Diversity-Related Targets for Main Companies in Japan

Meiji Group 2026 Medium-Term Management Plan

Data target range or company leading initiatives

1-11: Meiji Holdings Co., Ltd., Meiji Co., Ltd., Meiji Seika Pharma Co., Ltd. and KM Biologics Co., Ltd. (unconsolidated)

12: Meiji Co., Ltd. (consolidated) (Japan only)

	Major initiatives	Metrics	Reference results	Targets
			FYE March 2023	FYE March 2027
1	Define ideal global business human resources and conducted human resource training program to promote skill and capability improvement	Sufficient human resources with skills and capabilities that can be utilized in global business	N/D	Set target after completing human resource portfolio
2	Accelerate selection of human resources to lead next generation of Group management, conducted training program	Number of human resources pool for important positions in group management	14 people	30 or more people
3	Foster autonomous career development awareness and established human resource development system	Participation rate for internal voluntary training	N/D	Set target after organizing research structure
4	Strengthen management skills of managers to provide career support and foster awareness among female employees, and to promote the utilization of diverse human resources	Ratio of women among executive officers	2.4%	5% or higher
		Ratio of women in management positions	5.6%	12% or higher
5	Proactive hiring of mid-career human resources, promotion of on-boarding, and strengthened links to and hiring of alumni	Ratio of mid-career personnel in managerial positions	10.4%	20% or higher (FYE March 2041 target)
6	Strengthen human resource exchanges with overseas Group companies, established hiring scheme for overseas human resources	Ratio of foreign personnel in managerial positions	N/D	20% or higher (FYE March 2041 target)
7	Establish human resources system for promoting maternity leave among male employees, and foster awareness among male employees and in the workplace	Ratio of men taking childcare leave	91.1%	100%
8	Create a workplace environment that is comfortable for all	Ratio of establishments with multipurpose toilets and private changing rooms	Toilets: 45.5% Changing rooms: 9.1%	100%
9	Implement policies related to improving lifestyle habits, the early discovery of illness, and mental health measures	Absenteeism	0.46%	0.3% or less
		Presenteeism (loss)	21.9%	15% or less
10	Implemented policies related to promoting dietary improvements and adopting exercise habits, and prohibiting smoking	Percentage of employees maintaining appropriate weight	65.4%	Yearly improvements
11	Promoting smart-working for workstyle reforms, reviewed workflows at each workplace	Annual paid leave utilization rate	71.9%	80% or higher
12	Fostered awareness through safety education, strengthened facility safety	Number of serious labor accidents	1 case	0 cases

Meiji Group 2023 Medium-Term Management Plan

[ ] Scope of KPI

Meiji Holdings, Meiji, Meiji Seika Pharma, and KM Biologics

KPI	Base Year	Results			Targets
		FYE 3/2022	FYE 3/2023	FYE 3/2024	FYE 3/2024	FYE 3/2027
Increase the ratio of female managers at least 10% by FYE 3/2027, compared with the FYE 3/2018 result of 2.6%	FYE 3/2018 (2.6%)	4.7%	5.6%	6.5%	-	10% or more
Increase the number of female managers (including assistant managers) to at least 420 by FYE 3/2027 (approximately triple the number as in FYE 3/2018)	FYE 3/2018	237	256	281	-	420 or more
Raise the ratio of employees with disabilities above Japan's legal requirement of 2.3%	-	2.57%	2.53%	2.54%	2.3% or more	-
Renew certification for outstanding health and productivity management from the Japanese government	-	Renewed	Renewed1	Renewed1	Renew Certification	-

1. Meiji Holdings Co., Ltd. has been selected as the Health & Productivity Stock Selection Brand for FY2022 and 2023 for the second consecutive year.
KM Biologics Co., Ltd. was not certified as the Outstanding Health and Productivity Management Organization for FY2023.

Promotion of Human Capital Strategy

Human Capital Strategy

Human capital is extremely important because it supports the Meiji Group's value creation. We believe that respecting employees' diversity and making individuals perform to the best of their abilities lead to the Group's sustainable growth. The Group is shifting its human capital strategy from internal equal treatment to competition with external competitors. We will strategically promote human capital development to create and deploy Meiji unique value for wellness globally.

