Data

Based on its belief that human resources are the greatest, most powerful type of capital, the Link and Motivation Group secures human resources with the high level of skill it seeks and strong motivation to achieve the Group’s mission.

• 1Total of directors, managing directors and corporate officers, including outside directors.
• 2ALT: Assistant Language Teacher
• 3Contractual working time of at least 40 hours a week is considered “full-time” and less than 40 hours a week is considered “part-time,” regardless of the form of employment. (Excludes ALTs.)
• 4Number of employees when converted to full-time (40 hours a week). Calculated by dividing total working hours per week of all employees by 40 hours. (Excludes ALTs.)
• 5Calculated by dividing the total payments made to contractors engaged at each Group company during the year by each company’s average compensation for full-time employees.
• 6Calculated by determining the working hours during the contract period of temporary workers to whom company equipment was provided during the year, and dividing that figure by the theoretical annual full-time working hours.
• 7The total full-time equivalent (FTE) of employees, part-time workers, temporary workers, and contractors for the year.

The Link and Motivation Group conducts hiring, evaluation, promotion and other corporate functions based on each individual’s performance and growth, irrespective of attributes such as gender, nationality or age.
We have stepped up our efforts to employ persons with disabilities over the past few years, resulting in a year-on-year increase.
We consider meeting the legally mandated employment rate to be a management issue and will continue to enhance recruiting.

• 1Excludes non-responses
• 2Tabulated based on the content of the Report on the Status of Employment of People with Disabilities submitted to the Ministry of Health, Labour and Welfare each year. The results shown are as of June 1, in accordance with the aforementioned report.
• 3Refer to the skill matrix for details. (Japanese only)

The Link and Motivation Group believes that investing in its organization, starting with investment in communication, is essential for fostering the motivation, knowledge and brand image that will lead to business results, even though they may not be immediately apparent. We base our determination of the necessity of each of our costs on this premise. We position recruiting, training, systems and corporate culture as four priority investment areas. Building on ongoing efforts, we identify key themes in line with our business strategy and changes in the external environment, and strengthen them in a focused manner.

• 1Total costs incurred in employment. Defined to include costs that indirectly benefit employees (training costs, benefit expenses, etc.).
• 2Total costs paid to outsourcers, temporary staff and other workers the Group does not employ directly.
• 3Total recruiting related costs recorded in the relevant year.
• 4Calculated by dividing recruiting costs for the relevant year by the number of hires. Recruiting costs for new university graduates are not calculated because the amount invested in the relevant year is not directly linked to the number of hires.
• 5Total costs the Group paid directly to employees. Defined to include total costs for the external workforce in addition to people the Group employs directly.
• 6Calculated by subtracting the equivalent value of unpaid salaries and benefits resulting from employee turnover from the combined total of recruitment and training-related expenses and estimated lost revenue opportunities associated with employees who left during the fiscal year.

The Link and Motivation Group places business strategy and organizational strategy on an equal footing, with the belief that continuously linking both will lead to higher corporate value over the medium to long term, as well as achievement of the Group’s mission. We emphasize productivity as the key metric for measuring the results of these efforts, and have set human capital ROI and gross profit per employee as KGIs. Productivity is a core metric for promoting human capital management and for realizing our mission, and we maintain it at a high level.

• 1Calculated by dividing the Group’s consolidated revenues for the year by the full-time equivalent (FTE) for the same year.
• 2Calculated by dividing the Group’s consolidated EBIT for the year by the full-time equivalent (FTE) for the same year.
• 3Calculated by dividing the Group’s consolidated total workforce cost for the year by the total of the Group’s consolidated cost of sales and selling, general and administrative expenses.
• 4Human capital ROI = Adjusted operating income ÷ Investment in human capital
  Adjusted operating income is a profit indicator that measures operating results. It excludes temporary factors such as goodwill, right-of-use assets, and impairment of fixed assets from operating income.
  Investment in human capital reflects total expenditures, including employee salaries and bonuses, statutory internal and external welfare expenses, commuting expenses and other executive compensation.
• 5Calculated by dividing the Group’s consolidated gross profit for the year by the full-time equivalent (FTE) for the same year.

