ShinMaywa Group recognizes that respect for human rights is an important corporate social responsibility, and is committed to sustainable corporate growth with an eye on the global market. To expressly show its stance toward respecting human rights, and uphold the International Bill of Human Rights adopted by the United Nations, the United Nations Guiding Principles on Business and Human Rights, and the ILO Declaration on Fundamental Principles and Rights at Work of the International Labour Organization (ILO), it has established the Human Rights Policy based on those international standards.
This Policy applies to all officers and employees of ShinMaywa Group. It is also shared with suppliers and other business partners of the Group to promote human rights initiatives.

Under the ShinMaywa Group Human Rights Policy, the Group, for the purpose of identifying, preventing, and alleviating negative impacts of its business activities on human rights, has built a human rights due diligence process and works responsibly to take corrective action as necessary. Specifically, Social Subcommittee takes the lead in promoting activities to address human rights risks identified based on the Group’s business activities and strives to take appropriate action to prevent or alleviate such human rights risks.

We conduct continuous monitoring, including tracking the implementation status of corrective actions and continuously assessing human rights risk impacts.

If the Group’s activities are found to induce a negative impact on human rights or if involvement in such becomes clear through stakeholder dialogue or a grievance mechanism, we will work to remedy that through appropriate procedures.

We have established whistleblowing contact points within and outside the Group so that, in the event of occurrence of a negative impact on human rights, we can take appropriate action to rectify the situation. Employees (including non-regular employees) of the Company and Group companies are eligible to report compliancerelated problems including human rights issues. In addition, we have established a contact point on our website to allow all stakeholders to report human rights issues.

If you become aware that any actions that violate the “ShinMaywa Group Human Rights Policy” or other human rights violations are occurring or may be occurring within the business activities of our Group, and information about that is provided to the reporting system, we will verify the facts based on the information provided and consider and implement any necessary and appropriate remedial and relief measures.

Under the “ShinMaywa Group Human Rights Policy,” we comply with national and regional labor laws and practices through our business activities, as well as establish a sound labor-management relationship by respecting the right of collective bargaining and engaging in sincere dialogue with labor unions and individual employees.

Our regular employees except for managers are eligible to join the labor union, and the rate of joining stood at 97.6%. (as of March 31, 2025)

We acknowledge that the labor union has labor’s three major rights (the right to organize, the right to bargain collectively, and the right to act collectively) and that seeking smooth business management and business development is a common interest for both the labor and management. In addition, we have established a management council and a division (plant) council as consulting organizations aimed particularly at explaining management policies, considering production plans, overcoming difficulties in production, improving production efficiency, maintaining and promoting health and safety, enhancing welfare and education, improving workplace environments, and establishing workplace discipline. We have also established a joint labor-management council and a central council for the purpose of maintaining and improving labor conditions and preventing or handling conflicts between the Company and the union.

At ShinMaywa Industries, the labor and management hold Working Hours Setting Improvement Committee meetings twice a year to share information and exchange opinions about initiatives aimed at developing environments and shortening total working hours to implement diverse and flexible working styles and enhance employee engagement, with a focus on preventing overwork. At the joint labor-management council, the labor and management set targets for the initiatives seeking to increase the childcare leave-taking and the paid leave usage ratios and promote the active participation of women, as well as share information, exchange opinions, and have discussions at each meeting.

At collective bargaining, the social context such as price trends and employees’ life designs such as childcare and caregiving are also taken into consideration. Accordingly, we investigate wage levels every year and set a wage level and compensation for employees that surely exceed the minimum wage. The labor and management share information, exchange opinions, and continue discussions to pay competitive salaries, and we work to pay wages necessary for all employees across the Company to maintain their standard of living.

The ShinMaywa Group will recruit and assign diverse human resources regardless of actors such as gender, age, nationality, religion, disability, educational background, and sexual orientation, and advance efforts to promote the creation of an organizational culture that draws on diversity.

Promoting the active participation of women

The Group believes that promoting the active participation of women is an important element of diversity, and aims to be a corporate group where female employees can work with peace of mind and actively take on work challenges, even while experiencing childbirth and childcare. To this end, we have established various systems that allow employees to continue to work after life events such as childbirth and childcare, and we support both male and female employees in balancing work and family responsibilities.

