Medium-Term Management Plan artience 2027 | Integrated Report 2026 Human Capital Strategy: Improving the capabilities of personnel in global operations as a whole

Published on June 30, 2026

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Progress in the human capital strategy

Operating Officers Junji Sekino — Operating Officer in charge of Human Resources, General Manager of Human Resources Department
Junji Sekino

The artience Group's human capital strategy is closely associated with the artience2027/2030“GROWTH” management plan. We see our human capital as management resources to accomplish the "GROWTH”plan. Specifically, we have implemented a strategy of supporting our business portfolio transformation, which is a key management priority. I understand that we have achieved some progress in the three pillars of our human capital strategy .

Global talent acquisition

The first initiative, which we believe is our top priority, is securing human resources to drive business growth. We are systematically recruiting engineers, mainly in strategic priority businesses and also in highly profitable existing businesses. Regarding the acquisition of competent overseas personnel as essential to improve our technology development capabilities and productivity, we started hiring engineers in India in FY2025. This is driven by not only the high skill levels of the individual personnel but also by the growth potential of the Indian market and by importance of India as a base for expanding into Africa, where rapid growth is anticipated. We are looking to hire not only engineers but also management personnel in the future.

Developing a culture of taking on challenges

The second pillar is promoting employee challenges and growth and creating a culture of challenge. In FY2024, we launched a new human resources system that emphasizes individual abilities, achievements, and a willingness to take on challenges. To implement this initiative, we reconstructed our education system, naming it growth field. We ask that our personnel acquire the leadership and problem-solving skills that are required at different career levels. We also launched the new "growth+” (growth plus) recurrent education program for mid-career and senior personnel. This has already yielded positive results in boosting employee motivation and engagement. Regarding increasing global human resources, developing global talent has become a key priority in encouraging Japanese personnel to take on overseas challenges more actively. We are working to enrich the education system with the goal of helping employees acquire a broad range of skills and perspectives by gaining experience via a wide variety of programs in growth fields.
Currently, we are working to determine key performance indicators (KPIs) for improving human resources development and productivity. Production sites are stepping up their initiatives for developing the capabilities of individual staff members to increase productivity while working on their transformation into smart factories. We hope that these efforts will help us achieve a higher ROIC in the future.

The third pillar is creating an environment that leverages the strengths of diverse individuals. We are creating an environment in which all employees can thrive, regardless of their background. The gender imbalance among our employees has been a long-standing issue for our company. In our new graduate recruitment activities for April 2026, female recruits accounted for 54.2% of new hires, up 9.2 percentage points year on year. I perceive that we are gradually seeing the results of our efforts over the past couple of years.

Overview of the human capital strategy

The artience Group places people at the center of all corporate activities, driving business growth. By enabling each and every employee to perform to the best of their abilities, we maximize the corporate value of the entire Group.

artience2027 Human Capital Strategy, quantitative measurement methods for each initiative

Human Capital Strategy	Theme	Specific initiatives	Quantitative measurement methods
Securing human resources to drive business growth	Human Capital / DE&I	Active recruitment of experienced and specialist personnel Internal job postings, career challenge programs, overseas workshops National staff development “Global Leadership Program”	Ratio of experienced and specialist human resources hired Results of each career and development initiative Ratio of national staff to executives
Promoting employee challenges and growth, and creating a culture of challenge	Human Capital	New HR system “HR Canvas” New education system “artience growth field” Promoting innovation “Incubation CANVAS TOKYO” Business idea contest “IPPO,” improvement proposal award system	Plus Try system results, engagement scores Training investment per employee Number of collaboration events, business creation results Number of contest entries, implementation results, number of improvement proposals
Creating an environment that leverages the strengths of diverse individuals	Respect for Human Rights / DE&I / Health & Productivity Management	Promoting DE&I Operating the special subsidiary Clover Biz Co., Ltd. Global initiatives to promote talent mobility Initiatives to enhance employee engagement Promoting health and productivity management	Continuation and expansion of scope of certification for work-life balance support Employment rate of people with disabilities, expansion of Clover Biz operations International transfers of national staff Engagement score Results of regular employee health checks, etc.

Enhancing employee engagement

In recent years, we have received many inquiries from investors regarding engagement scores. Approximately 5,500 employees were included in the FY2025 engagement survey, 2,000 more than in the previous fiscal year. The overall score was 83, seven points higher than the previous fiscal year. The survey results suggest that our strengths are aligned with the management philosophy, relationships with supervisors, sincerity, and other areas, and that our weaknesses are in areas like failure to remove wasteful or unnecessary rules or poor collaboration between departments. We share the results of the survey with our individual departments. We urge departments with problems to formulate and implement remedial measures.
To improve engagement, it is important that we ensure that a system that values employees' spirit of challenge and enthusiasm becomes entrenched. We will continue to implement the Career Challenge System and other schemes effectively to construct a mechanism for evaluating employees' new efforts and attempts

Aiming to develop human resources in Japan and overseas as an officer responsible for human resources

My understanding is that artience's “people-oriented management” corporate philosophy means helping every employee live up to their potential and maximizing the strengths of our personnel. I view it as my responsibility to build and refine human resources programs and many different personnel training programs. In line with the growth of our overseas businesses, the number of employees of our overseas subsidiaries is increasing. We must establish robust frameworks and programs to develop these personnel. In the current fiscal year, we are implementing a new initiative gathering together the people who became officers of overseas subsidiaries in the past few years in Japan to provide them with officer training. We are also planning to hold a meeting of human resources department managers and other personnel in management positions at overseas bases. We have received more applications to participate in this meeting from people in different regions than expected. In this meeting, we will discuss the implementation of engagement surveys and inter-regional personnel rotation in depth
As a person in charge of human resources, I will implement many different measures to improve the capabilities of our personnel in all of our global operations

Integrated Report

Human Resources Management