge positions to Assistant positions): conduct briefings on position category changes and interviews with women in Assistant positions
• Introduce a work-from-home system to support the balance between work and childcare, nursing care, or treatment for non -work-related illnesses or injuries
• Organize information exchange sessions and networking events, in collaboration with other companies in the same industry, on themes such as designing one’s own career and work styles for women in sales positions
• Introduce a mentoring program

• Social：Labor Practices：Diverse Work Styles
• Social：Labor Practices：Helping Balance Work with Childcare or Nursing Care

Example: Introduction of Challenge Positions (C Positions)

In 2023, we introduced a new job category called the “Challenge position” (C). The Company has three position categories: Professional positions (P), Staff positions (S), and Assistant positions (A). P positions and S positions are responsible for core business operations, with P positions being managerial and S positions being non-managerial. The A position mainly focuses on support duties. Although we previously had a system allowing transfers between S and A positions, due to the nature of S position work, transfers may require relocation, which has posed a barrier for employees seeking to transfer from A to S positions.
To address this, we established Challenge position as a region-specific S position that does not require relocation. This new position category is designed to make it easier for employees in A positions, who were previously unable to apply for S positions due to relocation requirement to take on new challenges. Currently, a large proportion of employees in A positions are women, so we anticipate that the initial users will be woman in A position. However, our goal is to establish C position as a work style option, regardless of gender.
The Company has set the ratio of women in managerial positions as a key indicator and target in our Sustainability Medium-term Plan 2026. To increase the number of managers in P positions, it is necessary to enrich the pool of S positions, which represent core business roles at the non managerial level.
By establishing the C position, we aim to further support the self-realization of employees in A positions while continuously securing and developing talent as an organization.

Example: D&I Roundtable meetings between Female Employees in Staff Positions in the Sales Divisions and Senior Management

The Company regards the retention and success of female employees in Staff positions (core, non-managerial roles) in sales divisions as a key issue. From November to December 2024, we held a total of three roundtable meetings in Tokyo and Osaka between the senior managing executive officer in charge of the sales divisions and the female employees in Staff positions.
These roundtable meetings were held to provide senior management with an opportunity to directly hear candid voices from the field. Open and frank discussions took place on topics such as career development and challenges related to work environment for female employees in the sales divisions. The discussions reaffirmed the need to view　employees as individuals rather than by gender and to design flexible systems that accommodate generational differences in values.
Participants expressed that hearing directly from management increased their trust in the Company and boosted their motivation, and they shared positive views about wanting to grow as sales professionals regardless of gender.

Example: Mentoring program

We have introduced a cross-departmental mentoring program aimed at supporting the growth of junior employees, fostering a company-wide culture of development, and promoting communication across different divisions. Experienced employees (mentors) serve as advisors to new or junior employees (mentees), providing support for sharing concerns and career development through one-on-one meetings held once every one to two months. Since mentors are not the mentees’ direct supervisors, mentees can speak openly, fostering an environment that supports both motivation and personal growth. For mentors, it also provides a valuable opportunity to understand the perspectives of younger employees, creating a mutually beneficial learning experience.
This initiative is implemented not only to promote the advancement of women, but also from the perspective of fostering D&I awareness and developing talent across the organization.

Mid-Career Recruitment and Promotion to Management Positions

The Company is focusing on mid-career recruitment and promotion to management positions. By bringing in experiences, values, and networks that do not exist within the Group, we expect to incorporate diverse perspectives into our business and initiatives.
In FY2024, the number of mid-career hires was 36, accounting for 60% of all regular employees hired during the year. The proportion of mid-career hires among all employees is 34.4%, and the proportion among management positions is 30.2%, reflecting steady progress in their advancement. Among the three executive directors, two are mid-career hires. In addition, four of the 15 senior managers are mid-career hires. This demonstrates our commitment to promoting diversity by including mid-career hires in executive roles.

Support for Active Participation of Senior Employees

We are working to create an environment where Senior Employees can continue to play active roles even after reaching retirement age by making use of their extensive knowledge and experience.
We introduced the following new systems in FY2022.

• Extension of the mandatory retirement age from 60 to 65, and establishment of a senior position category for employees aged 60 to 65
• Establishment of a phased reemployment contract system for employees aged 65 to 70
• Implementation of career training and skill development support for employees in their 40s and 50s

• Society: Human Resource Development: Career Development Support: Career Training for Employees in their 40s and 50s

Development of Local Employees

For the Inabata Group, whose strengths lie in its people and information, enhancing the capabilities of local employees working around the world is essential to achieving sustainable, long-term growth.
Since 2014, we have been holding the Global Staff Meeting with the aim of sharing our Management Philosophy, Mission, Vision, and IK Values, as well as promoting talent exchange beyond national and cultural boundaries. Selected local employees from around the world are invited to the Head Office, where they engage in active discussions over two days through group work conducted in English.
The meetings were suspended from FY2020 as a preventive measure against COVID-19, but were resumed in October 2023 for the first time in four years. Eighteen members from Japan and overseas participated. By sharing IK Values with one another, participants engaged in a wide range of discussions aimed at expanding networks among local employees, and developing future leaders. The president also joined the meeting on the second day. In addition, we have provided support for education, training, and the development of systems tailored to the specific challenges and circumstances of each country in Singapore, Vietnam, Malaysia, and Indonesia. These initiatives include basic technical skills training , such as operational rules delivered through multilingual e-learning, as well as manager development programs, with the goal of raising the overall capabilities of local employees.
Through these training programs, the Inabata Group is working to develop the global talent required for its continued growth.

To support the Group’s continued global growth, we are strengthening the promotion of local employees to executive positions. Currently, two local employees serve as presidents of overseas subsidiaries in Taiwan and the United States. At present, with the aim of enhancing motivation among of local employees at overseas subsidiaries and making career paths, we have begun developing promotion criteria as well as selection and evaluation processes for appointments to executive management positions. We aim to introduce these systems during FY2025. This initiative, which promotes the expansion of the overseas sales ratio and the creation of locally driven businesses, is positioned as a key measure in the Sustainability Medium-term Plan 2026.

Support for the Advancement of People with Disabilities

We are committed to expanding employment opportunities for people with diverse disabilities, and to enhance the quality of those opportunities. We believe that promoting the employment of people with disabilities brings a wide range of benefits, including enhanced corporate value, the creation of a diverse organization, and improvements in operational efficiency and productivity.
Regarding employment opportunities, we conduct recruitment activities year-round through public employment services such as Hello Work.
After joining the Company, we support the retention and active participation of employees with disabilities by working in collaboration with employment support organizations to provide regular follow-up meetings. In addition, we offer training for their respective departments and the Human Resources Office on general knowledge and characteristics related to disabilities. As one example, to promote employee health and advance the employment of people with disabilities, we opened massage rooms at both our Tokyo and Osaka head offices in the spring of 2023. Individuals with visual impairments are employed as health keepers at these facilities. These health keepers hold national qualifications, such as those for anma (Japanese massage), massage, and shiatsu, and provide massage services as well as health-related advice.
We also provide reasonable accommodations for employees with hearing impairments, such as adding captions to training videos and utilizing transcripts during online meetings.