In the current phase of accelerating growth in MIRAI (future) domains such as “urban and regional development/Corporate DX and GX” businesses and global businesses, our customer base is expanding from conventional telecommunication carriers to local governments and private enterprises, and collaboration partners are also increasing due to the integration of Seibu Construction Co., Ltd. and Kokusai Kogyo Co., Ltd. So, the Group are strengthening stakeholder engagement mainly in efforts toward the Purpose (meaning of existence) and Mission (public mission), which defines the Group stance toward different.

Listed below are major opinions and questions that we received in dialogue with shareholders and investors. They are fed back to the management personnel for the improvement of management and the strengthening of engagement.

* For the content of dialogue with shareholders and investors, click here.

We believe that its sustainable growth and corporate value enhancement in the future can only be achieved through understanding the human rights of all stakeholders involved in the corporate activities and by fulfilling its group-wide responsibility to respect human rights. Therefore, we are addressing “Respect for Human Rights” as part of our materiality.

Additionally, to enhance corporate value by increasing value creation capabilities through diverse ideas and perspectives, we are also focusing on “Promoting Diversity & Inclusion” as part of our materiality.

In July 2022, the Group established the “MIRAIT ONE Group: Basic Policy on Human Rights” as its top level policy on human rights to send out a strong message of its commitment on the respect for human rights and clearly identify its awareness within the Group. This policy also aims to promote actions that respect human rights in all corporate activities in collaboration with various stakeholders. Since then, based on this policy, all employees of the Group have been acting with an awareness of respecting human rights as the foundation of all its business activities. We aim to build a company that is widely trusted by society and contribute to the realization of a sustainable society.

To ensure that all officers and employees understand and respect human rights issues involving all corporate activities, the “Human Rights and D&I Committee” has been established under the ESG Management Promotion Committee, chaired by the President and CEO (see Activities). The committee reports on risk situations related to human rights and diversity, discusses issues and measures to be addressed, and works to strengthen human rights management and promote diversity and inclusion measures.

The Group takes the protection of workers’ rights seriously by never using child labor or forced labor and paying wages above the minimum wage level mandated by law. Even in extremely adverse business situations, the Group has made every effort to maintain the employment of its employees and has never dismissed any employee by nomination or liquidation.

In addition, we have conducted stratified training and compliance promotion activities to raise awareness of human rights. Three types of hotlines, the “Compliance Meyasubako,” “Nandemo Sodanshitsu (consultation window for anything),” and “External Reporting Line, “ are on standby for problem-solving while giving due consideration to whistleblower protection.

The MIRAIT ONE Group strives to build stable labor-management relations by establishing opportunities for regular labor-management consultations in order to develop the company and maintain and improve the working conditions of its employees based on mutual trust between labor and management. In order to conduct proactive business operations and ensure the sound development of the company, we regularly hold liaison meetings as well as meetings of the Working Hours Optimization Committee for labor and management to exchange opinions on business plans and other important issues.

To accelerate our business transformation towards going “Beyond a Telecommunications Construction Company,” we have been intensifying the following human resource development strategy since FY 2023. From FY 2024, we have formulated the “Human Resources Version: MIRAIT ONE’s Value Creation Model” as a value creation story that closely aligns this initiative with our Group-wide management strategy and directly links it to enhancing corporate value.

The MIRAIT ONE Group has formulated and disclosed the “Human Resources Version: MIRAIT ONE’s Value Creation Model” in June 2024 to further accelerate the “MIRAIT ONE Group Vision 2030,” which we have been focusing on since FY 2022, and Change 1 “People-centric management” from the 5th Medium-Term Management Plan, as well as the “Business Growth through Human Resource Growth” that we have been fully implementing since FY 2023. Our group is developing this model as a “value creation story that connects management strategy and human resource development strategy.” We will promote various measures in “People-centric management” and “Human Resource Growth Strategy” by categorizing them into four investment themes: Creating human resources for growth areas,” “Recruiting and developing competitive human resources,” “Promoting diverse human resources and creating a diverse and flexible work environment,” and “Promoting health-oriented management.” Since FY 2024, we have set “Creating 1,000 or more human resources for growth areas (by FY 2026)” and “Engagement score rating” as representative KPIs for these investments. Through these efforts, we are implementing a PDCA cycle aimed at realizing the “MIRAIT ONE Group Vision 2030,” the 5th Medium-Term Management Plan, and sustainable enhancement of corporate value.