Human Capital Strategy in the Meiji Group

Until now
Being fair and reasonable so that everyone in the Group treated equally (internal equity).
In a closed-off internal competitive environment, employees and culture become homogeneous, causing innovation to stagnate.

↓

In the future
Developing human capital that can overcome the intensifying competition and the rapidly changing external environment by not limiting itself to internal knowledge, skills, and human capital (competing with external competitors).

Ideal human capital strategy
Creating work environment where employees accept and maximize each other’s diverse values, knowledge, and abilities

Group Human Capital Committee

The Group Human Capital Committee, chaired by the CEO, meets twice annually as an advisory body to the Executive Committee. In FY2024, we will discuss Diversity, Equity and Inclusion (DE&I), Human Capital Development, Health and Productivity Management, Smart Work, and Occupational Health and Safety. We will then set up KPIs. We will promote the human capital strategy based on management strategy throughout the Group.

Mission

1. Enhancing Human Productivity and Value Creation Capabilities
   From Human Resources to Human Capital
   We view employees as capital, not resources. We will strengthen human productivity and the ability to create value through investments focused on improving quality.
2. Creating a Culture and Structure Essential for Sustainable Growth
   From Human Resource Strategies to Management Strategies
   We will consider the ideal state of the Group’s human capital and develop a system where employees perform to the best of their abilities to realize the Meiji Group 2026 Vision. In particular, we will promote a strategy that emphasizes the development of core human capital to lead management strategies.

The Meiji Group's Requirements for Human Resources

Under the "meiji way," the action guidelines set forth in the Meiji Group's Philosophy, we have established the ideal employee as "a human resource who sets creative and innovative challenges for himself/herself and carries them through by leveraging his/her outstanding expertise and organizational capabilities".

Human Capital Development

We believe that respecting the diversity of organizations and individuals and maximizing the vitality and capabilities of each employee will contribute to the sustainable growth of the Meiji Group, and we are focusing on human resource development.

Meiji Group Human Resources Development Policy

The Meiji Group has created a basic policy concerning skills development, and the company provides a skills development structure to foster human resources.

To achieve the Long-term Vision laid out in the Meiji Group 2026 Vision, we will:
1. Develop personnel who have the proactive mindset, as well as the expertise, creativity, and practical skills, needed to take on and achieve ambitious targets
2. Spur group expansion by growing individuals and developing independent-minded personnel who raise groupwide capabilities
3. Develop personnel who fully understand the Group Philosophy and put the meiji way into practice at an advanced level

Skills Development Structure

Based on the Meiji Group Skills Development Policy, we have established a skill development system that facilitates the growth and career development of each employee.

Rank-specific training, business skills training at each career stage

Systematic training for Meiji Group employees starts with new-employee training, where employees learn the basic knowledge, behavior, and attitudes they need for work at Meiji. Next, employees receive training in logical thinking, follow-through, team-leadership skills, and the qualities and capabilities of a business leader. Managers receive training at each relevant stage, helping them reflect on their management style and strengthening their ability to foster their subordinates. Training for upper management is designed to enhance management skills to make the workplace more dynamic and to cultivate an awareness of self-reform as participants seek to become management leaders.

Training program for the development of personnel capable of working globally

We provide a wide variety of training programs to develop personnel capable of working globally.

1. Self-development language courses
2. Language training in English- and Chinese-speaking countries for effective language-learning and understanding of different cultures
3. Programs sending selected personnel to business language schools to acquire practical language skills
4. Programs to instill perseverance, understanding of diversity, and mental toughness by sending personnel overseas to gain first-hand experience in business customs under challenging conditions

Identify and develop human capital for group management

The figure below shows three characteristics of the Group management team: instigating change/strategic human capital, management, and specialists. Our management team should consist of members whose strengths are at least one of the three characteristics.
Of the three characteristics of management human capital, development of “instigating change/strategic human capital” is critical to further strengthening the Group management. If such human capital takes the initiative in developing and implementing progressive strategies, we can compete with external rivals and survive in the future. In FY2021, we launched the Group Management Human Capital Development Program for executive officers and candidates. Through this program, we identify and develop promising individuals who could perform as future managers in the group.
We encourage every individual to bring their strengths and individuality to the job. At the same time, we develop future managers through measures that promote characteristics (leadership values) and growth, which serve as the foundation of succession management.

