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Society

ico-arrow-bottom_border Basic Policy ico-arrow-bottom_border Integration of Human Capital and Business Strategy ico-arrow-bottom_border Human Resource Development ico-arrow-bottom_border Workplace Environment ico-arrow-bottom_border Social contribution activities

Basic Policy

Our basic policy is to implement our business strategy by fostering a diverse workforce, from internal and external directors and auditors to management and frontline employees. These individuals boast a varying array of attributes, qualities, experiences, and skills, and are united by our corporate philosophy and mission, demonstrating their unique strengths while working together towards common goals.

Integration of Human Capital and Business Strategy

We aim to contribute to the sustainable development of society and the environment through our business activities, and corporate value in the medium to long term.

To address challenges such as intensified competition and the launch and operation of new businesses, we believe it is essential to enhance the productivity of each employee. In our "FY2022-2026 Medium-term Management Plan" we established the theme of "Winning with People", and are focusing on investing in human capital. To promote "Winning with People", we aim to achieve both "company growth" and "individual growth" simultaneously. The growth of Infomart is closely intertwined with the development of each employee, which will drive further growth over the Medium- to long-term. To achieve this Medium- to long-term growth, we are particularly focused on two key areas: "human resource development" and the "workplace environment". In addition to establishing systems, we are also fostering "human resource development", where people nurture people, and a "workplace environment" that allows each employee to maximize their potential.

Medium-term Management Plan

Human Resource Development

Our human resource development policy states, "We establish systems. However, systems do not nurture people. People nurture people". We believe that results come not just from training but from the direct guidance and influence of individuals (one’s supervisors). To achieve this, we are developing a training system that fosters the development of new employees and their supervisors alike, to grow together as an organization. The three main initiatives put forth by this are as follows:

Training System

We have established a Human Resource Development Center responsible for designing training programs and managing the progress of employee development.
The Center also provides supervisors with guidance on how to develop their team members and shares information regarding challenges faced by employees, thereby creating a framework that enables collaboration among employees, their supervisors, and the Human Resource Development Center throughout the training process.

Effectiveness Measurement

We measure the effectiveness of all our training programs. In addition to conducting training, we work to improve the training content and continuously implement the PDCA cycle based on the results of effectiveness assessments.

Effectiveness Measurement

Training

We clarify roles and expectations for each hierarchical level and provide training suited to the specific needs of each. Further, supervisors at each level are well-versed in the contents of the training, promoting collaboration within the organization.

  • New employees

    Young people full of ambition, who understand the joy of work and are dedicated to collaborating with their peers.

    Young people who understand the fundamentals of working in an organization and are positive, cheerful, and eager for personal growth. Their presence energizes the organization, bringing a spirit of challenge, a sense of growth, and vitality to the workplace.

  • Senior staff

    Capable employees in the field who are self-reliant. These are role models for young employees to follow, and are key players in executing tasks.

    These people lead by example in how they conduct themselves in business and their behavior. They serve as a good inspiration for young people to follow. They consistently produce results at the core of the work they perform, and actively engage in business improvement and systematization.

  • Subsection manager

    An assistant manager that is training to become a section manager. A subsection manager leads the team and ensures that the section manager's instructions are carried out.

    This is an apprentice position before becoming a section manager. This person learns on the job while assisting the section manager. A subsection manager acts as a team organizer and mood maker. He or she assists the section manager in managing the organization by paying attention to details.

  • Section manager

    The head personnel in the workplace. This person is a results-driven manager who earns the trust of those around them and is committed to achieving goals.

    The section manager focuses on achieving departmental goals and manages the execution of tasks by team members. He or she builds relationships with subordinates and fosters talent development to achieve cohesive organizational management. He or she also implements the PDCA cycle to address challenges on-site.

  • Department manager

    The bottom rung of management. A strategic advisor who translates management policies into actionable strategies.

    The department manager understands management policies, formulates the basic strategies and guidelines for the department, and provides execution instructions and management to the teams below. Additionally, the department manager also supports the organization of the department, develops section managers, and assists the management team.

  • Curriculum-based training by level

Workplace Environment

We provide a workplace environment that allows each individual to thrive in their own unique way, emphasizing both an "ease of working" and a "sense of purpose." The four main initiatives raised are as follows:

Employee Engagement

We are working to foster a workplace environment where employees feel a sense of "ease of working" and "job satisfaction," underpinned by strong trust between supervisors and subordinates.
To this end, we conduct an "Engagement Survey" to assess the current situation and promote initiatives to improve the environment.

