Stakeholder Engagement

Employees

Work environments rich in growth opportunities that support individual career development and contribute to well-being

• Monthly pulse survey*

*Survey to grasp employee satisfaction and mental health

• Company-wide meetings (face-to-face: annually; online: monthly)

• Setup of “Refresh”, an internal consultation service, in addition to external consultation services (legal advisors, industrial counsellor, health/nursing care telephone support)

• Operating the “100+ Club”, which recognises consultants who have successfully completed more than 100 placements or career transitions as recruitment professionals (encouraging voluntary activities, proposals, and information sharing)

• Voluntary participation and support of committee activities (e.g., Women’s Empowerment Committee, LGBTQ+ Committee, Working Parents Committee)

(1) Sustaining and improving motivation

We support employees who show lower satisfaction based on the results of monthly pulse surveys with the cooperation of HR and the employee’s department to improve motivation.

(2) Responding to reasons for resignation

We assess the reasons people resign and have put in place level-specific training programmes to heighten the skills and expertise of consultants as well as management training and individual career training programmes to create motivating workplaces.

(3) Improving policy

We have improved various social welfare systems, introduced other employee support programmes, and taken other steps based on proposals from committees with voluntarily participating employees, the 100+ Club, and others.

Corporate Clients

Supporting the implementation of human capital management through the introduction of optimal talent, and contributing to corporate growth

• Providing a support system with a dedicated team of industry-specific or job-specific experts

• Providing seminars and social events to resolve human resource-related challenges (e.g., Executive Seminar, JAC Women’s Empowerment Salon, seminars with digital experts on stage, seminars for companies expanding overseas)

• Survey of customers about whether intending to continue using JAC services (NRS; twice per year)

• Launched an NPS survey for key clients in FY2025

• Setup of a telephone/email inquiry service

(1) Building relationships with companies and support for resolving issues

We are continually adapting to the state of recruitment along with the business plans for corporate clients and engaging in repetitive dialogues to introduce ideal human resources who can solve the challenges faced by our customers.

(2) Establishing a unique and specialised network

We divide into teams by industry and teams by occupation to put in place consultants with expert knowledge in each domain and build a unique network. This enables us to quickly introduce high-level or highly specialised human resources to corporate clients according to their needs.

Candidates

Providing opportunities that contribute to well-being by

exploring individuals’ skills and experience in depth and

supporting decision-making for career development

• NPS survey done 45 days after first consultation (since FY2024; the NPS survey replaces the customer satisfaction survey and questionnaires after successful placement done up until FY2023)

• Setup of a telephone, email, and messaging inquiry service

• Provision of various information through websites (e.g., recruiting companies’ future outlook and the type of person they are looking for, columns on the latest career trends, FAQs on career change)

(1) Providing consulting-style support for changing jobs

Focusing on a thorough understanding of candidates’ career vision and essential needs, we endeavor to fully understand the services that bring meaning to the value of human involvement that technology cannot replace.

(2) Setting up specialised teams

Specialised teams organised by industry and occupation let consultants gain knowledge specific to each industry and occupation. This enables consultants

to dig deeper into the skills and experience of each candidate to propose better job options considering their career path.

(3) Supporting the diversification of work styles

A system has been put in place to handle a variety of employment opportunities, not only permanent and full-time jobs but also side jobs or multiple job holdings, advisory roles, and outside directorships to support diversification of working styles and experienced senior personnel. We are supporting diverse ways of

working and promoting the active participation of experienced senior talent.

Local Communities & Governments

Revitalisation of local communities and legal compliance

• Officer activities with human resource-related industrial associations (e.g., Japan Executive Search and Recruitment Association, Japan Association of Human Resource Services Industry)

• Setup of regional offices: Shizuoka (2016), Hiroshima (2017; Chugoku Office), Saitama (2017; Kita-Kanto Office), Fukuoka (2022), Sendai (2023; Tohoku Office), Hamamatsu (2023), and Sapporo (2025; Hokkaido Office)

• Expansion of overseas offices: Singapore, Malaysia, Indonesia, Thailand, South Korea, Vietnam, India, UK, Germany, Netherlands, USA

• Dialogues and exchanges with local communities

(1) Responses aimed at countryside regions

[Issues]

• An insufficient workforce due to an ageing society is inhibiting regional corporate activities

• Local companies struggle with business continuity due to a lack of successors

[JAC initiatives]

• Establish branches in local cities and actively recruit locally born personnel to contribute to local employment

• Support the growth strategies of local companies by introducing executives, managers, specialists, and returning professionals

(2) Responses aimed at the expansion of business overseas byJapanese-affiliated companies

[Issues]

• Japanese companies have needs for personnel responsible for overseas business strategies in Japan and must reinforce staff at overseas offices as an

increasing number of Japanese companies expand into overseas markets

[JAC initiatives]

• We establish new offices according to corporate needs to recruit candidates with experience working overseas and English-language skills to support the

overseas business strategies of corporate clients

Shareholders & Investors

Higher sustainable shareholder value

[Investor dialogues in FY2025]

• Financial and strategy briefings for institutional investors and analysts: 2

• Radio appearances for individual investors: 2

• Briefings for individual investors: 6

• One-on-one meetings with institutional investors and analysts worldwide:172

• Participation in IR conferences: 1 (Singapore)

• Online IR in Europe

(1) Promoting value creation through dialogue with shareholders

We actively engage in constructive dialogues with shareholders, report a summary of IR activities and the primary Q&A from investors every half year to the Board of Directors, and utilise that feedback to create further value and enhance corporate value.

(2) Analysing the major concerns of shareholders and investors

We recognise the strong level of interest in the main KPIs related to consultants (number of hires, turnover rate, and monthly productivity per consultant), as well as shareholder returns and stock liquidity.

(3) Adopting items based on dialogue and feedback

We executed the following initiatives in respect to each area of interest.

[Reduction of turnover rate and development of consultants]

• Introduce career development programmes and reinforce management training

• Strengthen departments responsible for HRBP functions and expand OJT teams at each division

[Shareholder returns]

• In FY2025, dividend forecasts were revised upward twice, in line with two upward revisions to earnings forecasts.

Natural Environment

Maintaining and improving the sustainable global environment

• Dialogues with experts, governments, research institutions, foreign foundations, NPOs, and NGOs through support of the JAC Environmental & Animal Protection Foundation

• Collaboration and dialogue with local universities, government agencies,and NGOs through the PPP project and the JAC Moringa Forest Project (both forestation activities by employees)

• Signing of the Global Compact and participation in subgroup activities

(1) PPP Project

Group employees from around the world participate in tree-planting activities with local universities, government agencies, and NGOs, creating opportunities to learn about the benefits of such initiatives for local communities.

(2) JAC Moringa Forest Project

An open call has been made for employees to participate in planting moringa trees together with local residents. This has created opportunities to deepen employees’ understanding of the significance of corporate involvement in environmental conservation activities.

(3) Initiatives to realise carbon neutrality

We have positioned candidate placements that contribute to global environmental conservation, people’s health, a fair society, and other issues as “recruitment for sustainability” to actively introduce engineers and specialised human resources who are ready to work. These efforts support corporate clients in protecting nature.