ESG report Social
Our Approach toward Society
From the perspective of diversity, we have set and operate the promotion of women’s activities and the increase in the ratio of women in management positions as part of our materiality.
In order to produce the next generation of management, we are also working to expand our training system and create opportunities for young staff.
Simultaneously, we will work to create an environment where every employees can play an active role while maintaining their physical, mental and social “well-being”, achieving their state of “Well-Do₋Being”.
Investment in Human Capital
“Opportunities for Practice”
We view human capital as one of the core elements of corporate management and are focused on creating a framework where the growth of our talent is closely linked to business growth. We believe that the most significant factor for talent development is “opportunities for practice.” In this regard, in addition to managing existing businesses and creating new ones, our numerous M&A activities and the accompanying Post Merger Integration (PMI) efforts provide our employees with ample opportunities for practical experience, establishing a strong competitive advantage.
While we cherish the spirit of being a “group of entrepreneurs” since our founding, we also strive to gather individuals with diverse “professional skills” and unique “personalities and alternative perspectives.” We continuously update our organizational vision and team dynamics to evolve into a team capable of driving social transformation.
Engagement Survey
The company is undertaking various initiatives to enhance employee engagement. For example, we conduct an external employee engagement survey called “Motivation Cloud” twice a year, and we also implement our own internal engagement survey, “ZIGExN QUEST,” every quarter. Through these efforts, we aim to understand the challenges related to employee engagement and promote improvements in the organizational culture to enhance engagement. In our unique survey, we have established original KPIs, such as “Challenge Assignment Rate,” “Employee Growth Perception Rate,” and “Cross-Business/Occupation Experience Rate.” By monitoring these metrics, we can understand whether each employee feels they are growing and if they are satisfied with their current work. This information is then used to inform our HR initiatives.
・External Engagement Survey “Motivation Cloud“
To assess the overall organizational state of the company, we conduct an “Organizational Diagnosis Survey” using Motivation Cloud every six months. (*Motivation Cloud: A service that leverages one of the largest databases in Japan to visualize employee engagement simply by answering a straightforward survey, identifying organizational challenges, and supporting organizational transformation.)
Target Participants: In principle, all full-time employees of the company (including part-time and regionally limited employees), contract employees belonging to the organization, and some employees on secondment to the company.
・Internal Engagement Survey “ZIGExN QUEST“
Conducted quarterly to facilitate workplace improvements and optimal placements, this survey assesses the appropriateness and challenge levels of individuals’ current job responsibilities. While Motivation Cloud is aimed at understanding the overall organizational situation, ZIGExN QUEST focuses more on the individual circumstances of employees.
Target Participants: Employees who have been with the company for more than one month, including full-time employees, employees on secondment to the company, regionally limited full-time employees, part-time employees, and contract employees.
Survey Response Rate
| Element | FY2023/3 | FY2024/3 | FY2025/3 |
|---|---|---|---|
| Motivation Cloud | 98% | 100% | 100% |
| ZigeXn QUEST | 63% | 72% | 92% |
Recruitment
At ZIGExN, we view human capital as one of the core elements of business management, and by providing growth opportunities for each employee, we have created new value in society. Additionally, each business unit implements various recruitment measures aimed at continuous value creation, focusing on securing talent that aligns with the company’s values. We are focusing on hiring talent in sales, marketing, and engineering to drive our business growth. Additionally, we are also recruiting for corporate roles that support this growth, such as accounting, human resources, internal audit, and management strategy.
OVERS
From 2020, we started to operate our unique recruitment online class field, “OVERS” ,which shares insights about our culture and the actual voices of our employees. On this platform, we provide detailed information about the job descriptions and the skills and experiences required for each role.
For more information, click here.
Internship
Our company has implemented an internship program to provide employment opportunities for students and to establish early connections with them.
Regardless of whether an internship leads to employment, we strive to offer all employees fair growth opportunities, allowing them to engage in important tasks, making it a highly attractive employment option for students. Many students who complete internships subsequently join the company, contributing to securing talented individuals and preventing mismatches. Moving forward, we will continue to leverage the internship program to build connections with an even greater number of students.
Public Speech
Led by our CEO, Hiroo, we conduct public speaking events in collaboration with universities and educational institutions, primarily targeting young people and students
For more information regarding our initiatives related to nurturing the next generation, click here.
Governance
We are currently considering the establishment of a governance structure for our human capital, as illustrated in the diagram below.
