Society

Basic Policy

Our management philosophy is that "We will continue to grow together with our customers, both as a company and as individuals, and contribute to society through essential business that provide substantial benefits to the world, and bring joy to the world."

In order to achieve this philosophy and being about sustainable growth in corporate value and solutions to social issues, we regard human resources as important management capital, and will create an environment where diverse members are able to maximize their talents and work vigorously and shine while increasing their market value as professionals who act autonomously.

Integration of Human Capital and Business Strategy

We are committed to solving social and environmental issues through our business, aiming to achieve a sustainable society and enhance our corporate value over the medium to long term.

We believe that the growth of each and every employee is important and indispensable for overcoming challenges present in development processes, such as intensifying competition and launching and operating new businesses, and we are committed to investing in human capital.

In particular, we will strive to achieve both the autonomous growth of employees and the development of an organizational structure and workplace environment where everyone is able to shine in their own way, through effective planning and development of measures while understanding issues from the perspectives of both "human resources" and "organization/workplace."

Advancing growth of human resources

We have systems in place and encourage growth so that employees can enhance their strengths and expertise, work autonomously as professionals, and develop their careers.

<Training>

We clarify roles and expectations for each hierarchical level and provide training suited to the specific needs of each.
We are also developing a training system that allows each employee to independently select and learn the skills they want to learn and develop through the expansion of open enrollment programs.
In addition, we measure the effectiveness of all training programs, and rather than conducting training only once, we work to improve the training content and continuously implement the PDCA cycle based on the results of effectiveness assessments.

[Example of training]

• Dialogue Improvement Program
  In addition to group training, to strengthen cooperation with others, the status of practice was verified through multiple coaching sessions by instructors to improve and establish dialogue skills and foster a mindset conducive to organizational management and subordinate development.
• Career Design Training
  Career design training by age group to encourage the career development of each individual. In addition to reviewing their own experiences and values, participants will also draw up a vision of how they would like to contribute to the company and society as a professional, and incorporate this into a concrete action plan.
• Next-generation Leader Development Training
  To encourage further advancement of women and their careers, we provide training to cultivate next-generation leaders.
• Hierarchy-specific Training
  We clarify roles and expectations for each hierarchical level and provide training suited to the specific needs of each.
  In addition, superiors also keep track of training attendance to encourage participants to put into practice what they have learned after the training.

Revitalization of "organizations and workplaces"

We create a workplace and continually provide a workplace environment that allows each individual to thrive in their own unique way, emphasizing both an "ease of working" and "job satisfaction."

1. (1) Creating a Comfortable Work Environment

   • We support maximizing individual performance through remote work, paid time off by the hour, and maternity and paternity leave programs.
     In particular, we support the smooth return to work, and have maintained a high rate of 100% for women taking maternity/paternity leave and returning to work, and a high rate of 75.9% for men.
     * We were received "Kurumin certification" (2023) and "Platinum Kurumin certification" (2025) from the Minister of Health, Labour and Welfare.
   • Engagement survey
     We conduct surveys on a regular basis and hold discussions at each workplace based on the survey results, with the aim of improving the workplace environment so that employees can feel both "job satisfaction" and "ease of working."

2. (2) Culture of praise and gratitude

   • Thanks card system
     Employees exchange cards among themselves with messages of "thank you" and "congratulations".
   • Commendation System (annual MVP, etc.)
     We present awards once a year to individuals and teams that embody our corporate philosophy and contribute to the company.
   

3. (3) Communication activation

   • Communication Support
     We provide subsidies for lunch and café time to promote communication between new employees and their OJT supervisors.
   • Roundtable Discussion
     This event is held as a place for co-creation, where people are able to share their feelings and thoughts about working at our company and think together, and as participants come from various departments, it is also a place for networking within the company and provides opportunities for cooperation and collaboration.

