In the process of growth in MIRAI (future) domains such as “urban and regional development/Corporate DX and GX” and global businesses, customer segments expanded from conventional telecommunication carriers to local governments and private enterprises, and collaboration partners will also significantly increase. So, the Group will strength stakeholder engagement mainly in efforts toward the Purpose (meaning of existence) and Mission (public mission), which defines the Group stance toward different stakeholders.

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.

The MIRAIT ONE Group has launched group-wide efforts to earn the utmost satisfaction and trust of its customers based on its primary Mission (public mission) of creating a better environment where people and society can coexist in harmony. The Group believes 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.

In July 2022, the Group established the “MIRAIT ONE Group Basic Policy on Human Rights” as its top 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. The Group is dedicated to promoting actions on the respect for human rights in all its corporate activities in collaboration with various stakeholders. Based on the concept described above, the Group has emphasized “Respect for Human Rights and Promotion of Diversity and Inclusion” as one of its material issues. Based on this policy, all employees of the Group will act with an awareness of respect for human rights as the foundation of all its business activities, as we aim to build a company that is widely trusted by all members of society and contributes 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.

The MIRAIT ONE Group, with a focus on Change 1: “People-centric management” in its Medium-term Management Plan, has expanded investment in human capital, the source of value creation.

We have positioned FY 2023 as the first year of “business growth through human resource growth,” and we will accelerate our “human resource system that supports challenges” and “strategic human resource development,” aiming to mobilize more than 1,000 employees in the next three years until FY 2026 to “MIRAI (future) domains” and other growth fields.

Specifically, the Career Company*1 will promote the flow of human resources into growth areas such as the Corporate/Environmental and Social Infrastructure domain, while the Solutions Business Company*2 will strengthen the acquisition of human resources through mid-career recruitment and M&A, in addition to the flow of human resources from the Career Business Organization, etc., for further expansion in the Corporate/Environmental and Social Infrastructure domain and the MIRAI (future) domains.

*1 NTT business and Multi Carrier Business
*2 Environmental and social innovation business / ICT Solutions Business

In order to ensure the mobility of human resources, it is also important to mobilize work without organizational personnel transfers (shifting of work content). Therefore, we operate a flexible personnel system to link individual challenges to company growth, including partial application of a job-type system, an in-house side job system, and strategic secondments to external companies.

In addition, in the advanced fields related to the MIRAI (future) domains, in addition to the participation of human resources from various fields in internal projects, since there are many areas where internal achievements are still limited, a system to foster core human resources through strategic secondment to other companies, recurrent education at universities and specialized institutions, and study abroad and overseas trainee programs has been institutionalized and put into operation in FY 2023.

In July 2022, we opened “Mirai College,” an in-house university to strengthen diverse skills including “data insight utilization skills” and “DX skills.” Also, we encourage individual workers to “gain multiple skills,” involving “mobile,” “cloud,” “renewable energy,” “plan suggestion” and “project management” in order to reskill each individual, which is a precondition for shifting human resources to growth fields. The Mirai College, consisting of real campuses (Chiba/Saitama/Hyogo) and digital campuses,

offers courses in the three fields of “Technical Faculty (technical skills),” “Management Faculty (management skills),” and “Social Faculty (social skills).” In FY 2022, more than 70% of all 14,000 Group employees took advantage of the courses. In FY 2023, in addition to accelerating the expansion of the program to partner companies, the Digital Campus will be broadened to 300 courses, mainly related to “MIRAI (future) domains,” and the Real Campus will also extend “strategic learning” for business expansion and development by enhancing facilities and equipment. Through these efforts, we will promote the development of human resources who will be responsible for both the creation of “MIRAI (future) domains” businesses and the steady growth of their footprints.

To raise the effectiveness of these investments in human capital, we aim to achieve the percentage of personnel with multiple qualifications to 50% or higher by FY 2026 as a non-financial target in our Medium-term Management Plan.

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 universal know-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 joined the 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. Through the aforementioned embodiment of their own goals and career development by the CDP, we encourage employees to actively take on the challenge of obtaining various certifications. In addition, our reward system based on the degree of difficulty is designed to meet the growth aspirations of individual employees. In addition, we conduct training to develop DX human resources and have introduced an in-house DX qualification certification system.

* Until FY 2021: MIRAIT Corporation, MIRAIT Technologies Corporation, TTK Co., Ltd., SOLCOM Co., Ltd., and Shikokutsuken Co., Ltd.
FY 2022: MIRAIT ONE Corporation, TTK Co., Ltd., SOLCOM Co., Ltd., Shikokutsuken Co., Ltd., SEIBU CONSTRUCTION CO.,LTD., and MIRAIT ONE SYSTEMS Corporation

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.

The MIRAIT ONE Group established the “Workstyle Reform Declaration” to secure sustainable growth while responding to recent changes in the labor market and business environment. The Declaration is designed to promote consistent and integrated workstyle reform, consisting of three pillars: (1) realization of diverse and alternative workstyles; (2) optimization of overtime work andencouraging employees to take their annual leave; and (3) empowerment of diverse employees through flexible workstyles.

Following the COVID-19 pandemic that began in 2020, we have switched from in-person meetings to the remote format for major meetings and events including those involving the Board of Directors and Executive Committee. The use of various ICT tools and the promotion of workstyles unrestricted by location have helped us realize diverse workstyles. We are also working to develop an environment for higher productivity by streaming business efficiency with the use of Robotic Process Automation (RPA) and other means.

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, project vacations, summer vacation, etc.

We are committed to reduce 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.