Required Abilities for Managers who Drive the Meiji Group Forward

Desired Management Human Resources (Leadership Value)

Implementing Group Management Human Resources Development Programs

We are implementing human resources development programs chaired by the CEO for executive officers and candidates. Program content focuses on self-development plans to reaffirm abilities, skills, and competencies, as well as reports to the CEO regarding the individual's self-directed management reform activities. Through these programs, we cultivate perspectives and views as group managers, identifying group manager candidates in the process of transforming mindsets among future corporate reformers.

Nurturing Future Leaders

In addition to in-house training, we send employees to external training programs such as cross-industry exchanges and business schools with the aim of developing human resources with a broad perspective and point of view. We offer a broad range of training programs, from learning the management sense and management leadership skills to acquiring the strategic thinking, reasoning, decision-making, and communication skills needed by the leaders of tomorrow.

Mechanisms to Encourage Autonomy and Challenge

Self-Development Training to Support Career Development

We provide employees having the spirit of taking on challenges with opportunities for self-development on an application basis. We also have a support system in place to help employees develop their own abilities. We introduced a training system in FY2023 that gives employees more opportunities to be more self-motivated in their training than ever before in order to support the growth of employees toward the careers and goals they envision for themselves. We accelerate the development of autonomous human capital by encouraging employee learning autonomy, moving away from corporate-mandated training and toward self-directed training.

• Click here for the employee training expenses and time (to ESG data)

	Program Objectives	Number of attendees	Average attendance time（hours）	Average Education and training expense（unit:thousand of yen）
Rank-based training	Acquire skills necessary at each stage: Strengthen the ability to nurture subordinates and junior staff Improve management skills to inspire teams and organizations Foster a sense of self-innovation for the next generation of management leaders	1,327	22.1	50.6
Global training Diversity management training	Develop personnel capable of working globally who is able to deliver results on the front lines around the world Foster a culture in which diverse human capital feels free to play active roles	1,291	5.4	20.9
Developing next-generation leaders	Cultivate human capital with broad perspectives and high vision Develop strategic thinking, judgment, decision-making, and communication skills	73	52.7	588.7
Division-specific and group company training such as self-development	Acquire business skills necessary for each responsibility Encourage self-directed learning among employees and develop self-motivated human capital	195,237	1.9	1.1
Group Philosophy training （For new graduate employees）	Promoting understanding of the Group's philosophy and fostering a sense of unity and belonging to the Group	128 （Percentage of participants to domestic employees: 1.4％）	4.0	23.4

Facilitating career planning through self-assessments

The Group has established a self-assessment system for employees to plan their careers in consultation with their supervisors. The self-assessment reports create opportunities for employees to reconsider their work practices and career paths, and also provide useful information for management to develop necessary training programs and help employees thrive in the workplace.

Evaluation System for Employee Growth

For employees to achieve high performance, they must develop professional skills, gain enriching work experiences, set challenging work goals, and push themselves to meet those goals. Given this approach, the Meiji Group adopted a system of management by objectives (MBO) for regular employees. Under this system, half-yearly or annual evaluations are conducted and the degree of achievement of goals are reflected in compensation.

We also conduct yearly 360-degree evaluations for managers at certain operating companies, using this multifaceted feedback to develop managers.

Diversity, equity and inclusion

People's values are diversifying in both the consumer and labor markets. We should promote DE&I to sustain growth in such an environment. We will accelerate diversity in our core human capital by hiring, development and promoting women, globally experienced personnel , and experienced personnel from outside the company. Also, we will strengthen our competitiveness by creating diverse career options including senior human capital.

Meiji Group Policy on Diversity, Equity & Inclusion

We have established the Meiji Group Policy on Diversity, Equity & Inclusion to promote DE&I toward realizing the Meiji Group 2026 Vision. We will promote DE&I to provide customers in Japan and around the world with progressive values in food and health.

• Meiji Group Policy on Diversity, Equity & Inclusion

＜2050 The Meiji Group's vision of DE&I realized＞

The Meiji Group aims to promote diversity, equity and inclusion by setting a 2050 target of achieving a women ratio of 50%, a mid-career hires ratio of 30% or more, and a personnel globally experienced* ratio of 30% or more.

*Personnel with at least six months of global experience (studying abroad, living overseas, etc.), including those with foreign nationality.

