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 Promotion of DE&I.

Number of employees	Men	Women	Total
Full-time employee	217	133	350
Contract employee	5	3	8
Employee rehired after reaching mandatory retirement age	47	5	52
Part-time employee	1	24	25

Number of new hires	Men	Women	Total
Full-time employee	8	7	15
Part-time employee	0	0	0

Age / Years of service	Men	Women	Total
Average age of employees	43.8	37.4	41.4
Average years of service of employees	19.3	13.9	17.3

Our company employs a wage system based on grades, evaluations, and groups into which individuals are categorized according to the roles and responsibilities they should undertake to contribute to the Company's performance, as stipulated in the personnel system regulations. Guided by the principle of equal pay for equal work, we do not create wage disparities based on employment status for the same work under this wage system.

Type of employees	unit	FY ended June 2026
All employees	%	74.4
Regular employees	%	73.7
Non-regular employees	%	83.5

Regular employees: Employees employed on a permanent basis
Non-regular employees: Employees including part-time employees and contract employees, excluding temporary dispatch employees
Wages: Includes base pay, overtime pay, and bonuses, excluding severance pay, commuting allowances, and other non-taxable items The Company conducts an annual engagement survey of all employees with the aim of increasing the number of employees who identify with the policies and strategies of the Company and their organization, find their work rewarding, take pride in it, and proactively engage in their duties (hereinafter, “engaged employees”).
To achieve this objective, the survey identifies organizational issues at each Group company and department, and we promote workplace improvement activities at the operational level. Beginning in fiscal 2026, each department holds discussions involving the entire department and shares its initiatives for future improvement with all employees, thereby fostering mutual understanding and cross-departmental learning. 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. We hold town hall meetings at our locations across Japan to directly communicate management’s perspectives and aspirations, listen to each employee’s views, and foster mutual understanding and engagement. We hold a monthly all-hands morning assembly which employees can attend both in-person and online. Following each assembly, we conduct a survey and make improvements based on employee feedback and requests.

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Implementation period	Contents
from July 2026	Conduct e-learning programs, in-house training, or other initiatives related to DE&I at least once a year to support the advancement of women in the workplace.
from September 2026	Once a year, we communicate internally the promotion criteria and personnel evaluation system designed to enable employees who take childcare or other leave to make up for any resulting disparities in compensation and career progression over the medium to long term.
from January 20207	Communicate information internally at least once a year about the Job Return System, Transferred Spouse Accompaniment System, and Transferred Spouse Accompaniment Leave System to support continued employment.

Target 2: Increase the annual paid leave utilization rate to at least 74% by June 20, 2030, raising the average number of days taken per employee from 12.6 days per year in the fiscal year ended June 2026 to 13.5 days per year.

Implementation period	Contents
from June 2026	Set and communicate internally a Company-specific annual paid leave utilization target that exceeds the statutory minimum requirement of five days.
from June 2026	On the date annual paid leave is granted, send all employees an email stating the annual target number of leave days, their leave utilization record for the previous year, and examples of how hourly paid leave can be used.
from June 2026	At the annual training for newly appointed managers, the Human Resources Department communicates the annual paid leave utilization target and the importance of creating a workplace environment in which employees can readily take leave.
from July 2026	Report annual paid leave utilization status each month to executives and all managers at section manager level or above. The supervisors of employees who are not making sufficient progress toward the annual paid leave utilization target are contacted individually.

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Note: Unless noted otherwise, published data are aggregated for the June 2026 period (June 21, 2025, to June 20, 2026) or are figures as of June 20, 2026.