• Recruitment
• Human Resource Development
• Work-Life Balance Promotion
• Communication with Employees
• Diversity, Equity and Inclusion
• Health Management
• Human Rights
• Stakeholder Engagement

Recruitment

Strengthened Recruitment of New Graduates

We analyze job aptitude and aspirations to determine the optimal selection path. We provide career counseling and programming training to those with job offers. We are working to deepen understanding of the company by providing close support to students before their entry.

Promotion of recruitment through referrals

We are conducting understandable and fair recruitment by making the entire employee referral process transparent. We provide bonuses to both referrers and new hires as early as six months after joining the company, and promote initiatives to deepen understanding of referral recruitment by sharing success stories at internal networking events.

Standardization of Hiring Recruitment Methods throughout Group

We assigned a dedicated person for Group recruitment at the head office and are standardizing the recruitment procedures of each Group company. We standardized the procedures from creating job descriptions to placing advertisements, document screening, interviews, and presenting conditions, and manage interview evaluations using a common format, while sharing questions and interview methods among group companies as needed. We are working to gradually achieve complete standardization through repeated review and improvement of methods.

Human Resource Development

Basic Approach

The basic policy for our group personnel system consists of four parts: fostering professionalism, results-based evaluation, transparency of the wages system, and review of the evaluation system as necessary (efforts to ensure fairness). We have established a workplace environment that enables employees to refine their skills and reach their full potential through their work, and systems that facilitate a work-life balance based on workstyles unrestricted by time or location. We are also focusing on revitalizing communication.

Widely Disseminating the CCT WAY

We hold a total of five semi-annual “CCT WAY” training sessions mainly for young and mid-level employees with different themes, such as business logical thinking, and writing and presentation skills. Through this training, we aim to improve the basic skills necessary to embody the “CCT WAY” and to improve the perspective of employees as members of society. In 2024, employees from group companies will also participate in the training, and we are working to spread the “CCT WAY” throughout the entire group.

CCT WAY training

Theme	Description
1st Business logical thinking	Organize your thoughts systematically Think logically
2nd Writing and presentations	Communicate clearly to others using text and documents
3rd Communication of persuasion and empathy	Bring out others’ proactive actions through “logic x passion”
4th Ability to engage customers	Drive stakeholders both inside and outside the company with a sense of ownership
5th “CCT Way” Training Summary	Reflect on what was learned during the training and consider future efforts

Supporting Employee Learning with “Training System” and “Information Sharing Mechanism”

In a fast-changing IT industry, it is important to keep learning. Passive learning and active learning result in significant differences in motivation and retention. We hold voluntary study groups with the aim of fostering a culture where employees proactively learn. Highly skilled employees serve as lecturers in their areas of expertise and hold study groups online. Employees are free to participate in groups that interest them. In addition, we provide subsidies such as for examinations for qualifications required for work.

Training System

Study groups planned by highly skilled employees cover a wide range of themes, including the programming language C#, databases, 3D graphics, agile development, shape recognition, AI, and Salesforce. There is no limit to the frequency of implementation or the time per session, making them highly flexible and customizable events. Recordings are also available, so employees who were unable to attend on the day can watch it later. In addition, we also implement departmental working group initiatives providing opportunities for voluntary learning of technology.

Information Sharing Mechanism

We have implemented a human resources system that allows us to input and view the technical skills of our employees. In addition, we have created a dedicated chat room where users can post technical problems via Slack and LINE WORKS, and we have created an environment where users can easily ask questions if they have any questions when they do not know who to ask. Experts in the company respond quickly to questions so that users do not have to handle problems on their own.

Work-Life Balance Promotion

Work-Life Balance

We have created a group chat room where employees can discuss child-rearing, providing a place where employees can easily communicate with each other. We also inform all employees who have children about childcare systems, including parental leave, to raise awareness.

List of childcare support systems

System	Description
Encouragement System for Statutory and Company Parental Leave	Established an in-house consultation desk to encourage employees to take statutory parental leave. Possible to use the special leave system for childbirth as company parental leave and receive additional benefits from the health insurance society
Babysitting Assistance	Registered as a company-led babysitter use support business
Nursery School Search Assistance	Supports employees looking for nursery schools using services that are linked to company-led nursery schools nationwide

Diverse Workstyles

Employees with preschool children or those caring for family members in need of nursing care can choose to work shortened working hours. It is common for employees to have significant anxiety, especially for those returning from parental leave, until they can adjust their daily routines, so the percentage of them using shortened working hours is high. On the other hand, some employees choose to work full-time by utilizing the full flextime system or remote work system. Employees can choose a work style that suits their preferences.