*1: Disclosure scope: MIRAIT ONE Corporation (non-consolidated) excluding items marked with *2 or *3.
*2: Disclosure scope: MIRAIT ONE Group.
*3: Disclosure scope: MIRAIT ONE Corporation (non-consolidated) & Kokusai Kogyo Co., Ltd. (non-consolidated)
*4: Number of interviewees for development interviews conducted as part of the Micro (employee) CDP.
*5: Number of individuals who have implemented or experienced growth areas through contracts such as secondments outside the company.
*6: Number of individuals with qualifications spanning two or more fields.
*7: Follow-up interviews for early turnover countermeasures for young employees.
*8: In FY 2023, 28 individuals completed the foundational course.
*9: Professional engineers, first-class certified architects, and first-class chief electricity engineers, etc.
*10: Proportion of female engineers among all female employees.

We continue to focus on “creating human resources for growth areas” and the “Mirai College” initiative towards “creating human resources for growth areas” and “recruiting and developing competitive human resources,” themes in our business portfolio transformation to go “Beyond a Telecommunications Construction Company.” In FY 2023, MIRAIT ONE Corporation (non-consolidated) conducted approximately 2,400 one-on-one interviews to match macro CDP* with micro CDP, and promoted the creation of about 300 human resources. We aim to steadily achieve the FY 2026 goal of creating “over 1,000 human resources” in growth areas by continuing efforts to create over 200 human resources in FY 2024. During the above oneon- one interview process, we confirmed that many employees are willing to take on challenges in growth areas such as “MIRAI (future) domains” aimed at going “Beyond a elecommunications Construction Company.” However, many also expressed a desire to value the skills and experiences they've cultivated in the telecommunications nfrastructure domain. In response, we strengthened mechanisms allowing employees to challenge new areas without department transfers and enhanced supervisors’ interviewing skills through specialized training to better understand employees' hopes and true feelings.

The “Mirai College,” established in 2022 for “individual reskilling,” a prerequisite for human resource mobility, expanded to 333 courses in FY 2023, focusing on new themes related to growth areas. In total, approximately 19,000 people, including those from our group and partner companies, utilized these courses. In FY 2024, we plan to further expand the number of courses (to 400) and promote ncreased usage among Group and partner companies, striving to achieve our FY 2026 goals of “over 500 courses” and “over 23,000 total users.” Additionally, we will accelerate the acquisition of multiple qualifications by further strengthening the quality and quantity of training menus.

*Career Development Program

With the expansion of societal needs for “corporate DX and GX” and “urban and regional development,” along with the progress of our aforementioned business ortfolio transformation, the number of “MIRAI (future) domain” projects has been steadily increasing and a labor shortage has become apparent.Therefore, we are focusing on recruiting human resources. In FY 2023, we particularly strengthened our new graduate recruitment efforts. We appointed a professional as the recruitment manager and significantly expanded our recruitment organization. Additionally, we revamped our recruitment scheme through initiatives such as unified recruiter activities involving executives and employees, utilization of social media, and introduction of casual interviews. As a result, we achieved a significantly higher umber of new graduate hires compared to the previous fiscal year. For cutting-edge fields in the “MIRAI (future) domains” and global businesses, we are focusing on mid-career recruitment of external talent. Regarding retention, whether for new graduates or mid-career hires, we are making efforts to ensure that newly recruited talent becomes productive and remains with the company. This includes carefully listening to their preferences before department assignments and providing thorough explanations of job descriptions.

As part of ongoing monitoring to appropriately evolve the “Human Resources Version: MIRAIT ONE's Value Creation Model,” we launched a new engagement survey in FY 2023, which will serve as a fixed point of reference. In FY 2023, this survey was conducted with approximately 3,500 employees of MIRAIT ONE Corporation (non-consolidated), resulting in a rating of B (score: 49). Going forward, we plan to further promote smart work-lifestyle reform and accelerate the PDCA cycle to enhance employee engagement.

The personnel training system of the MIRAIT ONE Group comprises the “sectorial model system,” designed to enhance specialized professional capabilities for business operations, and “stratified training system,” aimed at promoting mastery of universalknow-how required at each professional level. Together, the system supports the growth of each employee and systematically reinforces human capital that backs up future business growth.

From introductory training for workers who have just joinedthe company to training for senior managers, our program is designed to enable each employee to acquire the skills and knowledge required to fulfill the roles expected at the respective level, as well as skills and knowledge they need to learn in each career stage. In particular, we offer extensive education and training programs for new employees, which are designed to enable them to succeed in their careers regardless of whether they have a scientific or liberal arts background. Additionally, we have established an interview program to match macro CDP (business strategy) with micro CDP (employees) through dialogue, encouraging active challenges in obtaining various qualifications. We also respond to individual employees' growth aspirations by implementing a reward system based on the difficulty level of ualifications. Furthermore, we conduct training for developing DX human resources and have introduced an internal DX certification system.