Three Approaches to Promoting DE&I

The Group promotes DE&I through three approaches: creating diversity, leveraging diversity, and expanding diversity. Through these three complementary approaches, we promote DE&I and foster the Group culture.

Promoting Female Participation

Our first step toward DE&I is to encourage women to play a more active role in our organization. To this end, senior management has committed to promoting more women to management positions, conducting unconscious bias training and career training for female employees. Further, to create organizations and workplaces in which every employee, regardless of gender, performs to the best of their abilities, we strive to offer more robust support systems that respects work-life balance. We provide regular training for managers who supervise female employees and employees in their child-rearing years, and we communicate throughout the Meiji Group to raise awareness.

• Click here for the rate of female managers and number of female managers (to ESG data)

• Meiji Holdings Joins 30% Club Japan, a Campaign to Increase the Proportion of Female Corporate Executives
• Meiji Co., Ltd. The company acquired the Two-Star Eruboshi Certification for the first time. The Eruboshi Certification is awarded to companies that seek actively to empower female employees.
• Selected to Next Nadeshiko: Companies Supporting Dual-career and Co-parenting as Outstanding Company for Supporting Work-life Balance

Strengthening the Pipeline of Female Executive Officers and Managers

We are promoting measures to enable female employees to improve their skills and abilities and raise their career awareness so that they can take on challenges with an even broader perspective and point of view without any barriers. As a way of supporting female leaders in improving their careers, we held group training sessions for women who were one step away from management positions where they reported on their themes to the President. In addition, we held group training sessions for female managers where they reported on themes for management reform to the CEO as a way of helping them to gain a Group-wide perspective. As a program for managers, we introduced a mentoring program where executive officers act as mentors to develop the abilities of female managers participating in the program while supporting them with their management and career concerns.

Building a Network of Female Employees

Group Joint Networking Event for Women in Management

Every year in March, we hold a groupwide networking event for women in management in conjunction with International Women’s Day. In FY2023, a total of 50 female managers participated in the event. The initiatives, including roundtable discussions with female executives and group discussions with management divided by job classification, have led to the creation of cross-group networks, and the cultivation of a perspective toward senior management, as well as the creation of a pipeline for management positions.

Training sessions to build a network of female employees

Meiji Co., Ltd. holds training sessions to help each woman work positively and vigorously in her own way through networking among female employees, and to create innovation by utilizing the power of women. The monthly training includes career sharing, seminars on women's specific concerns (such as menstruation and menopause), discussions on how to resolve company issues, and monitoring of new products.

Training for Employees in Their Childcare Years

Initiatives for Mid-Career Recruitment

The Meiji Group actively recruits human resources who have built their careers at other companies with a wide range of knowledge, experience, and abilities in order to quickly respond to changes in the external environment and strengthen business development from diverse perspectives.
We are also strengthening our approach to employees who have resigned. We introduced a “come-back system” that enables reemployment in the Meiji Group with the aim of revitalizing the company through the reemployment of members who have diverse experience and knowledge outside the Meiji Group. Furthermore, we plan to establish the “alumni network” as an activity that will allow retired members to maintain contact with the Meiji Group, thereby creating new business opportunities and enhancing brand value.

• Click here for the percentage of mid-career workers as full-time employees (to ESG data)

Active Recruitment of Global Human Resources and Colleagues Working Around the World

With the aim of further expanding its global business, the Meiji Group actively recruits outstanding local human resources at overseas Group companies in order to develop businesses that are suited to local cultures and needs. The Meiji Group believes that hiring local human resources contributes to the sustainable development of each country and region. To encourage locally hired employees to work enthusiastically, and to strengthen cooperation among Group companies, we publish in-house magazines (in Japanese, English, and Chinese), promote human resource exchanges between Japan and abroad, and hold learning workshops. We also actively recruit global human resources^* to strengthen awareness of overseas business in Japan and to create an organizational culture in which diverse values are shared. We are building a scheme for recruiting overseas human resources by participating in recruitment events for students studying abroad and strengthening relationships with universities that have many foreign students.