List of work-life balance promotion system

System	Description
Telecommuting System	Enables working from home
Full Flextime System	Flextime system with no core working hours
Shortened Working Hours	Available depending on the circumstances when unable to work full-time due to child-rearing, caregiving, etc.
Paid Leave	Up to a maximum of 15 days can be taken from the first year of employment. Sets days encouraging the taking of leave
Hourly Paid Leave	Enables taking paid leave in one-hour increments
Refreshment Leave	For every five years of employment, employees who entered the Company during the relevant year are given refreshment leave and an honorarium

Communication with Employees

Communication Revitalization Activities

Although many employees mentioned the benefits when the remote work system was first introduced, they also began to express concerns over time about difficulties in communication. Considering the situation, we are implementing initiatives to revitalize internal communication.

List of communication revitalization activities

Activity	Description
Whole Company Meetings	Held once every six months for all employees. Each division explains their performance and future policies. Recreational activities and social gatherings are held for the meeting held at the end of the year
Officer Exchange Meetings	For mid-career employees who have few opportunities to interact with officers. Through casual conversations with officers, employees gain an understanding of the personalities of the officers, and improve communication and their sense of belonging
Exchange Workshops	Groups are formed at the division level, including all employees, and communication within divisions is promoted through work that allows them to understand the thinking and communication styles of colleagues

Diversity, Equity and Inclusion

Promoting the Advancement of Women

We have formulated a general employer action plan based on the Act on Promotion of Women’s Participation and Advancement, and are promoting the active recruitment of women. In addition, we are aiming to obtain certification as a child-rearing support company (“Kurumin”) based on the Act on Advancement of Measures to Support Raising Next-Generation Children. We will continue to work on creating an environment where women can thrive.

Promoting the Employment of People with Disabilities

We actively recruit people with disabilities. When hiring, we will confirm their desired work location, job type, skills, and considerations, and assign them to the appropriate department. After joining the company, we regularly interview employees and the department to which they are assigned to ensure that they can work with peace of mind.

Supporting International Employees

We provide necessary support to ensure that employees can work in Japan with peace of mind. This includes assistance with obtaining, changing, and renewing their status of residence, assignment to projects where communication in English is possible and introduction to a place to live immediately after arrival in Japan.

Health Management

Efforts in Kenkokeiei (Health Management)®

We are striving to address four key issues with the aim of providing a detailed response: (1) Follow-up based on health checkup results, (2) Promotion of work-life balance, (3) Revitalization of communication, and (4) Initiatives for employees working long hours.

Kenkokeiei (Health Management)® is a registered trademark of Non-Profit Organization Kenkokeiei.

Contributing to the realization of a sustainable society through health management

Under the Health Management Declaration, we are promoting health management to maintain and improve the health of each employee and to improve our productivity. We are implementing measures to address priority issues in health management, including thorough health checkups and follow-up of results, implementation of stretching training, operation of workshops to facilitate communication within each division, and monthly checks of long working hours employees and fatigue checks. As a result of these efforts, we have been certified as a 2025 Health and Productivity Management Excellent Corporation (Large Corporation Category) in March 2025. We will continue to promote health management and aim to contribute to the realization of a sustainable society.

Human Rights

Basic Approach

Believing that respect for the human rights of stakeholders is essential for realizing sustainable growth, Our Group places great importance on international norms, including the UN Guiding Principles on Business and Human Rights. Our Group respects the fundamental human rights of stakeholders and does not tolerate discrimination or harassment on the basis of gender, age, nationality, race, religion, disability, or other differences. In addition, we do not permit child labor, forced labor, or labor for unfairly low wages.

Stakeholder Engagement

Engagement with employees

Although many employees mentioned the benefits of the remote work system, they also began to express concerns over time about difficulties in communication with colleagues outside of their immediate teams. Considering the situation, we have been implementing annual initiatives with specific themes to revitalize internal communication since three years ago. Furthermore, starting this fiscal year, we began conducting employee engagement surveys to increase employee engagement and to create an organization where each and every individual can contribute. By conducting surveys on a quarterly basis, we will visualize the state of the organization and employees, promote consideration of measures to solve issues, and aim to improve productivity.

Engagement with shareholders and investors

We hold semi-annual earnings briefings for institutional investors given by the president and provide archived broadcasts. While awareness among domestic institutional investors has improved, we are actively participating in conferences and small meetings hosted by securities companies and working to expand opportunities for one-on-one meetings in order to increase awareness among overseas institutional investors. However, the number of meetings with institutional investors decreased significantly in FY2024. We believe that the main reasons for this are the decline in sales growth, which has reduced the attractiveness as a growth stock, and the significant drop in stock price, which has failed to meet investment criteria. First, we will steadily achieve the current fiscal year’s plan and work to improve trust in sustainable and stable growth.

Number of events held(FY)

Number of meetings with institutional investors(FY)