SUSTAINABILITY FOR THE MEDIA DO GROUPTALENT GROWTH & HIRING

New Human Resource System

The Company has introduced a new human resource policy, “Contribution Based on Role Awareness and Treatment Based on Contribution” from the fiscal year ending February 28, 2025. We have declared that each employee should be encouraged to take on challenges while being aware of their roles and contribute to the organization, ensuring appropriate treatment regardless of their tenure. To realize this new human resource policy, we have designed the new human resource system as follows:

Overview of the Human Resource System

Grade: Define role expectations in eight grades and clarify the differences between each grade to encourage proactive behavior change

Evaluation: Clarify performance and behavior evaluation criteria according to grades, allowing for results to be reflected in compensation every six months

Compensation: Implement differentiated salary adjustment based on role and performance

Development: Establish a company-wide management cycle in which managers take responsibility for the growth of their subordinates, setting goals and accompanying them with an awareness of their roles

Grades and Role Expectations

Manager: Promote collaboration and growth among team members, maximize team results, and contribute to the organization.
Specialist: Contribute to the organization by driving business performance in their area of responsibility by leveraging their high-level expertise
Leader: Lead the team as a team leader, demonstrating high individual performance and expertise.
Member: Learn organizational rules and methods for generating results, contributing as a key member of the team.

Expansion of Development Opportunities

To further accelerate talent development, we will strengthen the basic management cycle (the human resource development cycle of goal setting, mid-term support, evaluation, and feedback) by enhancing the following three opportunities:

Three Opportunities and Initiatives

(Enhancing three opportunities to accelerate human resources development)

Human resources Model: People growth follows the 70:20:10 rule.

Provide mid-term support through one-on-one meetings: Strengthen the three growth opportunities in accordance with the 70:20:10 rule.

Challenge Opportunities

Capacity Development with Stretch Goals: Aim to accelerate the speed of growth by setting 70% of operational goals commensurate with the grade and 30% as stretch goals.
Promotion Based on Pre-Expectations: Accelerate development by promoting employees earlier with high expectations when they are able to fulfill the role of the next grade to a certain degree and by increasing their role.
Cultivation of Perspective through Job Rotation: Cultivate a high level of perspective by providing executive candidates with experience in a wide range of positions and businesses.

Dialogue Opportunities

Motivation for Goals: In semi-annual goal meetings, link employees’ aspirations (Will), strengths and challenges (Can), and company expectations (Must) to set capacity development themes that motivate them toward stretch goals.
Regular One-on-One Meetings: Improve the quality of relationships, thinking, and actions to enhance the quality of outcomes.
Evaluation Feedback Meetings: Not only to explain the evaluation results, but also to discuss individual strengths, challenges, and themes for capacity development for the next fiscal year

Training Opportunities

	Purpose and Examples of Hierarchical Training	Company-wide Training
Senior Management	Learn systematic management skills and acquire a common language among executives to enhance the quality of management meetings. Management Skills Training	Compliance Training Human Rights and Harassment Training Insider Training Personal Information Protection Training Information Security Training Intellectual Property Training Women’s Empowerment Training Self-Development and Qualification Support
Management	Aiming to elevate the basic management cycle. Human Resource System Training Management Training One-on-One Implementation Training
Members	By being aware of the expected roles and behaviors, we will expand opportunities to learn essential skills for the business, including business skills, both internally and externally. New Employee Training (Tokushima Kito Training) Nth Year Employee Training Grade-Specific Expected Roles Training

Purpose and Examples of Hierarchical Training

Company-wide Training

Senior Management

Learn systematic management skills and acquire a common language among executives to enhance the quality of management meetings.

Management Skills Training

Compliance Training
Human Rights and Harassment Training
Insider Training
Personal Information Protection Training
Information Security Training
Intellectual Property Training
Women’s Empowerment Training
Self-Development and Qualification Support

Management

Aiming to elevate the basic management cycle.

Human Resource System Training
Management Training
One-on-One Implementation Training

Members

By being aware of the expected roles and behaviors, we will expand opportunities to learn essential skills for the business, including business skills, both internally and externally.

New Employee Training (Tokushima Kito Training)
Nth Year Employee Training
Grade-Specific Expected Roles Training

Recruitment and Retention

The Company has been nurtured by the content industry and has grown into a necessary presence. Based on this background, we define the human resources we want as “Human resources who are independently entrepreneurial, respectful and grateful for the environment that cultivated us” To secure exceptional human resources that aligns with this definition, and to optimally assign them so that they continue to work for a long time, we have organized our initiatives within the framework of human resource recruitment (input), human resource optimization (throughput), and human resource retention (output).

Human Resource Recruitment (Input)

We secure human resource based on our business plan and adjust hiring according to performance progress.

Strengthen recruitment communication to attract excellent candidates and enhance our company’s visibility.
Research evolving recruitment channels such as agents, scouts, and referrals annually to build an optimal channel portfolio for our company.
To avoid missing out on exceptional candidates and prevent recruitment mismatches, clarify the themes of each interview structurally and conduct interviewer training for recruitment personnel to enhance interviewing skills.

Human Resource Optimization (Throughput)

To promote the growth of our business and human resource, we focus on the following initiatives and regularly rotate employee placements.

Develop personnel plans based on management plans, monitor business revenue progress, and accurately calculate the optimal number of personnel for each department.
Hold human resource development meetings every six months to identify and plan the development of potential executive candidates.
Match developing human resource with necessary positions to optimize resources while providing growth opportunities.

Human Resource Retention (Output)

The retention of each employee will increase their work proficiency, which in turn will increase organizational strength and the value of the services we provide. Moving forward, we will continue to improve employee engagement and work conditions, fostering higher motivation and enhancing their engagement with our company.