Creating a Comfortable Work Environment

We have established various systems and support structures to create a comfortable working environment for our employees. We are promoting a flexible work environment that combines in-office and remote work, allowing for half-day or hourly paid leave, and enhancing our maternity and parental leave policies. We support employees on maternity and parental leave by maintaining continuous connections with the Company, ensuring a smooth return to work. As a result, our maternity and parental leave uptake and return rates for women remain at a high level of 100%.

Internal Exchanges

  • Thanks card system
    Employees exchange cards among themselves with messages of "thank you" and "congratulations".
  • Commendation system
    Once a year, we recognize outstanding employees company-wide with awards such as annual MVP, rookie of the year, and team awards.
  • Subsidized lunch/café costs
    We provide subsidies for lunch and café time to promote communication between new employees and their OJT supervisors.
Thanks card

Respect for Diversity

To securely and effectively secure the talent required to achieve the goals of our business strategy, we implement flexible HR measures that effectively utilize the strengths of women, foreign nationals, and mid-career hires. Beginning in 2023, we are implementing next-generation leader development training for female employees to support their advancement. In addition, we maintain a consistent policy of not discriminating by nationality in our hiring practices, and we currently have around 10 foreign employees, including those in management positions.

  • Female 40.1%, Male 59.9%

    Female 40.1%, Male 59.9%

    As of December 31, 2024

  • Female 17.0%, Male 83.0%

    Female 17.0%, Male 83.0%

    As of December 31, 2024

Social contribution activities

Fundamental Approach to Addressing Social Challenges

  • Harnessing Infomart’s Core Strengths and Embodying Its Values

    Infomart's business is centered around providing systems to a wide range of companies and enterprises. The business model is built on the principle of 'connection and integration.'
    By leveraging Infomart's extensive network of connections with numerous companies, we believe that we can make a meaningful contribution to addressing the growing complexity of social challenges.
    We are committed to actively pursuing initiatives that not only support our core business but also contribute positively to society.

  • The 'Connection and Integration Fund' - A fund conceived by our employees

    Launched in 2021, our 'Connection and Integration Fund' is a donation initiative born from the collective desire of our employees to support organizations tackling social issues through donations, with the aim of fostering a society where all individuals can thrive. To honor and support the wishes of our employees, we have established this fund through a matching gift system, whereby the Company matches employee donations, effectively amplifying the impact of their contributions. Through these initiatives, we contribute to organizations that address a wide range of social issues. However, our support extends beyond financial donations; we prioritize communicating to our employees the sentiments and real-life experiences of the recipients of our contributions.

    As part of these efforts, we organize online study sessions for employees, offering them opportunities to learn about the activities of recipient organizations and key social issues. Additionally, we will continue to share updates on the progress of these initiatives and personal stories from recipients through 'SoRadio,' an internal radio station operated by volunteer staff members. The Company is also committed to enhancing the accessibility of its donation activities for all employees. Furthermore, in collaboration with the Japan Inclusive Football Federation, one of the organizations we support, we offer employees the opportunity to attend blind soccer matches. This initiative allows them to 'see, hear, and feel' the game firsthand, thereby deepening their understanding of social contributions.

    We also promote accessible, employee-led initiatives such as donating pre-read books to charitable organizations and turning off office lights during lunch breaks as part of our efforts to raise awareness around environmental sustainability.

    Through these initiatives, we aim to cultivate a corporate culture in which each employee embraces the ‘social good’ as a personal responsibility and is motivated to actively participate in social contribution activities. The Company also actively supports the core members responsible for planning and executing these initiatives by allowing them to dedicate a portion of their working hours to these activities.

    The ‘Connection and Integration Fund’ will enter its fifth year in 2025. We will continue to advance these initiatives with the aim of inspiring greater employee engagement in social contribution and expanding a culture of voluntary participation in activities that benefit society.

  • Overview of the Connection and Integration Fund

    Overview of the Connection and Integration Fund
    • Watching blind soccer games

      Watching blind soccer games

    • Internal radio broadcast in action

      Internal radio broadcast in action

    • Guided Walking Experience at Blind Soccer Match

      Guided Walking Experience at Blind Soccer Match