Human Resource and Organizational Strategies

To execute its management and business strategies and respond to change, the Tokyo Century Group promotes the development of its human resources. We foster professionals who possess a propensity for self-transformation, creativity, and ambition and who can use their diverse expertise to create business and help resolve social issues.

In a rapidly changing business environment, the driving force for our sustainable growth is the strength of each and every one of our employees—our human capital. Tokyo Century has constantly identified social needs and ventured into new business domains beyond the framework of its founding business of leasing. This history has been forged by the power of our people. To carry this pioneering spirit into the future and achieve even greater growth, we have placed the maximization of human capital value at the core of our management strategy. In paving the way for the future, we believe our most critical task is to foster a corporate culture where all employees can fully demonstrate their propensity for self-transformation, creativity, and ambition. This will create a virtuous cycle whereby individual growth directly fuels the Company’s growth. We at Tokyo Century are united in this commitment.

We are convinced that the wellspring of new value creation lies in the synergies born of respecting and integrating diverse personalities. Regardless of age, gender, or nationality, we are focused on creating an environment where each individual can maximize their skills, experience, and expertise to pursue their ambitions in their own way. As part of these efforts, we are creating diverse career paths and redesigning our human resource system to enable every employee to use their abilities to the fullest with a greater sense of satisfaction. Through these initiatives, we aim to become an organization where diverse talent can thrive and continuously create new businesses, thereby enhancing our overall corporate strength and achieving sustainable growth.

Providing opportunities for each employee to grow as a professional and fully demonstrate their abilities is our most crucial investment for the future. This investment not only enhances our corporate value by improving customer value propositions but also directly fulfills our corporate social responsibility, as our developed human resources contribute to resolving social issues through their business activities. We will continue to expand our various training programs and career autonomy support to encourage employees to take on challenges. In this way, we aim to establish a three-part virtuous cycle: individual growth fuels company growth, which in turn helps realize a better society.

Tokyo Century has identified the recruitment and development of highly specialized professionals capable of leading the transformation of management and business strategies as a key task. To this end, the Company is increasing investments to enhance recruitment activities and training and education programs. To achieve ongoing growth, we will continue to recruit and develop such professionals while also fostering a work environment where each employee can pursue their ambitions with motivation and satisfaction, supporting their autonomous career development.

• *Figures are for Tokyo Century Corporation (non-consolidated).

Tokyo Century prioritizes creating an organization where diverse and talented individuals are hired, developed, and promoted, allowing each employee to fully demonstrate their abilities and individuality. To further enhance our corporate unity and achieve ongoing growth, we are continuously improving our organizational management and culture. We are strengthening inter-departmental collaboration and building knowledge-sharing systems, aiming to establish a structure that can create new value by consolidating the expertise of the entire organization.

• *Figures are for Tokyo Century Corporation (non-consolidated).

Medium-Term Management Plan 2027 defines the employee engagement index as a non-financial KPI. This index is measured through regular employee engagement surveys. By analyzing the results of these surveys, we are able to identify issues and implement improvement measures to further heighten the employee engagement index.