Initiatives for Certain Stakeholder Groups Human Capital

Seeking to create an environment in which employees can stay healthy and work for many years, the Macromill Group is taking steps to cultivate health awareness so that each employee can remain attuned to good health and keep physically and mentally fit. We promote health management through initiatives aimed at fostering health awareness. We will continue to reinforce health management initiatives and pursue Eruboshi, Kurumin, and Tomonin certification as an excellent health management organization.

Health management structure

In promoting health management, the Group has established a new system of cooperation not only within the company but also with various external organizations. The Executive Officer CCO serves as the Chief Health Management Promotion Officer, and we have appointed in-house industrial hygiene managers, health and safety committee member training course instructors, occupational physicians specializing in psychiatry, and occupational health nurses. As for external organizations, we have established an EAP contact point and strengthened cooperation with health insurance associations as initiatives to improve health issues.

Results from new initiatives
(initiatives implemented since October 2023)

*Blue text indicates new initiatives

Strategic map for promoting employee health

We have compiled a strategy map for the promotion of health management, which we check and analyze as necessary, and link to planned initiatives. In line with this strategy map, in FY2023 we expanded the Health Committee, increased the number of occupational physicians, introduced occupational health nurses, and began EAP services. In FY2024 and beyond, we will continue to work on health management, using the PDCA cycle based on each indicator.

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Indicators for health promotion

Promotion of diversity and inclusion

The Group believes that ensuring diversity and inclusion in the workforce continues to be vital in improving the value we bring to our clients as well as for meeting our corporate social responsibility goals.
Since 2015, we have been promoting diversity and inclusion with the aim of fostering an environment of mutual respect for differences in which all employees can live up to their full potential.

Trajectory of our initiatives

• Forming a support framework based on interviews with employees taking maternity or childcare leave
• Implementing educational activities aimed at balancing work and family care
• Reviewing of workforce environment for a diversity
• Multifaceted initiatives to promote the career path of female employees
  (Developing and providing inventory tools for career development, setting up opportunities for dialogue across departments, publishing female employee interview articles internally, etc.)
• Designing opportunities for collaboration between managers with female team members

In the latest employee satisfaction survey carried out in January 2023, many respondents agreed that “there is an atmosphere of recognizing diverse values” (TOP 2: 80%). Through consistent efforts to date, we have steadily fostered a culture of mutual respect and acceptance of diversity.

Participation in the Human Capital Management Survey

We participated in the Human Capital Survey 2023, a survey aimed at visualizing and raising awareness of ʻessential efforts to improve corporate valueʼ, achieving a deviation value of 52. We will continue to work on strengthening human capital management and its disclosure with the aim of improving corporate value, including creating an environment in which a diverse workforce can flourish.

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Initiatives to promote the greater participation of women

Since 2021, we have been focusing on promoting the greater participation of women. Our goal was to increase the ratio of female managers from 16% as of the end of June 2021 by 5%–10% by the end of July 2024, and ended up raising this figure by 9% increase to 25%. We will continue to step up efforts to promote womenʼs participation, targeting a ratio of female managers of 30% by the end of July 2030.

Ratio of female managers and new performance indicators

Ratio of female managers
and average age of managers

Macromill group employees (consolidated, non-consolidated)

• Due to the transfer of the business of wholly owned subsidiary MetrixLab Group to Toluna Holdings Limited on June 1, 2023, the ratio of female managers as of July 2023 was down year on year.

Realizing diverse and flexible working styles

As the average age of our workforce increases, we are also putting effort into creating hires in the past three years an environment that allows employees to work in a variety of ways to accommodate changes in their life circumstances. Currently, each division has two designated days to come into the office week. We are working to ensure active communication within the organization while also introducing hybrid working styles where employees can work remotely up to three days a week. One in five employees has childcare responsibilities (children under 18). Such employees can now work shorter, six- or seven-hour days until the end of their child's third year of elementary school. The rate of return after childcare leave remains high, at 91.7% for the July 2023-June 2024 period. Employees can also revise their work hour schedules every three months, allowing them to work flexibly to suit their lifestyles.
In addition, a remote working system has been introduced from FY2024 allowing employees to work fully remotely from non-office locations even if they are caring for a family member or have other circumstances.
We are also working to enhance our leave system. In addition to annual paid leave, we have unique leave systems such as a Happy Holiday system granting six days of special paid leave each year and a Thanks Holiday system for long-time employees. The employee satisfaction survey found a favorable level of satisfaction among short-time employees regarding the balance between work and private life. We are steadily fostering a climate and culture that makes it easy to balance work and home life.