*1: MIRAIT Corporation, MIRAIT Technologies Corporation, TTK Co., Ltd., SOLCOM Co., Ltd., Shikokutsuken Co., Ltd.
*2: MIRAIT ONE Corporation, TTK Co., Ltd., SOLCOM Co., Ltd., Shikokutsuken Co, Ltd., Seibu Construction Co., Ltd.,　MIRAIT ONE SYSTEMS Corporation
*3: MIRAIT ONE Corporation, TTK Co., Ltd., SOLCOM Co., Ltd., Shikokutsuken Co., Ltd., Seibu Construction Co., Ltd., MIRAIT ONE SYSTEMS Corporation, Kokusai Kogyo Co., Ltd.

We have a mentoring program in place for new employees. Under this program, a senior employee is appointed as the mentor for each new employee, aside from his or her supervisor at the assigned section, to provide guidance and counseling. The program is designed to encourage new employees (mentees) to grow spontaneously and autonomously through awareness and advice based on dialogue. The feedback on regular reporting and monthly interviews in this program support the growth of new employees as well as that of senior employees who serve as mentors.

Meanwhile, for the systematic development of next-generation management executives from a medium- to long-term perspective, we established the “MIRAIT ONE Group Mirai Juku” in July 2020. By conducting specific solutions to the Group’s management issues, workshop and discussion-based training programs for future management-level candidate human resources, including those from Group companies, will broaden participants' perspectives on corporate management and enhance their ability to respond appropriately as managers. The discussions and examinations within and among training teams also help cultivate an internal network and a mentality of assuming responsibility for the future management of the Company's group on their own. In FY 2023, we are in the process of fostering the third phase.

The MIRAIT ONE Group conducts various training programs for employees hired at their overseas locations. For instance, the Lantrovision Group assigns a full-time staff in charge of human resource development and training. The Group provides a wide range of programs from basic training on on-site cable design, construction, testing, etc. to practical training involving bidding, quoting, and contracts to raise employees’ skills and motivation. In addition, the Group has taken the initiative in obtaining cable vendor certifications to strengthen quality control, enhance improve customer satisfaction and bolster business competitiveness.

We also recruit and dispatch overseas trainees, mainly young employees of the MIRAIT ONE Group, to learn technologies in green power generation projects promoted by our overseas subsidiaries and to develop human resources that will support our global businesses in the future.

The MIRAIT ONE Group has in place a compensation systemthat outperforms labor-related laws and regulations, beyond compliance with the Labor Standards Law and other labor-related laws and regulations, to enhance employees’ job satisfaction even further. In addition, in respect of the idea of equal pay for equal work, we ensure that non-regular employees are treated fairly and equitably with regular employees. For instance, non-regular employees are compensated at the same extra rate as regular employees for special work and overtime allowances, etc., and granted special leave and offered opportunities for promotion to regular employees.

In the third investment theme of the Human Resources Version: MIRAIT ONE’s Value Creation Model, “Promoting diverse human esources and creating a diverse and flexible work environment,” we continue to focus on “personnel system reform” and “MIRAIT ONE’s smart work-lifestyle reform” to provide support for the aforementioned “human resource development strategy” and “forming a group of human resources that will transform the future.” In the area of “personnel system reform,” we launched comeback iring in FY 2023. Additionally, 14 employees have been working under the job-based employment system, and 70 employees are engaged in the internal side jobs, showing progress in the adoption of flexible personnel systems. Additionally, we established the “Work-Lifestyle Reform Award” as an internal recognition program to promote awareness of personal reform under the motto “Create 20%, Utilize 20%.” This award recognizes exemplary cases that actively utilize new systems, such as hybrid working styles (real/ remote) and meeting management, to promote and acceleratework-lifestyle reform. Furthermore, as mentioned earlier, we have initiated an engagement survey to visualize the progress and penetration status of smart work-lifestyle reform.

Our goal is to create a worksite environment where employees find it easy to balance work and family life and promote their well-being. To this end, we have introduced no-overtime days, encourage employees to leave work on time, and support employees taking their annual paid leave before or after the Golden Week holidays, New Year holidays, summer vacation, etc. Additionally, we recommend bridge holidays to extend fragmented holidays into longer breaks, plus-one holidays to add an extra day to long weekends, and post-project vacation. We are committed to reducing total working hours by raising operational efficiency through KAIZEN (improvement) activities and promotion of ICT utilization at each workplace, and using a PC log system to monitor/record the appropriate working hours.

We have created an environment in which all of our diverse human resources can efficiently succeed while achieving work-life balance. This is accomplished through the promotion of flextime, partially flexible shifts, variable working hours and remote work (working from home, on business trips, or at satellite offices).

In addition, as a cost reduction measure for telecommuters, a daily subsidy of 200 yen is provided based on the number of days of implementation.

In July 2021, MIRAIT Holdings Corporation, MIRAIT Corporation and MIRAIT Technologies Corporation (companies prior to merger) began paying work-at-home employees a subsidy corresponding to the number of telecommuting days at the rate of 200 yen/day to help them cut expenses.

For details, click here.