The Corporate Communication Division performs human resources functions by devising group-recruitment strategy, conducting performance review/employee development, and promoting organizational survey/DE&I. The Corporate Management Division carries out labor functions such as HR systems, labor management, wellness promotion, and employee benefits. Both divisions function under the supervision of the Representative Director, Operating Officer, and CEO.
Performance Review Process
At ZIGExN, we conduct a performance review cycle (steps ① to ⑤) every quarter to ensure a high level of transparency in our HR evaluations.
During the evaluation meetings, which include the participation of the CEO and directors, we also engage in discussions related to talent development. When necessary, we collaborate with the Group Management Meeting to promote the development of talent across the entire group.
Furthermore, we have established the Voluntary Nomination and Remuneration Committee in July 2024, in an attempt to enhance diversity of the Board of Directors to strengthen its independence, objectivity, and accountability. The committee is also considering setting specific targets, such as a target ratio for female members on the Board.
Data regarding Human Capital
Proprietary Metric (UPDATERs Creation Cycle Index)
| Indicator | FY2024/3 | FY2025/3 | ||
|---|---|---|---|---|
| Outcome | Productivity (Operating Profit per Person) (By Ten Thousand Yen) | 601 | 434 | |
| Output | Number of Business Managers（By Persons） | 14 | 14 | |
| Number of Professionals（By Persons） | 43 | 54 | ||
| Number of People Experienced in Business Development and PMI（By Persons） | 83 | 79 | ||
| Input | Total of Full-time employee | Total (Male and Female) (By Persons) | 54 | 39 |
| Male(By Persons) | 36 | 33 | ||
| Female(By Persons) | 18 | 6 | ||
| New graduate recuitment | Total (Male and Female) (By Persons) | 20 | 20 | |
| Male(By Persons) | 18 | 17 | ||
| Female(By Persons) | 2 | 3 | ||
| Principal KPI | Challenge Assignment Rate（％） | 83 | 81 | |
| Perceived Growth Rate（％） | 74 | 65 | ||
1) Operating Profit per Person is calculated by dividing the our non-consolidated operating profit based on Japanese standard (excluding non-recurring expenses) by the number of our non-consolidated regular employees (excluding secondees and employees on leave).
2) The Number of Professionals (those with an evaluation/grade equal to or higher than a Business Manager, as a specialist) includes the number of Business Managers. The Number of individuals with Business Development/PMI experience includes both Business Managers and Professionals.。
3) The Core KPIs are the latest figures from an internal survey conducted every three months. The Challenge Assignment Rate refers to the number of respondents who answered “Slightly” or “Very much so” to the question: “Is your current goal/mission challenging for you?” The Perceived Growth Rate refers to the number of respondents who answered “Slightly” or “Very much so” to the question: “Do you feel your abilities/skills have improved over the past three months?”
Basic Indicators
| Social Indicator | FY2023/3 | FY2024/3 | FY2025/3 | |
|---|---|---|---|---|
| Number of Employee (Non-Consolidated) | Full-time / Contract Employee(Person) | 229 | 242 | 239 |
| Part-time / Contract Employee（Person） | 79 | 75 | 85 | |
| Number of Employee (Consolidated) | Full-time / Contract Employee(Person) | 857 | 927 | 964 |
| Part-time / Contract Employee（Person） | 290 | 286 | 320 | |
| Number of Managers (Non-Consolidated) | Total(Person) | 62 | 59 | 58 |
| Male(Person) | 55 | 51 | 50 | |
| Female(Person) | 7人 | 8 | 8 | |
| Number of Business Managers (Non-Consolidated) | Total(Person) | 14 | 13 | 14 |
| Average Age(Non-Consolidated) | Male(Age) | 32 | 33 | 32.9 |
| Female(Age) | 33 | 33 | 33.6 | |
| Length of Service (Non-Consolidated) | Male(Year) | 2.92 | 3.25 | 3.59 |
| Female(Year) | 2.83 | 3.00 | 3.73 | |
| Turnover Rate(Non-Consolidated) | ％（Total） | 20.9 | 14.6 | 21.2 |
| Paid Leave Utilization Rate(Non-Consolidated) | ％（Total） | 50 | 78 | 74.9 |
| Parental Leave Utilization Rate(Non-Consolidated) | Male（％） | 50 | 29 | 50 |
| Female（％） | 100 | 100 | 100 | |
| Return-to-work rate after parental leave (Non-Consolidated) | Male（％） | 100 | 100 | 100 |
| Female（％） | 100 | 100 | 100 | |
※The average length of service for employees joined due to M&A is not carried over
※The number of temporary employees counts as the annual average headcount
※We have updated the method of aggregation from FY2023/3. Contract employees are now included in the temporary employee count.
