Personnel Strategy

At Muninova Group, we have set forth a long-term vision of “Transformation Towards an IT COMPANY-Aiming to Become a Company that Lasts 100 Years” To achieve this goal, we aim to remain a company that continues to meet stakeholder expectations by securing and developing exceptional talent and building organizational competitiveness that is resilient to external and internal changes. As a part of our human resource strategy to achieve this goal, the Group is taking measures to build up a system for the next stage of growth.
This includes acquiring engineers and other diverse experts through M&A, reviewing our staff composition, innovating cost structure by utilizing in-house engineers, hiring young employees, and hiring women as managers.

Talent Development Initiatives

Until now, our training programs primarily "managerial-level employees*". However, as the pace of change in the business environment accelerates, employees are now required to think and act independently and respond flexibly. Recognizing this, we have shifted our training system to one that "supports the growth of all employees" and have implemented the following initiatives.

  • Implementation of "basic business skills training" aimed at enabling employees to gradually acquire essential business skills (such as manners, communication, business writing, presentations, finance, and marketing)

  • To support self-development, we have introduced flexible e-learning programs that can be accessed "anytime" and "as much as desir ed", depending on e ach employee’s department and career plan.

We will continue to expand and enhance our systems to support the growth of every individual within the Group.

About The Potential Of Human Resources

Under our human capital strategy, Muninova Group has set the following key targets:

  • Percentage of female managers to reach 20% by March 2030 (as of March 31, 2025: 6.3％)

  • Percentage of engineers to reach 25% by March 2033 (same as above: 12.2%)

  • Percentage of young managers to reach 30% by March 31, 2026 (same as above: 15.2%)

We are steadily progressing toward our targets for increasing the number of engineers and promoting young employees to managerial roles. However, the gap remains wide for the promotion of women into management, making it a critical issue. To address this, we are focused on creating an environment where women can continue and grow their careers.
Specific initiatives include strengthening development programs, increasing the visibility of role models, and promoting flexible workstyles. These efforts aim to broaden the pool of female managerial candidates and accelerate progress toward our target.

* Managerial-level employees include managers and assistant managers.

Empowering Women in the Workplace

To promote women's advancement, we have set a target of 20% female managers by the fiscal year ending March 2030. We have formulated and published an Action Plan, actively working to expand the recruitment of female employees, obtain Platinum Kurumin certification, and implement initiatives for development and promotion to managerial positions.

For details of the action plan and related initiatives, please refer to the Diversity Promotion section.

Internal Policies

  • Adoption of the positions of department heads who stay in a specific area

  • Director mentor system exclusively for women in managerial roles

  • Shortened work hours (for employees raising children up to the sixth grade of elementary school)

  • Leave for fertility treatment

  • Wellness leave (one day of sick leave per month per granted to female employees)

  • Childcare support leave (Two days leave for employees raising children up to the junior high school)

Strengthening IT Talent

To respond swiftly to rapid changes in the business environment driven by technological innovation, it is essential to advance IT initiatives and expand capabilities through the development and recruitment of IT talent.
Muninova Group will expand its IT workforce through proactive recruitment and development of IT talent, as well as M&A of SES business companies, aiming to provide optimal services and achieve sustainable growth.

Securing Skilled IT Experts

Result（transition）

as of March 31, 2021 as of March 31, 2025
IT experts (IT engineers, data analysts, and designers) 1.8%
(48/2,634 employees)		 12.2%
(418/3,428 employees)
IT engineers 0.6% 9.5%
Number of data analysts 0.9% 2.0%
Number of designers 0.3% 0.7%

* Ratio of IT personnel among employees in the domestic Group companies (excluding Anshin Guarantor Service Co., Ltd.).

Internal Policies

  • Conducting external programming training open to all employees on a voluntary basis.
    A total of 107 employees have completed this training as of March 31, 2025.

  • External training programs (such as Udemy, PM, and AWS courses) were introduced specifically for the Digital Department.

  • The annual limit for the book purchase support program was raised to 10,000 yen.

  • The career course system has been improved, enabling employees to shift more easily to specialized professional tracks.

Town Hall Meetings

What Are Town Hall Meetings?

Since June 2024, we have been holding in-person Q&A sessions where the CEO, chairperson, and HR director respond directly to employees’ questions, expectations, and suggestions for improvement. Employees’ input has brought previously overlooked issues to light and led to tangible improvements.
So far, 522 employees have participated, submitting 1,122 questions and comments as of June 2025.

Example that led to an actual improvement

Human Resource Development

  • Introduced external training by providing Udemy (E-learning) accounts to digital promotion related department.

  • English conversation lessons were offered to managers of relevant departments to facilitate communication with foreign staff.

  • To meet practical training needs, support was added for over 100 IT-related certifications and expensive reference books.

New Department Established

  • Established a specialized department to enhance SEO (Search Engine Optimization) across the entire group.

Internal Policies

  • Wellness leave was made paid leave.

Facilities

  • Updated the flooring in the conference rooms.

Examples Currently Under Review for Improvement

  • In response to concerns over perceived unfairness in compensation differences based on willingness to accept nationwide transfers, a revision of the current system is under consideration.

  • The creation of English-language versions of onboarding training materials is being considered to improve accessibility for new hires.

  • The evaluation system for specialized personnel is being reviewed to better reflect the actual nature of their roles and responsibilities.

  • A review of workplace support systems and environments for pregnant employees is underway, incorporating feedback from those with firsthand experience.

Investment in intellectual property

The Company invests in intellectual property primarily in IT (software) assets and brands. We will continue to invest in IT assets over the medium to long term in order to improve our competitiveness. In particular, we will make accelerated investments in the DX field and build a system to respond to customer needs at a lower cost. Investing in the brand has long-term investment in building and fostering the AIFUL brand. We will continue to build our brand by investing more than a certain amount and implementing our VMVs (VISION / MISSION / VALUE).

Sustainability
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