"Respect for People"
~Initiatives for Empowering Diverse Human Capital Resources~

In order to promote the “maximization of human value” that we have set out as a materiality, in 2024 we established the “Type of talent we seek” and “Type of organization we aspire to be” based on our Guiding Principles, Corporate Philosophy, etc., and organized specific talent strategies and measures to achieve them. NHK Spring aims to maximize the value of people by combining the “individual power” of each person with the “organizational power” that makes the most of each individual, and by fostering an organizational culture in which diverse talent can feel a sense of growth and fulfillment and demonstrate their abilities.

Centered on the DE&I Promotion Project, launched in FY2021, our FY2023 initiatives included women’s leadership training, diversity training for managers, seminars to support balancing work and childcare, and labor–management co-sponsored events such as parent–child cooking classes. Under the 2026 Medium-Term Management Plan, we will extend diversity promotion initiatives to Group companies as well. Furthermore, the Diversity Promotion Project has been integrated into the Sustainability Promotion Committee and will now be advanced through its subcommittee activities.

Since its launch in FY2018, the Smart Work Project has promoted diverse and flexible work styles through initiatives such as the introduction of a telecommuting system and a coreless flextime system, as well as efforts to improve work–life balance by reducing total working hours and encouraging the use of annual leave, undertaken collaboratively by labor and management. As these initiatives have produced measurable results, the Smart Work Project was concluded in an advanced form at the end of FY2023. Going forward, workstyle reform initiatives will be accelerated through efforts focused on DX promotion and enhanced employee engagement.

In FY2023, we revised the personnel system for managers to reduce the weight of seniority and establish a more performance-based framework. Following this, we are also advancing reforms to the personnel system for union members, including reviews of the grading, evaluation, and "type of talent we seek" and the "type of organization we aspire to be". 
We are also strengthening investment in people through measures such as base salary increases, expanded allowances, and enhanced benefits. In FY2023, we significantly expanded the license allowance system for employees holding public qualifications, and in April 2024, we implemented a substantial base salary increase.

Aiming to create workplaces where employees, including women and older workers, can work safely and with peace of mind while promoting diversity, we are strengthening initiatives at each plant to reduce heavy labor.
In health promotion, initiatives in FY2023 included mental health education, health-related events, and dietary education activities. To eliminate harassment, we disseminate information through compliance newsletters, conduct annual compliance awareness surveys, and provide thematic training programs on harassment. Through these efforts, we raise awareness to ensure compliance with laws and corporate ethics.

Concerning the indicators that require monitoring and vision (goals) we should aim for, we will review our conventional approach to totaling indicators and the items subject to totaling and examine ways to achieve greater disclosure from now on.

*Performance and goals pertain to conditions in NHK Spring only.
*The ratio of female managers and ratio of female new graduates hired for career track positions are actual figures as of April 1, 2024. The ratio of male employees taking childcare leave and employee engagement diagnostic results are actual figures for FY2023.
*The employee engagement diagnosis conducted by NHK Spring is a survey focused on employee experience and has a maximum score of 100. Only specific employees are targeted by the survey.