*Human resources with at least six months of global experience, such as overseas study or residence, and including foreign nationals

• Click here for the number of employees by country of main operations (to ESG data)

Encouraging male employees to take childcare leave

Our operating companies are a member of the initiative to develop supervisors who support individual careers. Each Company is implementing a variety of measures, including individual counseling to employees and their supervisors who are eligible for childcare leave, posting examples of cases of employees taking childcare leave on an internal portal site, and providing training for directors and managers. Going forward, we will continue to strive to create a workplace environment that makes the most of the values and skills of our diverse human resources, including the use of childcare leave by male employees.

Promoting Employment of People with Disabilities

The Meiji Group employs people with disabilities at over 40 workplaces across Japan, and aims to maintain its ratio of employees with disabilities above the country's legal requirement of 2.3% for large companies. These workplaces have installed barrier-free restrooms and wheelchair ramps to create comfortable work environments for all employees.

• Click here for the ratio of employees with disabilities (to ESG data)

Maintaining accessible workplaces for all members

At the Meiji Group, at the initiative of an employee with a disability, there is a growing movement among workers to display a card on their chest informing them of their disability. These cards can be used by those who wish to use them in accordance with their disabilities, leading to the formation of better communication. In addition, Meiji Co., Ltd. actively promotes the acquisition of qualification of vocational counselor for the disabled, and provides basic knowledge training on disability for all employees. By deepening understanding of disabilities, we are striving to create an environment that is easy for everyone to work in.

Supporting Sexual Minorities in the Workplace

As part of our efforts to encourage diversity, the Meiji Group began LGBTQ+ initiatives in FY2018.

We are striving to promote understanding among employees and create an environment in which diverse human resources can work vigorously and demonstrate their abilities in their own way.

Specific initiatives

• Promoting understanding of LGBTQ+ issues in each company's human rights training
• Switching the display of restroom for the disabled and multipurpose restroom to the display that can be used regardless of gender
• Establishment of LGBTQ+ consultation service
• Conducting seminars for hiring managers in order to promote understanding of LGBTQ+ issues
• Application of welfare benefits to same-sex partners
• Implemented bottom-up activities through its employee Ally (Alliance) network, which is a group of people who understand and support LGBTQ+
• Product development and marketing that embraces diversity

These efforts of Meiji Co., Ltd., Meiji Seika Pharma Co., Ltd. and KM Biologics Co., Ltd. have led to the highest rating of Gold in PRIDE Indicator for two consecutive years, an evaluation index for LGBTQ+ initiatives in the workplace. Meiji Co., Ltd. has also been awarded the Rainbow Certification for two consecutive years, which recognizes companies that promote collaboration beyond sectors including the national government, local governments, academic institutions, NPOs/NGOs, and other organizations.

Rehiring Employees after Retirement

We have put a program in place to rehire employees after the current retirement age of 60, and to continue employment until the age of 70 in stages. The program allows these employees to not only apply the skills they have acquired over many years but also to guide and mentor younger colleagues.

In addition, Meiji Co., Ltd. conducts career development support measures for senior employees (career design training for those in their 50s, career design interviews for those in their 50s, and reskilling) in order to assist individuals in their career development and support their ability development, so that seniors can work actively and autonomously.

• Click here for the number of retierment-age employees requesting re-employment (to ESG data)

Employee-Friendly Workplaces

Promoting Health Management

We strive to improve productivity by grasping the mental and physical health of employees from a managerial perspective and strategically investing in maintaining and promoting such health. As a company embodying the Group slogan “Now ideas for wellness,” we believe it is crucial for our employees to remain healthy and vigorous. To achieve this goal, we have formulated and disclosed the Meiji Group Health Management Strategy Map.
We have selected healthy lifestyle habits (diet, exercise, quit smoking) as key to preventing obesity. We have set KPIs and are promoting measures accordingly.

Committed to the Health of Employees

In 2018, the Meiji Group made an official commitment to help employees effectively manage their health and to promote wellbeing in the workplace. This commitment provides the basic principles of the Group's health management systems.

Health management challenges and goals

We have formulated and are implementing a Health Management Strategy Map that clarifies the link between investing in Health Management and the effectiveness of measures. To address the management issue of realizing a company in which employees can work comfortably and are healthy and energetic in both their mind and body, we are aiming to achieve this goal by improving the lifestyle habits of "meals," "exercise," and "smoking," with the aim of "reducing the number of obese people to prevent lifestyle-related diseases." By using the "Health Management Strategy Map" for internal communication, we will promote understanding and awareness of health management initiatives among employees and their families, in collaboration with industrial health staff, the health insurance association, and employee representatives.