Ratio of men to women in our recruitment

Ratio of male to female new graduates hired in the past three years

Ratio of male to female mid-career hires in the past three years

Original leave systems

Rate of male childcare leave

Introduction of remote working system

The Company has created a new remote working system that enables employees to work remotely at any time, without having to come to work, if they have to live in a location distant from their home office due to changes in their life stage or other reasons. The system aims to create an environment in which talented people at various life stages can establish a position and play an active role.

Basic Policy Regarding Human Rights

The Macromill Group has established a Basic Policy Regarding Human Rights that expresses our stance of respecting human rights through our corporate activities. By protecting and promoting human rights, we seek to build long-term relationships of trust with all stakeholders, including employees, clients, and shareholders. We will also share the values of respecting human rights in our relationships with business partners across the business value chain.

Components of the Basic Policy Regarding Human Rights

Number of consolidated employees of the Macromill Group

Macromill employees (non-consolidated)

• Percentage of full-time employees who resigned for personal reasons

Cultivating human resources through systematic training programs and career-building rotations

Recognizing that, in our business activities, enhancing the value of employees is directly linked to enhancing corporate value, we seek to develop human resources through systematic education programs and a voluntary job-rotation framework.

Training programs by rank

Knowledge sharing and feedback initiative to support growth

In addition to HR-led, company-wide, rank-based training, we also have extensive training programs for each job category. In addition, various training materials are posted on the company intranet to share training knowledge, thereby promoting understanding of specific roles and operations in other departments.

Various training materials on the in-house knowledge website millnavi

HR

• Induction training materials for new graduates (understanding the company/business skills/mindset/stance, etc.)
• OJT trainer programs

Sales Division

• Aimed at enabling employees to understand our services/acquire sales skills and support business operations

Researcher Division

• Marketing research basics/design and analysis courses, etc.

Defining leadership competency

In order to comprehensive approach to the development of next-generation leaders and leadership development for managers, we have redefined the leadership competencies required for each position. This definition helps managers identify their leadership level based on 360° feedback survey and those of others. They can then analyze their strengths and areas for improvement to achieve their desired leadership profile and implement targeted action plans over the course of a year.

Leadership competency items

*For each of the above, there are five levels of position-specific competencies

Educating Data-Native Talent

An environment that embodies a data culture
and develops data-native talent

The Macromill Group's vision is:"Build your Data Culture." We contribute the data-driven decision-making of clients by acquiring and providing data ranging from consumer awareness to digital behavior, purchasing, and biology. Especially, we have developed a unique three-year training program for researchers. This program is designed to develop fundamental skills and knowledge. In addition to a wide range of classroom-based learning, regular tests are given to ensure that business knowledge is firmly established.

To address the demand for more sophisticated business analytics going forward, we are strengthening the development of analysts. We have developed an in-house online training program for aspiring employees. Furthermore, from July 2024, the Company began subsidizing the cost of acquiring the Japan Statistical Society Certificate from level 2 upward, thereby expanding support for employees to improve their data literacy. We are also pursuing numerous efforts to embody our data culture. Based on the results of the latest employee satisfaction survey, we are conducting an in-house analysis to enable more in-depth consideration of such a culture, which is informing the action plans being explored by each division.

Employee satisfaction survey correlation analysis

Recruiting and training data professionals

From 2017 to 2019, in collaboration with client companies, we held a public contest for data analysis-based marketing strategy planning. We carried out a hands-on program of using consumer data to propose solutions to the marketing issues of companies, receiving entries from around 2,500 students. Since 2020, we have also been offering summer and winter internships for students. By gaining experience in our data aggregation and analysis operations, roughly 800 students every year are honing their data literacy, which they can then apply to business.

Moreover, in July 2022, we transferred our data consulting business to SOUTH Inc., a marketing and consulting business, through an M&A. We then converted this into a subsidiary, renamed Eight Hundred, Inc., and have since continued to expand the consulting business. Eight Hundred had 77 data analysts as of the end of June 2023 (roughly 1.2 times more than the previous year).