Human resource development

In Article 3 (For Employees) of Group Code of Conduct, the Group declares that it "respects the personality and individuality of its employees and ensures a safe and energetic working environment for everyone, so that they can lead fulfilling lives." Human resources are our greatest asset, and we believe that enhancing their power is the source of our value creation.

• Creating human resources that continue to grow through work
• Strengthen the ability of employees to adapt to environmental changes
• Supporting employee career autonomy
• Continue to produce managerial human resources
• Promote the creation of an organizational environment in which diverse human resources can play an active role through human resource development

education system

Aiming to "strengthen our human capital," we have established a human resource development policy and are working to develop human resources that take into account changes in the social environment and the times. In order for a company to grow sustainably in a rapidly changing social environment, it is essential that each employee's capabilities and performance are maximized. To that end, we value a diverse workforce that independently works to develop their capabilities and continues to grow through their work.

In Article 3 (For Employees) of Group Code of Conduct, the Group declares, "We will respect the personality and individuality of our employees, ensure a safe and energetic working environment, and realize a fulfilling life for our employees." We believe that human resources are our greatest asset, and enhancing their capabilities is the source of our Group's value creation, and are therefore promoting efforts to strengthen our human resources base.
In "TOPY Active & Challenge 2027," announced in May 2025, we set out "strengthening human capital" as a human resources strategy to advance our business strategy, and are implementing the following measures, centered on securing specialized human resources, employee education, and promoting health and productivity management.

Our company provides regular recruits with university graduates with a four-month training program (Topy Juku) after joining the company. In addition to classroom training covering business operations, basic company knowledge, and business etiquette, employees also attend a training camp where they learn IE basics, quality control, and improvement methods through practical exercises. This is followed by on-site training and improvement theme training at each factory. In the on-site training, employees learn the fundamentals of manufacturing through work experience at the manufacturing site, and in the improvement theme training, they apply what they learned in classroom training at headquarters to work on improvement activities under the guidance of senior employees.

Aiming to develop human resources who can contribute to the realization of our management strategy and the enhancement of our corporate value, we are enhancing our training and education programs with an emphasis on improving and demonstrating the capabilities of each employee. We regard on-the-job training as the basis of human resource education, and strive to solidify knowledge and skills that can only be acquired on the job. We also develop training programs by job type and field to develop specialized human resources. Furthermore, by enhancing self-development support and level-specific training, we foster an autonomous mindset that "thinks for oneself, acts on oneself, and produces results" immediately after joining the company, and promote human resource development that draws out diverse capabilities.

The Group has defined "DX talent" as people who can transform business processes by utilizing digital information, and is working to develop such talent. With the goal of training approximately 600 staff employees as DX talent by the end of fiscal year 2025, we are developing DX talent by establishing an education system tailored to the requirements of each talent level.