Approach to Health Issues	Key Targets
	Absenteeism: 0.3% or less (target for FY2026) Presenteeism (loss) : 15% or less (target for FY2026)
Strengthen initiatives to reduce lifestyle-related diseases (high-risk individuals)	Percentage of regular health checkups received: 100%
Improvement of dietary habits	Increase the ratio of people with healthy eating habits (Support for eating breakfast and reducing the number of people who eat before bedtime)
Encouraging Exercise	Increase in the ratio of people who are regular exercisers
Early detection of disease	Cancer screening takers: Improved every year Secondary health checkup rate: Improved every year
Prevention of Passive Smoking and Encouraging Quit Smoking	Ensure no smoking during working hours Encourage employees to quit smoking and support employees who wish to quit

• Click here for the employee health indicators (to ESG data)

Implemented nutrition education seminar at sites nationwide

We have been holding annual nutrition education seminars at our business sites nationwide since fiscal year 2022 with the aim of increasing the ratio of healthy eaters among Meiji Group employees. In FY2023, we held seminars on "dietary techniques to reduce visceral fat" with the themes of "visceral fat" and "key points on diet" and distributed our own products to promote motivation to improve dietary habits.

Stretching with Meiji’s Original Video by a Yoga Instructor

Initiatives to Prevent Passive Smoking and Encourage Smoking Cessation

We are taking steps to prevent passive smoking and to help employees quit smoking in order to reduce the smoking rate to as close to zero as possible in the future in order to promote employee health and create a workplace environment where people can work with peace of mind. As a first step, we made the zero smoking declaration for executive officers to achieve a zero smoking rate. We also put up posters at each business site with a message from the President calling for employees to quit smoking, which includes his own story of smoking cessation. In addition, a letter was sent under the President's name to the home of each employee who smokes in order to raise awareness of the need to quit smoking among all employees. We are working to maintain and promote the health of employees at each operating site by completely separating smoking and non-smoking during working hours, as well as setting and informing employees of no-smoking day on the 22nd of each month.

Mental Health Initiatives

As part of our efforts to address employee mental health, the Meiji Group conducts stress checks once a year at each of our operating companies. We also have a system in place for employees to meet with an industrial physician, if so desired. In addition to stress checks, we pursue mental health-related initiatives that include self-care training for employees to become aware of their own mental health issues and line-care training for managers who supervise others.

Infection Control Measures

To protect the health and safety of our employees worldwide, we provide expatriates and overseas business travelers with up-to-date information on the outbreak of infectious diseases including malaria, TB and HIV in each country, as well as preliminary guidance and support, including necessary immunizations and the provision of information from local medical institutions. In addition, we are taking all-out measures to prevent infection in the workplace, including the implementation of in-house mass vaccination for all employees in Japan as a countermeasure against seasonal influenza.

Recognized for outstanding health and productivity management

In 2025, Meiji Holdings was recognized for their outstanding health and productivity management for the nine consecutive year through a certification program operated by Japan's Ministry of Economy, Trade and Industry. The program evaluates companies based on their employee health activities, such as provision of regular checkups, healthcare guidance, counselling, and fitness programs.

Also, In 2025, Meiji Holdings was selected as the Health & Productivity Stock Selection Brand by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange for three consecutive years.

Promoting Smart Work

We believe that creating an environment in which employees can work productively and vigorously is a corporate responsibility, and we strive to improve the workplace environment.

Providing Flexible Work Arrangements

The Meiji Group has introduced telecommuting and flextime systems for employees who need more flexible work arrangements. It also allows employees to continue fulfilling their work responsibilities when dealing with major life events. For example, employees can opt to work shorter work hours following a childbirth, and male employees are encouraged to take paternity leave.
We have created an environment in which employees can maximize their capabilities at their respective life events.