※Turnover rate refers to the turnover rate for full-time employees(employees resigned during the period among those enrolled as of April 1st)
※The paid leave utilization rate is calculated for employees enrolled at the beginning and end of the fiscal year, by dividing the number of paid leave days used within the year by the number of paid leave days granted within the year from April 1st.
Employee Training
We conduct various initiatives and training programs for employees, including the following. Aimed at “passing down core competencies” and “early development and promotion of business leaders,” which have been part of our mission since the company’s founding, we
offer a three-year development plan for new employees called the “ZIGExNIST Training Program.” In this program, young business officers design and lead training sessions based on their own experiences to nurture younger talent. In addition to talent development programs like onboarding training for managers and executives, we offer a wide range of training, including OJT, mentorship-based programs, and compliance-related training.
In addition, to support employees’ career advancement, we provide assistance for obtaining certifications, purchasing books, and accessing video content for learning skills such as marketing and engineering.
Examples of Training
・New Graduate Training
・Mid-career Training
・Management Training
・Group Executive Training
・OJT Trainer Training
・Mentor Training
・Compliance Training
・Personal Information Protection Training
Data on Training Performance
| Element of Trainig | Subject | Instructor | Frequency of implementation | FY2023/3 | FY2024/3 | FY2025/3 | |
|---|---|---|---|---|---|---|---|
| On Boarding | New Employee Training（ZIGExNIST Training） | New Employees | Internal/External | - | 100% | 100% | 100% |
| Mid-Career Hires Training | Mid-Career Hires | Internal | Case-by-case | 100% | 100% | 100% | |
| Internal/External | Twice a year | - | 94.12% | 91.67% | |||
| Management Training | Promoted Managers | Internal | Every quarter | 75% | 100% | 100% | |
| Internal | Every quarter | 100% | 100% | 83.33% | |||
| Group Executives Training | On Fixed-Term | External | Once a year | - | 95% | - | |
| By Role | OJT Trainer Training | Applicable Person | External | Once a year | - | 100% | Unimplemented |
| Mentor Training | Applicable Person | Internal/External | Once a year | 100% | 100% | 100% | |
| Compliance | Compliance Taining | Applicable Person | Internal/External | Once a year | - | 99.60% | 100% |
| Personal Data Privacy Training | Applicable Person | Internal | Once a year | 100% | 100% | 100% | |
Diversity・Equity・Inclusion（DEI）
Since the founding of the company, we have worked to ensure respect for one another and fairness in providing opportunities for every individual, regardless of class, race, skin color, gender, language, religion, gender identity, age, political or other opinions, national or social origin, nationality, property, sexual orientation, gender identity, disability, or birthplace. Under our core philosophy of “maximizing life opportunities,” we value DEI for our employees and believe it is essential to provide opportunities for autonomous choices. We promote DEI to foster innovative ideas and innovations born from diversity. Specifically regarding gender, we have set targets and are committed to achieving gender parity. Additionally, we will address important DEI themes other than gender based on the country, region, and business context.
Additionally, the company participates annually in the “D&I AWARD,” an accreditation and recognition system that evaluates corporate diversity and inclusion efforts. Starting in FY2025/3, we will also implement the “Inclusion Score Survey,” which measures trust relationships and support systems among organizational members, respect for individual opinions and strengths, and the diversity of work styles and life stages.
For our award history, click here.
Data on Women’s Representation
| Factor | FY2023/3 | FY2024/3 | FY2025/3 | Target for 2030 | |
|---|---|---|---|---|---|
| Number of Employees | Number of Females | 79 | 78 | 87 | - |
| Female Ratio | 35% | 32% | 36.4% | 40% | |
| Managers | Number of Females | 7 | 7 | 8 | - |
| Female Ratio | 11% | 11% | 13.8% | 20% | |
| Directors | Number of Females | 1 | 1 | 1 | - |
| Female Ratio | 20% | 20% | 20% | 20% | |
| Auditors | Number of Females | 0 | 1 | 1 | - |
| Female Ratio | 0% | 33% | 33% | 30% | |
Ensuring Fair Treatment and Addressing Equal Pay and Equal Work
When determining compensation, we not only comply with the legal minimum wage in each region, but also strive to offer payments that take employee retention into consideration.
We conduct regular performance evaluations and implement salary increases accordingly for both full-time employees and fixed-term employees.