To increase human resource capabilities and organizational capabilities (engagement), the Link and Motivation Group promotes the creation of workplaces where it is easy for individuals to work through initiatives such as upgrading facilities and establishing systems.

• 1Calculated based on total workforce (executives, Group company employees, part-time staff and ALTs).
• 2Calculated based on participation rate in annual stress checks.

The Link and Motivation Group has set human resource capabilities and organizational capabilities (engagement) as KPIs for human capital management.
Because we are unified around our corporate philosophy, the survey item “philosophy and strategies” is positioned as a strength for many Group companies, as has been our aim.
We also believe that managers play an important role as a junction point in their organizations between employees above and below them in rank, between departments, and in other relationships.
In the role survey for managers, all survey subjects maintained results of 4.0 or higher on a 5-point scale for the five sources of influence expected of a manager.

• 1Results from the Engagement Survey conducted in January for 2024 and earlier years, and in July for 2025. Excludes subsidiaries outside Japan, Link Dining Inc., which conducts other business, and Unipos Inc. and e-Associates Inc., which became wholly owned subsidiaries in August 2025.
• 2Length of service for Group company employees is calculated from the date the company joined the Group.
• 3The percentage of employees who left within the same year of joining, out of all employees who joined in that year.
• 4Numerical results for overall satisfaction as measured in a role survey on managers (Lincoln Survey).
  Satisfaction for each item is evaluated on a scale from a low of 1 to a high of 5 by subordinates and superiors of the subject managers. The figures above are the averages for all managers.
• 5As hierarchy names differ depending on Group company, figures are calculated by classifying positions within the hierarchy based on certain criteria. Outside directors, part-time staff and ALTs are not included in the number of people for each level.

The Link and Motivation Group strives to practice Management with Integrity (i.e., management with no illegality or dishonesty with regard to any of its stakeholders, including customers, business partners, employees and shareholders). As a corporate entity, we abide by laws, regulations, corporate ethics and social norms, and understand that individual employees must also make efforts to avoid transgressions.
At the Link and Motivation Group, we believe that our emphasis on engagement helps to strengthen compliance, and see our high performance in compliance and ethics-related metrics to be a result of our high level of employee engagement.

• 1Details are provided at bottom of page.
• 2All training content completed by employees.
• 3The number of consultations with the hotline that is open to all employees.
  Calculated based on total workforce (Group company employees, part-time staff and ALTs).
• 4Number of human rights issues formally reported through internal or external reporting channels (including discrimination, protection of privacy, and labor rights).
• 5Calculated based on total workforce (Group company employees, part-time staff and ALTs).

At the Link and Motivation Group, we believe that the level of recruiting today determines the state of a company five to ten years from now, so we consider recruiting to be a cornerstone for promoting our management strategies and realizing our mission.
Accordingly, among the four domains of recruiting, training, systems and corporate culture, we make the greatest investment in recruiting.
As a result of this investment, we have maintained both the quantity and quality of hiring at the levels we expect.

• 1Calculated by dividing the number of candidates who passed document screening by the total number of applicants.
• 2Calculated by dividing the number of candidates who passed document screening by the number of open positions.
• 3Total number of days required to hire employees who joined the Group in the relevant year. Calculated based on the number of days from the application date to the offer acceptance date. Recruiting of midcareer applicants is not calculated because some Group companies hire throughout the year.
• 4Critical positions are defined as directors (except outside directors) and corporate officers, including those of Group companies.
  However, when a vacancy arises, we either appoint an immediate replacement or eliminate that position, so positions are never left vacant.
• 5The percentage of candidates who actually joined a Group company out of those who accepted job offers in the relevant year.
• 6The six months after joining the company are a probation period. After the probation period ends, employees are evaluated on a scale of 2-18, with 10 meaning met expectations.

The Link and Motivation Group works to develop management personnel who are able to adapt to the product, labor and capital markets, and to think from a Group-wide perspective. As a result, the pool of potential successors is steadily increasing.

