As a pioneer of new markets at a time of fragmented individual tastes, the King Jim Group continues its search for new business styles. We provide work environments that accommodate employees of differing backgrounds, diverse in gender, age, working styles, presence of disabilities, and other aspects. In the belief that incorporating the ideas of these employees will lead to responses to changes in the business environment and the company's growth, the King Jim Group works to promote diversity.

	Total	Men	Women
Full-time employee	392	254	138
Contract employee	4	3	1
Employee rehired after reaching mandatory retirement age	30	28	2
Part-time employee	33	2	31
Total	459	287	172

*In line with changes in the times, KING JIM began full-scale recruitment of women for career-track positions in 2000. Before that, women accounted for a low percentage of hires and tended to work for a low number of years. As a result, the percentage of women among full-time employees has remained low. However, we conduct recruitment activities for new graduates based on a 50:50 gender ratio. Women now make up 50.0% of full-time employees in their 20s and 47.8% of their 30s. KING JIM promotes the development of employees' capabilities. Through fair treatment under fair evaluations, we have designed and operated a system that enhances employees' willingness to take on challenges and their motivation toward work and seeks to increase self-fulfillment and the performance of the Company. By conducting evaluations from the standpoints of behavioral and performance evaluations, we have established processes that lead to achievements and results and a system capable of evaluating both. Evaluations are determined through self-evaluation, followed by primary evaluation by a direct supervisor and secondary evaluation by the superior of the primary evaluator. At feedback interviews, fairness is secured through consensus between the employee and superiors regarding the past year's achievements and the next fiscal year's targets. The King Jim Group believes that paying fair wages for labor leads to securing diverse human resources.
KING JIM has adopted a wage system based on the group, grade, and evaluation, described in personnel system regulations and categorized according to the roles and responsibilities individuals should shoulder to contribute to the Company's performance. Incorporating the Company's performance and personnel evaluations, this system aims to improve employees’ motivation and energy.
Our wage system is based on equal pay for equal work, with wages for the same work not differentiated by the form of employment. We also comply with national minimum wage standards.
a. Total number of new employee hires (age group, gender)
　21 full-time employees (age 20-29; 9 men, 9 women / age 30-39; 1 man, 2 women) hired in the fiscal year ended June 20, 2023
　3 part-time employees (age 20-29; 1 woman / age 30-39; 1 woman / age 40-49; 1 woman) hired in the fiscal year ended June 20, 2023
b. Total employee turnover (age group, gender)
　Number of new graduate employees (age 20-29) resigning from the Company

Hired year	Men	Women
2020	0	0
2021	1	1
2022	0	0

Under this system, once a year, the King Jim Group asks all employees (including temporary employees) to directly communicate and share their thoughts on any matters, including their future careers, current job status, workplace issues, and business policies, to top management. The content is shared only with the President and a number of executives and used for appropriate personnel allocation and work environment improvement. This system selects three applicants from among employees by lottery to have tea with the President. The aim is to create a chance for communication with the President, the Company's top executive, and to deepen employees' understanding of the Company. The system is an institutionalization of a project proposed during new employee training in 2021. This system allows employees to change working hours for work-related circumstances, injury or illness, and childcare or nursing care. Employees who use the shortened working hours system for childcare or nursing care can combine that with this system to set more flexible working styles. Laws stipulate that employees may use systems until children enter elementary school for child nursing care leave, restrictions on overtime work, and late-night work. And systems for shortened working hours for childcare and restrictions on off-the-clock work until children reach three years of age.
KING JIM raises the criteria for such systems above the statutory levels to the time children to complete the third grade of elementary school.
Even when nursing care is involved, employees can use the system for shortened working hours in addition to nursing care leave. Moreover, off-the-clock work, overtime work, and late-night work are restricted.
We provide environments that let employees balance work and home in line with their life cycles. We have introduced work at home, satellite offices, and mobile work to achieve diverse working styles and motivate employees. For employees working from home ten or more days per month, transportation expenses are covered, and a separate at home work allowance is provided. This system seeks to rotate employees among two or three departments every ten years to enhance employees' skills by creating opportunities to gain various experiences and environments in which employees can maximize their potential. As of June 20, 2023, the percentage of female managers in the Company was 8.0%. We have set a goal of increasing this percentage to 20% by 2030 (KING JIM non-consolidated). When appointing women to managerial positions, we recognize differences in the average length of service between men and women due to resignation for marriage, childbirth, and childcare reasons. We have established an internal system to enhance work-life balance regardless of gender and seek to create environments where all employees can continue working throughout life's events. To nurture female employees of varied work backgrounds, we began full-scale hiring of women for career-track positions in 2000. We consistently performed the hiring of new graduates based on a 50:50 ratio of men and women.
We have appointed five Directors and one Corporate Auditor as female officers, with a 62.5% ratio of women as independent external officers as of June 20, 2023.

