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) 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) 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) 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

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.

Promoting social contribution activities based on "two pillars"

Our company's social contribution activities are driven by two key pillars.
The first is an employee-driven initiative, where volunteer members from across different positions and departments take the lead in promoting philanthropic activities that every employee is able to participate in voluntarily, such as making donations, volunteering, and raising environmental awareness.
The second is run by our business divisions—through supporting NPOs, sports, and other activities, we leverage Infomart's network and communication capabilities to address social issues, promote regional revitalization, and foster an understanding of diversity.
Through such activities, we aim to cultivate a corporate culture where each employee views social issues as their own personal matter and is able to participate in a proactive manner.
Going forward, we will continue developing systems that make it easier for more employees to take part in activities.
At the same time, through ongoing dialogue with the organizations we support and local communities, we will further develop our social contribution activities by leveraging our strength in "connecting and linking."
Infomart is committed to solving social issues and contributing to achieving a sustainable society, working together with value creation through its business activities.

Employee-initiated activities by the Social Contribution Enjoy Club

The "Social Contribution Enjoy Club (Infomart Philanthropy Council)" is an employee-led initiative run by volunteer members who have gathered from beyond the boundaries of departments and positions.
Aiming to "create a better society," we position social contribution activities as fun and easy to participate in, rather than taking a more formal approach.
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.

[Introduction of Main Activities]

Connection and Integration Fund, a donation system created by all

We established the "Connection and Integration Fund" in 2021 in response to feedback from employees who expressed a desire to "support organizations tackling social issues through donations, and contribute to creating a better society."
Valuing the willing desires of our employees, we put this system into place to collect donations and deliver them to recipients.
The fund is operated primarily by volunteer employees, utilizing a matching gift program where the company matches employee donations, thereby linking their thoughts to societal support.
The recipients of the donations are selected from three areas: "Disaster Relief Support," "Child and Youth Development," and "Health, Medical Care, and Welfare."
Three organizations from each area (a total of nine organizations) are chosen based on recommendations from employees, and the total amount combining employee donations and company contributions (matching amounts) is delivered.
In FY2025, we donated a total of 2,361,000 yen to nine organizations, bringing the amount of cumulative donations since the fund was established in 2021 to 11,494,600 yen.
We do not limit ourselves to a one-way relationship between donors and recipients, but instead build up our relationship with recipients with repeated dialogue and searching for "what we can do together."
To help employees view social issues as their own personal matters, we also actively create opportunities for them to "see, hear, and feel" them, and we bring the thoughts of the supported organizations and feedback from the field into the company.
Through online study sessions for employees inviting supported organizations and broadcasts on our internal radio "SoRadio," we also continuously share the progress and stories of our activities, making efforts to help employees feel more connected to social contribution activities.

Rolling out "good deeds businesses" originating from business divisions and leveraging our network

Infomart operates a platform that "connects and links up" businesses.
Based on the idea of leveraging our corporate touchpoints and communication capabilities, not only for our core business but also to solve social issues, we are promoting social contribution as a "business that does good for society."
Instead of allowing support to come to an end as a one-off event, we place value on initiatives that are sustainable and have an ongoing effect, focusing on "what we are able to do as a company" and "how we can leverage our network."
And by continuously communicating our initiatives both internally and externally, and expanding the circle of empathy, we aim to link these efforts to the next steps that will help to resolve social issues.

[Introduction of Main Activities]

Providing support and opportunities to experience things for young people who grew up without being able to rely on their parents

There are young people in society who grow up without receiving sufficient support due to various circumstances such as their family environment, and children who feel anxious about approaching further education or employment.
Based on our corporate philosophy of "connecting," we looked into how we could contribute to creating points of contact that connect these young people with society.

[Main Initiatives]

• In collaboration with the Bridge for Smile specified non-profit organization, we are holding workshops featuring those young people as speakers, as well as programming classes for children
• Support for children's cafeterias with the Kando Kodomo Association
• Food assistance through "Mirai Tickets" run by the Taco Rice Lovers general incorporated association

Utilizing original cookie boxes in collaboration with employment support facilities for people with disabilities

We continuously purchase and utilize cookies made by the Nirinso Cookie House Cosmos social welfare corporation, with the aim of supporting employment and expanding opportunities for people with disabilities.
Driven by the desire to leverage our company's strengths to solve social issues, we have switched the gifts we hand out to visitors, during visits, and at events, to cookies that are lovingly made at welfare facilities.
This provides indirect support that leads to stable employment opportunities and securing income for people with disabilities.

[Activity Results and Achievements for Fiscal Year 2025]

In FY2025, in addition to distributing boxes to visitors at our head office, we also distributed them at our company seminars and events held nationwide, resulting in a total distribution of 1,658 boxes.
Including an explanation of the background and purpose of the initiative when employees hand these gifts directly to customers also helps to foster an understanding of social issues.
Through internal communication, we also contribute to creating opportunities for each employee to view social issues as their own personal matter.
Going forward, we will leverage our trading network to explore ways to extend this initiative beyond our own company as well as to many other companies using our platform.
With our "connecting capabilities," we will expand the network of employment support for people with disabilities and contribute to achieving a sustainable society.

Community contribution activities through support for sports

Our sports support activities go beyond mere sponsorship—we prioritize creating social value such as regional revitalization, the creation of opportunities to experience things, and the promotion of diversity.
We aim to leverage the power of sports to connect people and generate multifaceted effects, such as revitalizing local communities, creating learning and opportunities to experience things for children, and promoting understanding of diversity.

Social contribution through local sports teams

We collaborate with local sports teams to conduct "outreach classes," with the aim of providing local children with opportunities to experience the joy and learning of sports.
In addition to supporting physical education classes, we also provide learning opportunities that draw on the experience of professional athletes, contributing to the healthy development of children and young people.

[Horizontal rollout of initiatives]

We share the knowledge gained from planning and running "outreach classes" with each team, supporting the development of initiatives that extend far beyond local boundaries.
This has led to the creation of a system that allows for ongoing implementation in each region, rather than just being a one-off event.

〇Espolada Hokkaido (Futsal)

The Espolada Hokkaido team visits elementary and junior high schools in Hokkaido and conducts two types of classes: physical education classes focusing on futsal, and career development and moral education classes drawing on their experiences as professional athletes.
We donate futsal balls featuring a collaborative design to the schools we visit.
In 2025, the program was run at 145 schools and 27 kindergartens for children's outreach.

〇Ryukyu Corazon (Handball)

Working with the local community, primarily Urasoe City in Okinawa Prefecture, we create learning and opportunities to experience things for children and young people through initiatives like vocational experience events (sponsored by Urasoe City).
There were 72 sessions run at 12 schools in 2025.

〇The Terrace Hotels La Tida Ryukyu (Handball)

We conduct outreach classes for elementary schools in Nago City, Okinawa Prefecture, providing children with the opportunity to experience the sport.
Classes were run at 9 schools in 2025.

Other sponsorships and partnerships

We also sponsor and collaborate with various sports events and organizations throughout the year.