Medium-Term Management Plan artience 2027 | Integrated Report 2026 Human Capital Strategy: Enhancing Human Resources Globally

Published on June 30, 2026

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Progress in Human Capital Strategy

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

Our group's human capital strategy is closely linked to our management plan artience 2027/2030 "GROWTH," and we regard human capital as a management resource necessary to achieve GROWTH. In particular, by implementing strategies that support the critical management challenge of "business portfolio transformation," we recognize that FY2025 achieved certain results in the three pillars of our human capital strategy.

Acquiring talent globally

Regarding the first pillar, which we consider most important, "Securing talent that can drive business growth," we are systematically advancing the hiring of engineers mainly in strategic priority businesses as well as in high-profit existing businesses. In particular, we believe that acquiring outstanding overseas talent is essential to enhance technological development capabilities and productivity, and in fiscal year 2025, we began hiring engineers in India. Regarding the recruitment of Indian talent, it is important not only for individual abilities but also because the Indian market is expected to continue growing and is also important as a base for rapid expansion in Africa. In the future, we are also considering recruiting personnel involved in management, not just technical staff.

Fostering a culture of challenge

We will explain the progress of the second pillar, "Promoting employee challenges and growth, and fostering a culture of challenge." With the new personnel system launched in fiscal 2024, we have shifted to an evaluation system that places greater emphasis on individual abilities, achievements, and a spirit of challenge. To promote this, we restructure the education system under the name 'growth field,' equipping students with leadership and problem-solving skills required at each level. Additionally, we have implemented a new recurrent education program called "Growth+" for mid-level to senior employees, which has shown certain effects in boosting employee motivation and engagement. Regarding strengthening global talent, the challenge is how to develop Japanese staff so that they can take on more proactive challenges overseas. We are enhancing the content with the goal of enabling them to acquire various skills and perspectives by experiencing the diverse programs of the "Growth Field."
Currently, KPIs are being formulated to improve productivity alongside human resource development. At production sites, while promoting smart factories, we are strengthening initiatives to improve productivity by enhancing each individual's abilities. We hope this will lead to improvements in ROIC in the future.

The third is "creating an environment that makes the most of diverse individuals." We create an environment where each employee with a diverse background can thrive. The gender imbalance among employees has long been a challenge for our company, but in April 2026, women accounted for 54.2% of new graduate hires, a 9.2-point increase from the previous year, indicating that the results of recent years are gradually becoming apparent.

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 Education and training expenses 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.

Improving engagement

In recent years, we have frequently received inquiries from investors about engagement scores. The 2025 engagement survey will target approximately 5,500 participants (an increase of 2,000 from the previous year), with an overall score of 83, an improvement of 7 points from the previous year. The survey results pointed out that while strength is cited as support for the management philosophy, relationships with supervisors, and integrity, issues such as the inability to eliminate unnecessary and wasteful rules and interdepartmental collaboration have been pointed out. We provide feedback to each department, and for those with issues, we encourage them to proactively plan and implement improvement measures.
To improve engagement, it is important to establish a system that values employees' motivation to take on challenges. Going forward, we plan to continue effectively operating programs such as the Career Challenge System and establish mechanisms to evaluate employees' new initiatives and challenges.

As head of HR, aiming to strengthen human resources including overseas

artience 's management philosophy, "People-oriented management," is about each employee performing at their best and maximizing the potential of our talent. To achieve this, I believe it is my responsibility to establish HR systems and diverse talent training programs. As our overseas business grows, the number of employees at overseas subsidiaries is also increasing, and it is necessary to establish robust systems and frameworks for developing these human resources. This fiscal year, as a new initiative, we are gathering employees from overseas subsidiaries who have become executives in recent years to Japan and conducting training for executives. In addition, meetings with overseas HR managers and managers are planned, and applications from various regions have exceeded expectations. At this meeting, discussions will deepen on how to conduct engagement surveys and promote talent rotation across regions.
Going forward, as head of human resources, we will continue to implement various initiatives and aim to enhance human resource capabilities globally.

Integrated Report

Human Resources Management