Respect for Diversity

In line with our management philosophy, we respect all individuals regardless of race, color, gender, age, sexual orientation/gender identity (SOGI), religion, political views, nationality, origin, disability, or social origins, and value their contributions to our business in a fair manner. Specifically, we strive to create an environment where diverse human resources are able to play an active role by hiring and assigning people with an emphasis on their experience, abilities and knowledge required to perform their duties, rather than on their individual attributes.

Specific results are as follows (as of December 31, 2025)

• Female employees account for 40% of all employees, and 18% of management positions (including executive officers). We will continue our efforts to develop human resources and improve the environment to achieve our goal of a female management ratio of 23% or more.
• Number of foreign employees: 14 employees have joined the company in the last three years, and there are currently 18 employees in the company, including those in managerial positions.
• Mid-career hires: The ratio of mid-career hires to new hires over the past six years has remained high, at over 70% each year. As a result, personnel with diverse expertise and a wealth of experience have been established as the core of the organization, playing important roles in management and other positions.

In our human resource development policy, we emphasize encouraging employees to enhance their own strengths and expertise, to be active autonomously as professionals, and to develop their careers. For career support measures that draw out the strengths of each employee, we provide a wide range of counseling, role training and other services to provide robust support for the creation of organizations in which diverse human resources are able to play an active role, and individual growth is supported in a robust manner.

In addition, in terms of improving the working environment, we are continually implementing policies that allow each individual to thrive in their own unique way, emphasizing both an "ease of working" and "job satisfaction."

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.’
Given Infomart’s connections with a large number of companies, we believe that we are able to leverage this strength to contribute in some way to solving increasingly complex social issues. We are committed to actively pursuing initiatives that not only support our core business but also contribute positively to society.

• "Social Contribution Enjoy Club," a social contribution activity that starts from the thoughts of employees
  The "Social Contribution Enjoy Club" is an employee-led initiative run by volunteer members who have gathered together beyond departmental and position boundaries. We aim to "create an even better society," and position social contribution as fun and easy to participate in, rather than something that is formal. 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.
• "Connection and Integration Fund" (matching gift) donation program created based on employee feedback
  Among the efforts of the Social Contribution Enjoy Club, the Connection and Integration Fund is a typical activity created based on the opinions of 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, to deliver the thoughts and feelings of each and every employee to support organizations. The recipients of donations are selected based on the three priority areas of "disaster relief support," "child and youth development" and "health, medical care, and welfare," which are determined through discussions based on a compilation of opinions and candidates submitted by employees, while also taking into consideration the solicitation of candidates from among employees.

• Disaster relief support: Emergency assistance in times of disaster, recovery and reconstruction assistance, etc.
• Child and youth development: Educational opportunities, hands-on practical opportunities, career development, support for independence of young people, etc.
• Health, medical care and welfare: Support for the disabled, medical and nursing care support, livelihood support, achieving a symbiotic society, etc.

• What we value
  We do not limit ourselves to a one-way relationship between donors and recipients, but instead enhance our relationship with recipients while placing an importance on dialogue and searching for "what we can do together" with those who are facing social issues.
  To view various social issues as our own, we also incorporate opportunities for employees in a proactive manner to "see, hear, and feel" directly and deliver to them the thoughts and real opinions of the recipients of our support and the real views of those on the frontlines. We also hold online study sessions for employees inviting support groups, and use "SoRadio," an in-house radio station launched by our members, to continuously update the progress of our activities and stories of donation recipients, so that our employees can feel more familiar with social contributions.
• Donations
  The Connection and Integration Fund provides ongoing support through matching gifts that combine donations from employees and company contributions. In FY2025, we donated 2,361,000 yen to nine organizations. Cumulative donations since being established in 2021 amount to 11,494,400 yen.
• Future Prospects
  We will continue to engage in dialogue with the people we support, considering what we can do to help them and taking action. We will continue to create a system that facilitates employee participation and disseminate information, and work to expand our corporate culture so that each and every employee is able to view social issues as "their own business" and naturally become involved in them.

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  Internal radio broadcast in action

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  Guided Walking Experience at Blind Soccer Match