We believe that our 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 our 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.

After establishing the “MIRAIT ONE Group: Basic Policy of Human Rights” in 2022, human rights due diligence was conducted in FY 2024. At MIRAIT ONE Corporation and its subsidiaries, we identified high-risk areas and issues requiring response. As a result, we have now entered a phase of implementing specific countermeasures to address those risks.

To ensure that all officers and employees understand and respect human rights issues involving all corporate activities, the “Compliance, Risk Management, and Human Rights Committee” has been established as a corporate function (see Governance). The committee reports on risk situations related to human rights and discusses issues and measures to address them, working to strengthen human rights management.

Our Group takes the protection of workers’ rights seriously by never using child labor or forced labor, and pays wages above the minimum wage level mandated by law. In addition, we have conducted stratified training and compliance promotion activities to raise awareness of human rights. Three types of hotlines, the “Compliance Meyasubako (suggestion box),” “Nandemo Sodanshitsu (consultation room 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 “virtuous cycle” generated through people-centric management, which has accelerated since 2023, is now entering its second round, expanding to include external stakeholders such as partner companies. Going forward, we aim to further expand this virtuous cycle under the “Human Resources Version: MIRAIT ONE’s Value Creation Model,” introduced last year, and pursue greater value creation, thereby enhancing Group synergies, capital efficiency, and corporate value.

*1: Disclosure Scope: Unless marked *2, *3, *4, figures are for MIRAIT ONE Corporation (non-consolidated). Target-setting for KPIs without target figures in parentheses is under review for future disclosure. Management and target-setting of related KPIs for consolidated subsidiaries outside this disclosure scope are also under review for future disclosure; therefore, no consolidated-base KPIs are presented.
*2: Disclosure Scope: MIRAIT ONE Group. Target-setting for KPIs without target figures in parentheses is under review for future disclosure.
*3: Disclosure Scope: MIRAIT ONE Corporation (non-consolidated) & Kokusai Kogyo Co., Ltd. (non-consolidated). Target-setting for KPIs without target figures in parentheses is under review for future disclosure. Management and target-setting of related KPIs for consolidated subsidiaries outside this disclosure scope are also under review for future disclosure; therefore, no consolidated-base KPIs are presented.
*4: KPI Overview: Number of employees who received development interviews for micro (employee) CDP.
*5: KPI Overview: Number of employees who experienced/implemented growth areas externally under secondment or other contract types.
*6: KPI Overview: Number of employees with qualifications spanning two or more fields.
*7: KPI Overview: In FY 2024, of these, 253 employees completed both the basic course and the specialized (installation, field, performance) practical courses.
*8: KPI Overview: Professional engineers, first-class architects, and first-class chief electrical engineers, etc.
*9: KPI Overview: Percentage of engineers among all female employees.

Since FY 2022, under the “MIRAIT ONE Group Vision 2030” and the 5th Medium-Term Management Plan, the Change 1 “People-centric management” initiative—”Business Growth through Human Resource Development,” has progressed as planned. For the KPI, “Creating human resources of over 1,000 for growth areas (by FY 2026),” we have surpassed the halfway point, with more than 700 achieved by the end of FY 2024. We plan to gain momentum toward achieving the KPI target by increasing this to over 900 in FY 2025. Meanwhile, rapid market growth in some areas such as data center-related businesses and urban and regional development has outpaced our personnel shift efforts, presenting the challenge of how to quickly allocate additional personnel in these areas. Meanwhile, to improve our Group’s capital efficiency, corporate value, and maximize Group synergies, “personnel integration” is steadily progressing. Between our company, SEIBU CONSTRUCTION CO., LTD., and Kokusai Kogyo Co., Ltd., multilayered personnel exchange is promoted. Including other business companies, about 20–30 personnel are seconded mutually each year to foster human integration.

Additionally, integration occurs without secondment at project, site, and even non-business event levels, building a framework for synergy via natural communication. At the management level, coordination is also being strengthened: our company not only assigns executive-class personnel to SEIBU CONSTRUCTION CO., LTD. and Kokusai Kogyo Co., Ltd. but also has the management teams of both companies actively participate in discussions and decision-making on Group policies at the Group Executive Committee, driven by a strong sense of ownership. Furthermore, vibrant cross- Group discussions are held in executive retreats, fostering a strong sense of unity and participation.

We are also focusing on personnel system reforms aimed at creating mechanisms that allow existing talent to thrive over the long term and strengthening retention. Since FY 2025, the expanded and enhanced “post-retirement reemployment system” has already been utilized by more than 80 employees. In addition, we are broadening the scope of the job-based employment system, which has been partially introduced—mainly for managers— since FY 2023, and are working to apply it to about 50 employees in FY 2025. Regarding wage increases, we have been implementing them continuously and in FY 2025, taking into account recent inflation as well as support for childcare and nursing care, we raised salaries—including base pay—as an investment in personnel, and increased bonuses in line with business performance. Furthermore, as a new initiative, we are considering introducing a “multiple-track personnel promotion system” to better reward professionals in specialized fields. In FY 2024, we examined hiring highly skilled specialists in cutting-edge areas of the MIRAI (future) domains and making our compensation system more flexible for them, and we also introduced course-based recruitment to better accommodate the initial placement requests of job applicants.

In the engagement survey started in FY 2023, the score for FY 2024 rose by 1.4 points year-on-year to 50.4 points. This improvement was achieved by encouraging managers in departments that had relatively low organizational scores in the previous year to make individual improvements, and by steadily implementing measures within the PDCA cycle at the departmental level. Specifically, some departments improved their scores through a single-focus improvement approach, targeting one specific survey item, while others—where many worked from home required all members to come to the office once a week for an all-hands meeting, which energized communication and led to score improvements. By continuing steady PDCA efforts, we aim to raise the score to 51 or higher in FY 2025, and to 52 or higher in FY 2026, steadily building improvement. Going forward, we also plan to extend the engagement survey beyond MIRAIT ONE Corporation to our Group companies to measure engagement across the Group in a unified manner and drive further improvement.

To support business structure reform toward “Beyond a Telecommunications Construction Company,” Mirai College was launched in 2022 as a place to provide “learning” and “connection” to each employee, offering about 110 courses. By the end of FY 2024, the number of courses had expanded to 432, and usage had increased to more than 20,000 participants. With almost all employees of the major Group companies already utilizing it, we are currently encouraging partner companies to use it as well. In FY 2024, the partner company utilization rate reached 56.3%. Although system specification adjustments and other hurdles remain for further expansion, as partner company members are just as highly motivated to take on challenges in the MIRAI (future) domains as Group employees, we aim to raise this utilization rate to 60% in FY 2025 and 65% or higher in FY 2026. We will continue to expand the number of courses, currently focusing on both real and digital training content in cutting-edge areas such as data center-related businesses. Our goal is to reach 450 courses in FY 2025 and over 500 courses in FY 2026.

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

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. Approximately 400 mentoring sessions were conducted in FY 2024.

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.

As part of preparing an internal environment based on “People- centric management,” we are continuously expanding our in-house university “Mirai College,” along with MIRAIT ONE’s smart work-lifestyle reform. “Mirai College” consists of real campuses (Chiba / Saitama / Hyogo) and a digital campus, offering courses in three areas: “Technical Faculty (technical skills),” “Management Faculty (management skills),” and “Social Faculty (social skills).” To ensure that each individual reliably acquires skills, learning management and support are provided through an LMS (Learning Management System), and video recordings of past seminars and study sessions are made available to employees, including those who could not attend in person. This makes it easy to pursue both “voluntary learning” and “strategic learning.”

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.

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.

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