We support employees with diverse backgrounds to maximize their abilities and create an environment in which each individual can play an active role.   As one of these initiatives, we will promote the active participation of women and implement various measures from the three perspectives of "career development," "training of managers," and "employment continuity support."

We aim to achieve a Ratio of women in manageria positions of 20% by fiscal 2026 by developing our own career vision without being constrained by existing concepts, providing training focused on developing skills to achieve this vision, and training candidates for managerial positions.

Action Plan and Progress Based on the Act on Promotion of Women's Participation and Advancement in the Workplace

Planning period

Quantitative Targets

Other information on the active participation of women

Average length of service for men and women

Sanyo positions the gender pay gap as one of the indicators demonstrating the effectiveness of human capital management initiatives, while also emphasizing factors that influence its fluctuation, such as job position composition and management ratio, as leading indicators for future improvement.

Sanyo's gender pay gap manifests as a result of complex structural factors including occupational composition (including pay differences between occupations), management ratio, and employment types, rather than the wage system itself, and we monitor these factors in an integrated manner.

The gender pay gap for fiscal year 2025 was 72.2% on a company-wide basis, but when broken down by occupation, the results were 77.4% for general career-track positions, 85.7% for specialist positions, 100.7% for clerical positions, and 87.6% for full-time sales positions.

The main factor behind the recent change in the gender pay gap was the enhancement of incentive systems and various allowances for full-time sales positions, where the proportion of female employees is high, and improvement has been observed in this occupation compared to the previous fiscal year.

On the other hand, there has been no significant change in wage levels for general career-track and specialist positions, and the company-wide pay gap continues to be influenced by job positions and workforce composition.

The main factors behind our company's gender pay gap are the ratio of female managers in general career-track positions, the utilization of reduced working hours arrangements against the backdrop of balancing work with childcare and nursing care responsibilities (approximately 20% of all female employees), and differences in the proportion of women across occupations.

These factors affect wage levels through average working hours and job position composition, and there is no discriminatory treatment in wages based on gender.

Based on this understanding, Sanyo has positioned improving the ratio of female managers and correcting job position composition as leading indicators, and is proceeding with systematic development and promotion of female managers, as well as reviewing assignment practices with consideration for users of flexible work arrangements.

Going forward, Sanyo will continue to pursue initiatives on two fronts: measures that produce results in the short term, such as improving compensation for full-time sales positions, and medium- to long-term improvements in workforce composition centered on management structure. We will utilize the gender pay gap as an outcome indicator for human capital management initiatives while working toward sustainable improvement in human capital management

• Average wages include non-standard wages and bonuses, such as overtime allowances, in addition to standard wages.

Overall

By employment type

By job type

In line with our support program for balancing work and childcare, we support employees to take childcare leave and promote their understanding of childcare support.

In conjunction with the enactment of the Revised Childcare and Family Care Leave Law, we established an in-house consultation service in April 2022. In October of the same year, we revised the child care support system regulations and worked to ensure that all employees were fully aware of the key points of the revision to the law.

Going forward, we will continue to develop personnel infrastructures aimed at achieving a balance between employee childcare and work. In addition to working to further support employee childcare, we aim to improve Ratio of men taking childcare leave.

We have put in place a system that supports a diverse range of work styles and balancing work and family and work, creating an environment in which employees can choose more flexible work styles.

Through the utilization of these systems, we will support all employees to improve work efficiency and labor productivity, and promote the creation of a rewarding work environment that realizes a balance between work and life.

We aim to create a vibrant workplace where everyone can work comfortably, regardless of whether or not they have disabilities. By creating a workplace environment, we are striving to provide employees with disabilities with opportunities to demonstrate their abilities and to establish a workplace in place.

We are promoting the "promotion of understanding of the employment of people with disabilities" through ongoing in-house training and retention interviews.

From the perspective of securing diversity and improving productivity, we will actively recruit foreign human resources and incorporate diverse values into product development and sales services, leading to an increase in corporate value.

We position enhancing engagement as a vital management priority and are actively working to advance our human resources initiatives and organizational management. Through engagement surveys conducted on a regular basis, we quantitatively assess the strength of the "connection between the company and employees" and "mutual trust relationships," visualize organizational conditions and issues, and use these insights to develop and implement improvement measures.

Trends in Engagement Score and Total Satisfaction

• Research firm average of 50 scores

• 5 stages for each area

Current issues

Future Key Action Policies

Metrics and Targets

Results and Targets to Date

Reference: Engagement Score/Rating Conversion Table

Actual