• Introduction of a telecommuting system
• Introduction of a flexible work hours system
• Introduction of a workcation and step out system
• Support for male employees to take childcare leave
• Thorough implementation of employment continuity support system for employees at life events
• Childcare and nursing care programs

Childcare Nursing care	Pregnancy leave	From pregnancy to 46 days before childbirth
	Maternity leave	From 45 days before childbirth to 56 days after childbirth
	Childcare leave	Mothers can take childcare leave until the child reaches three years of age
	Childcare break during work hours	Female employees raising children under the age of one can take two childcare breaks of at least 30 minutes each per day
	Shortened work hours for childcare	Shortening of work hours until 2.5 hours per a day Moving forward work hours up to 2.5 hours per a day Moving down work hours up to 2.5 hours per a day Exemption from overtime working Exemption from late night overtime working Application of a flexible work hours system
	Nursing care leave (Short term)	5 days per year per eligible family member
	Nursing care leave (Long term)	Total of 365 days per eligible family member
	Nursing care: Measures to shorten work hours, etc.	Shortening/staggering of work hours, exemption from overtime/late night work, application of flextime system
Allowances, etc.	Childbirth and childcare support	At the time the employee or spouse gives birth (childbirth gift money and childcare goods)
	Next generation cultivation allowance	Monthly Allowance for Dependent Children
	Mutual aid system	Childbirth gift money, subsidy of 50% of babysitting expense (within 30 days), school entrance gift money, orphans' scholarships, etc.

• Click here for the date of childcare and nursing-care (to ESG data)

Encouraging employees to take paid holidays

Through awareness-raising activities for employees and workplaces, we foster a culture that encourages employees to take annual paid leave and promoting the use of annual paid leave.

• Encourage employees to take consecutive annual paid vacations (five days)
• Raise awareness by broadcasting messages from the president regarding the use of annual leave
• Set annual leave schedules at the beginning of the fiscal year and share them throughout the workplace

• Click here for the percentage of annual paid vacation days taken by employees (to ESG data)

Reduce Long Work Hours

• Thorough reporting and management of appropriate working hours
• Thorough implementation of No Overtime Day (once a week)
• Promoting Meetings Efficiency
• Review and streamline operations at the workplace level

• Click here for the average monthly hours of overtime per employee (to ESG data)

Occupational Health and Safety

Based on the Meiji Group Occupational Health and Safety Policy, we recognize that safety takes precedence over everything else. Based on this policy, we continually work to ensure workplace safety and strive to maintain and promote employee health. Based on this policy, we are working with not only Meiji Group employees, but also contractors working together on the premises to implement various measures related to safety and disaster prevention.

• Meiji Group Policy on Occupational Health and Safety

Management system

The Meiji Group considers employee health and safety to be one of our most important imperatives. We operate a system to oversee the occupational health and safety of the Meiji Group through the Group Human Capital Committee, chaired by the CEO. Once every six months, we report and discuss the progress of health and safety targets, measures against occupational accidents at each operating company, and data, such as the number of accidents. The Executive Committee and Board of Directors receive reports related to these discussions in a timely manner.
The labor union, which represents workers, plays an important role in the Central Occupational Health and Safety Committee. In addition, we have set the goal of "zero serious accidents" as a KPI for the 2026 Medium-term Business Plan, and the entire Group has set priority initiatives to achieve this goal and is implementing the PDCA cycle.

• Group Human Capital Committee

Occupational Accident Elimination Initiatives and Accidents Occurring Over Time

To achieve zero occupational accidents, we are working with contractors to reduce facility and work-related risks.
Specifically, we conduct risk assessments prior to the start of operations of new facilities and safety audits and inspections of existing facilities, and strive to prevent occupational accidents and legal violations at each business site by disseminating and complying with equipment safety measures and rules. Furthermore, in the event of an occupational accident, we investigate the cause and then conduct safety inspections and measures to prevent recurrence.

• Click here for the List of Certification Status of ISO45001

Common Accidents	Measures Taken
Pinching, trapping	Installation of safety covers on operating and rotating parts Review of procedures used when addressing problems Thorough reminders to keep hands away from moving machinery
Fall	Remediation of identified risks, familiarizing plant employees
Strain or overexertion	Prevention of physical function decline in the elderly (introduction of daily exercises such as slow squats) Identification of workplace problems using Age Action 100 (recommended by Ministry of Health, Labour and Welfare: Workplace improvement tool to secure safe and health of the elderly), risk assessment from the elderly person perspective, hazard mapping, deployment of risk prediction activities

• Click here for the status of occupational accidents (to ESG data)

Workplace-specific health and safety training programs

The Meiji Group's main companies provide occupational health and safety training tailored to their specific workplaces. They also share information on safety with a view to prevent the occurrence of similar kinds of accidents.