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Plan of action for general employers based on the Act on Promotion of Women's Participation and Advancement in the Workplace
(KING JIM non-consolidated) To promote the active participation of women in professional life, we are formulating an action plan (created in 2017) to assess our current situation and achieve our goals. 1. Assessing our current situation (fiscal 2023) (1) Percentage of female employees among hired employee Note: The percentage of women among our contract employees is 50%. (2) Difference between male and female full-time employees in average length of service: 7 years and 3 months 2. Action plan To raise the average length of service for our female full-time employees from 13.8 years by ten years from now (March 31, 2026), we will formulate an action plan as follows.

(1) Period of the plan
・April 1, 2017 to March 31, 2026

(2) Issues for our Company
・Length of service is lower for women than for men.
・We face a shortage of female managers and female candidates for managerial positions.
3. Targets, the details of initiatives, and the implementation period We will raise the average length of service for female full-time employees from 13.8 years (as of March 2016) to 16.0 years by March 31, 2026.
Note: Following the formulation of the action plan in 2017, the number of young female employees increased due to our increase in the number of new graduate recruitment, and as of 2023, the average years of service of women have temporarily declined.

April 2016 to March 2018: Initiatives to reduce the number of female employees who resign from work due to marriage, childbirth, or childcare 1
(1) Creation and distribution of materials summarizing in-house systems and procedures concerning the steps of marriage, maternity leave/childcare leave and return to work → Implemented (from March 2018)
We posted a handbook on dealing with marriage, maternity leave/childcare leave, and return to work, as well as illness, injury, nursing care, and other events in life, on our internal network and began using the handbook.
(2) Distribution of Company informative email messages to employees taking maternity leave and childcare leave (once a month) → Implemented (from April 2016)
(3) Creation and distribution of a manual for departments accepting employees returning from maternity leave and childcare leave and for direct superiors of said employees → Implemented (from March 2018)
Held interviews with employees taking maternity and childcare leave to create the Iku-Boss Manual. We posted this manual on our internal network and began using it.

April 2016 to March 2021: Initiatives to reduce the number of female employees who resign from work due to marriage, childbirth, or childcare 2
(1) Interviews before maternity leave and childcare leave → Implemented (from March 2018)
(2) Interviews following maternity leave and childcare leave → Implemented (from March 2018)
Description of the interviews in the Iku-Boss Manual noted in (3) of Initiative 1

April 2016 to March 2026: Creation of a corporate culture for the enhancement of work-life balance
(1) Enhancement of the rate of paid leave taking, reduction of overtime hours → Implemented (Enhancement of rate of paid leave taking: from September 2017; reduction of overtime hours: from April 2018)

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We are actively working to employ people with disabilities, we have established a satellite office in Kawagoe City, Saitama Prefecture, and Yokohama City Kanagawa Prefecture, which provides full support for employees with disabilities. We respect the individuality and abilities of each employee with disabilities in our operations. Note: Unless noted otherwise, published data are aggregated for the June 2023 period (June 21, 2022, to June 20, 2023) or are figures as of June 20, 2023.