Furthermore, following the legal revision in April 2020, elimination of unreasonable disparities between full-time employees and part-time or fixed-term employees has become a requirement.
Our company has established a system to ensure fair and balanced treatment for contract and part-time employees compared to our permanent employees. We have rectified any unreasonable disparities, and we can provide a rational explanation for any differences in treatment that may exist.
Our Commitment and Initiatives towards the Gender Pay Gap
The company aims to reduce the gender pay gap. We have adopted a performance-based policy, establishing an evaluation system that determines employee compensation based on expected roles and the magnitude of their contributions, regardless of age or year of entry for permanent employees. Therefore, we view the challenge of reducing the pay disparity between men and women as increasing the proportion of women in more demanding missions and roles. To achieve this, we are setting specific goals for the female ratio and supporting initiatives aimed at achieving these targets, to raise the percentage of women in higher-level missions.
Furthermore, we will strive to create an organization that has a good work environment for diverse talent by ensuring flexibility in aspects such as workplace and working hours, which can be challenges for women’s active participation. As a group that operates multiple businesses related to employment, such as job placement business and recruitment online class field, we are committed to promoting diversity and equity in society through our business activities.
For information on the latest gender pay gap, please refer to the PDF below.
Annual Securities Report (2024/04/01 ~ 2025/03/31) P. 12
Labor Management
The company recognizes that continuing to secure qualified personnel and maintaining a comfortable work environment for employees are essential for business growth. With this in mind, we strive to provide a workplace environment that is supportive of each individual’s safety and health. We regularly conduct surveys to gather feedback from employees who are actively working and reflect their voices in our policies.
・Procedures for Investigating Occupational Health and Safety Conditions
The company confirms the safety of employees through a safety confirmation system in the event of a disaster.
・Education and Training Related to Occupational Health and Safety
The company provides education and training related to occupational health and safety for employees. For example, at ZIGExN, we implement various initiatives, including providing information on disaster preparedness and prevention, as well as disseminating information related to occupational health and safety.
・Ensuring Employee Wellness
The company conducts a wellness survey once every quarter to check on the condition of employees. Through monitoring the results, we assess health issues and risk reduction, as well as the progress of preventive measures, and provide support to employees as needed.
・Labor Hour Management and Measures to Prevent Overwork
The company implements measures to prevent overwork as part of our labor hour management. We are committed to ensuring employee well-being and avoiding health issues related to overwork by working to reduce additional working hours. Specifically, we have established a system for managing working hours. If excessive overtime is anticipated, we notify both the supervisor and the employee through email regarding the labor hour guidelines. Additionally, employees whose overtime hours are below the stipulated limit receive allowances.
・Mental Health Measures and Other Consultation Services
We place a strong emphasis on the mental health of employees and work on mental health measures and prevention with the help of occupational physicians. We engage in awareness-raising activities by disseminating information related to mental health, aiming to foster a workplace culture that promotes prevention and early detection. Additionally, we conduct stress checks within the company to assess employees’ stress levels and mental health issues. For employees identified as experiencing high stress based on the results of the stress checks, we provide follow-up support through individual consultations and collaboration with occupational physicians. Furthermore, we have implemented an online counseling service, which is company-funded, offering a casual environment where employees can seek support without going through the company.
・Reporting and Consultation System
The company has established an internal reporting system that ensures anonymity for reporting misconduct or legal violations. Reports can be directed to auditors or external lawyers. Additionally, we have implemented an HR consultation system to address inquiries related to human resources and labor matters.
・Improvement of Labor Productivity
The group is working to improve labor productivity in each company by reviewing business processes and implementing IT tools. In addition to utilizing business chat, cloud services, and online meetings, we are engaged in various initiatives, including knowledge sharing between group companies and expertise from external sources.
・Achieve “Well-Do-Being”
ZIGExN has always placed particular emphasis on improving the employability of employees, that is, their “well-doing”. What this means is that by providing employees with a healthy yet demanding training environment, each and every individual can hone their skills and we can proactively provide more opportunities for even further growth.
Going forward, we will continue to add further growth as individual employees through “well-doing” and also strengthen our efforts to achieve “well-being” or a healthy state of body and mind.
In recent years, it has become increasingly important for both companies and employees to ensure the career development and physical and mental health of each employee in light of changes in the employment market brought about by the COVID-19 pandemic, the shift from membership-based to job-based employment and the increased mobility of human resources through the promotion of second jobs.
ZIGExN has created the new term of “well-do-being” to describe a combination of “well-doing” and “well-being” and implying something even stronger and seeks to strive even harder to achieve this.