• 1Calculated as the number of vacant positions filled through internal recruiting divided by the total number of vacant positions filled through internal plus external recruiting.
• 2Calculated as the number of critical positions divided by the total number of positions.
• 3Percentage of critical positions that opened up during the year that were filled through internal recruiting. All critical positions have been filled by internal human resources.
• 4Group businesses are categorized into specified fields, and the period an individual spends in each field is calculated.
• 5Transfers among occupations and the fields (as noted above), as well as changes in roles due to promotions or demotions, are defined as internal transfers for the purpose of calculating the internal mobility rate for the year.
• 6The percentage of critical positions filled by internal human resources.

The Link and Motivation Group works to create organizations that emphasize a mutually selective relationship, in which companies and individuals choose each other as they deem appropriate, rather than a mutually binding relationship based on lifetime employment.
Looking at specific reasons employees gave for leaving, there were few resignations due to our philosophy, which the Group emphasizes above all, or the organizational climate, indicating that we have been able to create an organization unified by its philosophy, as has been our aim.
Over the past few years, we have focused on increasing base salaries, and resignations due to treatment/pay have recently begun to decline.
To remain an organization that individuals choose (a Motivation Company), in addition to instilling the philosophy that is our strong point, our efforts will include optimizing work according to individual motivation and upgrading systems in line with the external environment.

• 1The annual (12-month period) sum total of the monthly turnover rate (monthly number of leavers ÷ monthly average number of employees).
• 2The annual (12-month period) sum total of the monthly turnover rate of voluntary leavers (monthly number of voluntary leavers ÷ monthly average number of employees).
• 3The annual (12-month period) sum total of the monthly turnover rate of the defined category of employees (monthly number of leavers ÷ monthly average number of employees).
• 4Calculated as the ratio of employees with disabilities who left for personal reasons to the number of employees with disabilities for each month of the year, totaled for the 12 months of the relevant year.

The Link and Motivation Group provides a variety of opportunities for individuals to develop their careers independently and proactively. We also work to instill the ideas and frameworks that should be shared among Group employees, improve their basic capabilities and skills, and enhance their specialized knowledge.

• 1Participation rate of employees with disabilities in Group-wide training programs (on compliance, information management and harassment).
• 2Percentage excluding employees on leave and fixed-term employees who have not set goals due to reasons such as timing of joining or taking leave, from the total number of employees as of the end of the year.
• 3Participation rate in the training program established in 2025 for employees at the grade level prior to promotion to management.

The percentage of women in management positions is 25.9%, a level the Group has maintained.
We will promote greater participation by our diverse talent by stepping up the development and promotion of future management candidates.
Regarding average monthly overtime hours, some Group companies, primarily Link and Motivation Inc., have adopted a salary system that includes deemed overtime of 45 hours per month, and conduct appropriate working hour management.
We recognize that male/female wage differences are caused by multiple factors, including the composition of job types and employment categories, the proportion of managers, differences in years of service, and the use of leave and reduced working hours for childcare.

• 1The percentage of women in all management positions (excluding executives) based on the definition set by the Ministry of Health, Labour and Welfare.
• 2To align the perspectives of all Group employees, we have them take a test or submit a report each year to promote understanding of our DNA Book, which sets forth the Group’s unique concepts and philosophy.

• 1Wages include base salary, compensation for overtime work (such as allowances for work outside regular working hours, holiday work and late-night work) and bonuses.
  However, they do not include retirement or commuting allowances.
  Full-time employees refers to those employed under employment contracts with no fixed term.
  Seconded employees excludes those seconded outside the company, but includes those seconded from other companies to the company.
  Part-time and fixed-term employees includes part-time workers, contract employees, re-employed or role-specific contract employees, and ALTs.
  However, temporary workers dispatched from external agencies are excluded.
  Number of employees is based on those employed as of the end of each month.
• 2There are no female part-time or fixed-term employees.
• 3Excluding overseas subsidiaries, Japan Strategic Finance Co., Ltd., Unipos Inc. and e-Associates Inc.
• 4Excluding OpenWork Inc., overseas subsidiaries, Japan Strategic Finance Co., Ltd., Unipos Inc. and e-Associates Inc.