Proportion of female new graduate hires [Number of graduate school, university, and technical college graduates/females]

Proportion of female employees (%)^*2

1. (Note 1)     Full-time employees
2. (Note 2)      Directly employed workers such as part-time workers, contract workers, and retired retirees. Dispatched staff are excluded.
3. (Note 3)      The decline is due to a decrease in the number of female employees (non-regular), and an increase in the number of non-regular employees joining the Group through M&As.

Recognized challenge in increasing the proportion of female managers

The Group is promoting the creation of workplace environments where employees can demonstrate their abilities irrespective of gender. However, owing to the nature of manufacturing business, the proportion of male employees is high especially in plants and production sections, and the percentage of female workers in management positions remains low. Based on the understanding of this structural challenge, we will provide women with more opportunities for recruitment, development, and assignment and pursue the creation of an environment where women can play active roles in management positions.

Number and proportion of female managers^*2

Promoting the hiring of people with disabilities

The Group is committed to establishing an inclusive society, where anyone who wants to work and has the ability to do so can take part in society through their work, regardless of disabilities, and is therefore promoting the hiring of people with disabilities.

Proportion of persons with disabilities（％）^*2

Hiring human resources at overseas locations

The Group believes that expanding its presence in overseas markets is essential for enhancing existing businesses and expanding our business domains. We have set a target of 100 billion yen in overseas sales in FY2030. In recent years, we have been working to gear up our overseas expansion by, for example, proactively pursuing M&As of overseas companies.

Human resources hired at overseas locations^*2

Number of voluntary separations

The Company has been promoting the creation of a workplace where diverse human resources can continue to work with peace of mind. As part of this initiative, we have been engaged in efforts to reduce the voluntary turnover rate. We are working to increase the retention rate and strengthen our human capital by fostering an environment where employees with diverse backgrounds in gender, age, life stages, etc. can play active roles according to their different values and working styles.

Number of voluntary separations^*1

Promoting the employment of older people

In FY2003, we introduced and promoted a system for hiring older workers, who have a wide range of know-how gained through practical experience. The purpose of the system is to fully utilize the strengths of older human resources and to make work more fulfilling for them while supporting the growth of the Company. From FY2022, we raised the retirement age to 65.

Status of active participation by older workers^*1

To enable our employees to balance work with their personal lives, we are enhancing our systems so that we can create a work environment that is comfortable for our diverse workforce.

■Initiatives for preventing long working hours and for promoting the use of paid leave

As well as strengthening management of work hours in line with the establishment of legal limits on overtime hours, the Company has put in place various measures for reducing overtime work. To reduce long working hours, for example, we have set a company-wide day on which everyone leaves the office at the close of business hours. We are also working to promote the use of paid leave through introduction of a planned leave system.

Trends in the number of paid leave days used (average per employee)^*1

Various systems for childcare and caregiving

We have introduced childcare and caregiver leave systems and a shortened working hour system for employees with childcare and caregiving responsibilities. Using these systems, employees can take care of their children and family members without having to resign.

Trends in the number of users of the childcare and caregiver leave systems^*1

Prenatal and postnatal maternity leave	Special maternity leave of eight weeks before and eight weeks after childbirth allows you to prepare for childbirth.
Childcare leave	In principle, childcare leave is available for one year, and up to two years if the Company deems it necessary.
Childcare leave	Employees can take up to 10 days of leave per year to care for children up to the age of elementary school entry.
Time for childcare	For the first year following childbirth, employees may take at least 30 minutes of time twice a day for childcare, in addition to break periods.
Shortened working hours (childcare/nursing care)	Employees can reduce their daily working hours to accommodate childcare or nursing care needs.
Flextime system	Our Flextime system has no core hours, making it FLexible enough to accommodate employees with childcare and caregiving responsibilities.
Nursing leave	If you need to care for a family member, you can take five days of leave per year for each family member.
Planned leave	This is a system that allows employees to take three consecutive days of planned paid leave once a year.
Consultation on child-rearing	This system allows employees to consult with a specialist about their childcare concerns.
Reemployment system	This is a system for rehiring former employees who wish to return to the Company, having previously had to resign due to personal circumstances, such as the transfer of a spouse, childcare, or caregiving.
Caregiver leave	A leave totaling one year is available to care for a family member who has been certified as requiring caregiving.
Cafeteria Plan	This is a system that subsidizes the costs of purchasing childcare and nursing care products and using facilities. You can also receive assistance with the costs of infertility treatment. You can also choose from a variety of other options, such as self-improvement and travel, that fit your lifestyle.