FYE March 2024 Results / Unit: Persons

Educational Program Name	Program Content	Target Group	Participant
Training to Learn from Past Accidents	Training utilizing information about past serious accidents to prevent decaying awareness and recurrence of these accidents, to foster safety awareness, and to improve risk sensitivity	All employees	640
Lifter Lower Operations Educator Training	Training for educators to acquire the necessary knowledge and skills for instructing certified operators on operations in the lower part of the lifter, the area where the certified operator system has been introduced	Facility environment managers	39
ISO45001 Internal Auditor Training	Training providing education for the acquisition and practice of knowledge/awareness necessary for internal auditors based on Occupational Safety and Health Management Systems (OSHMS)	OSHMS Internal Auditors	60
Hazard Simulation Training	Hands-on simulation training to improve employees’ risk sensitivity	Workers	8
Occupational Health and Safety Regulations: Safety Risk Assessment Training	Remote risk assessment training on the essential points of occupational health and safety regulations, hazard identification, risk assessment, and recurrence prevention measures. Lectures by external consultants and the Japan Industrial Safety & Health Association	Plant, laboratory, and head office employees	23
Training for prevention of Fall accidents	Learning about the causes of falls and what kind of workers are more prone to serious injuries, founded in past cases and medical evidence. Training for participants to experience locomotion checkups and slow squats as measures to prevent falls caused by functional decline of the lower extremities, and to continue these measures after the course	Workers	527
Special Training for Handling Low-Voltage Electricity	Training for personnel engaged in the operation of switchgears with exposed charging terminals on low-voltage power lines installed in areas like distribution board rooms/transformer substation rooms	Workers	49

Other Initiatives for Employee Safety

The Meiji Group conducts regular disaster-preparedness drills at each operating site in accordance with firefighting plans to ready employees in anticipation of earthquakes, fires, or other disasters. In addition, we hold safety seminars before and after disaster drills to raise safety awareness.

Improving Employee Engagement

Today's labor market is increasingly competitive and diverse, with employers offering a widening range of work conditions. To ensure sustainable growth under such conditions, the Meiji Group's management recognizes the importance of having employees feel motivated and rewarded by their work, and committed to the goals of their respective companies and the Group as a whole. Since FY2021, we have been conducting an annual engagement survey to monitor the engagement levels of our employees and to quickly initiate improvement activities. In the 2023 Medium-term Business Plan, we have defined employee engagement as "the degree of an employee's empathy towards the company." We have positioned employee engagement as one of the most important management issues and have set an engagement score as a target value linked to executive compensation. We have been promoting initiatives such as strengthening communication of our vision from management and creating opportunities for dialogue in the workplace.

Initiatives to Improve Engagement

In our 2026 Medium-term Business Plan, we are committed to vigorously advancing human capital management by linking the management strategy and human capital strategy. To realize the Group philosophy and management strategy, we define employee engagement as a state where each employee's vision aligns with that of the Meiji Group, fostering a desire to grow together. We aim to build an effective PDCA cycle to understand the state of engagement by conducting engagement surveys and to improve issues.

Strengthen internal communications through meiji Brand Project

Holding of "Case Study Presentation Meetings on the Corporate Philosophy and Conduct Guidelines" to Promote the Behavior Change by Employees

Efforts to comply with labor laws and regulations

The Meiji Group complies with various labor laws and regulations in each country so that employees can work with peace of mind.

Working Hours

We strictly manage employees' working hours in compliance with local laws and regulations, both in Japan and overseas.

Wages

Based on the Meiji Group Human Rights Policy, the Meiji Group complies with minimum wages stipulated by the laws of each country. We also apply a uniform compensation system for men and women in the same qualifications and job levels.

Labour Relations

All regular employees of Meiji, Meiji Seika Pharma, and KM Biologics are members of a labor union affiliated with each respective company. Excluding managers, 100% of employees belong to the unions, which negotiate on their behalf. Recognizing the importance of maintaining a positive and productive relationship with labor, the Group's management regularly meets with the union leaders to negotiate wages and benefits, and to resolve any issues that arise in the workplace, including those concerning health and safety.