Material Issues of the WILL GROUP

We will address job mismatches, bridging the gap in skills between our customersʼ requirements and our staffʼs abilities, all aligned with the policy outlined in our Medium-Term Management Plan: Maximizing and Optimizing Career Paths to Transform Workers into Experts. For these reasons, we will prioritize improving human capital, a commitment we have held since our founding. We will also respond to the social demand for combating climate change as we establish a robust governance system. We anticipate that these initiatives will improve the well-being of our Groupʼs employees, ultimately contributing to the growth of our corporate value.

Diagram of Improvements in Well-Being

Material issues accumulated across all activities

Improvements in Well-Being

Ideal State

  • Ensure the well-being of everyone who works for the WILL GROUP
Indicators FY2023 FY2024 FY2025 Targets
Well-being score*1 66.5 pt 66.4 pt 66.0 pt No specific targets are set, as well-being is seen as the cumulative outcome of all activities and is expected to increase as a result of various means.
Workplace well-being score*2
Work experience 50.9% 53.0% 50.2%
Work evaluation 61.1% 61.0% 59.6%
Self-determination at work 57.6% 57.4% 59.2%
  • *1: Figures of permanent employees at WILL GROUP, INC. and its domestic major subsidiaries
  • *2: Workplace well-being is happiness and satisfaction felt by individual through working.

Material issues in business

Resolving job mismatches

Ideal State

  • Be able to provide tailored growth programs for each employee and support their acquisition of specialized skills
  • Maximize and optimize employeesʼ career paths to achieve the highest possible lifetime value (LTV)
Indicators FY2023 FY2024 FY2025 Targets
Number of permanent employees on assignment for non-fixed term staffing service 3,866 4,946 5,939 More than double that of FY2023
Number of career advancements from fixed-term to permanent positions 98 190 399 500 per year
Growth support score
Permanent employees on assignment for non-fixed term staffing service 45.9% 52.4% 63.3% Increase every year
Temporary workers 34.9% 53.4% 51.0% Increase every year
Average duration of employment 739.8 days 856 days 946 days Increase every year

Material issues in business fundamentals

Strengthening disaster resilience

Ideal State

  • Establish an operational system for developing and continually reviewing ways to minimize damage from climate change to enable fast business recovery
Indicators FY2023 FY2024 FY2025 Targets
Formulation of BCP - - Formulation and implementation of BCP
GHG emissions 1,565.2 t-CO2 1,482.2 t-CO2 1,467.2 t-CO2 Reduce by 20% compared to FY2020
Workplace safety preparedness score 61.3% 86.7% 91.1% 90.0% or more

Improved human capital

Ideal State

  • Provide an environment where diverse talents are respected regardless of gender, nationality, disability, or age and offer equal opportunities, enabling every person to reach their full potential
  • Embody our core values by passing down and transforming corporate culture (DNA)
  • Ensure that every employee has a strong sense of ownership of the company, their team, and their work, leading to high levels of employee engagement
Indicators FY2023 FY2024 FY2025 Targets
Job satisfaction score 52.9% 57.0% 58.3% 60.0% or more
Growth satisfaction score 57.8% 63.8% 64.1% 60.0% or more
Percentage of female managers 30.4% 30.5% 30.7% Approximately equal to the percentage of permanent female employees
(42.1% in FY2023)
Percentage of mid-career managers 77.1% 69.0% 65.3% Approximately equal to the percentage of permanent mid-career employees
(73.3% in FY2023)
Percentage of non-Japanese managers 39.5% 40.2% 37.6% Approximately equal to the percentage of permanent non-Japanese employees
(24.2% in FY2023)
Employment rate of people with disabilities 2.3% 2.6% 2.6% Equal to or above the statutory employment rate
Percentage of female employees seeking promotions
(Manager and above)		 24.6% 24.7% 22.7% 36.0%
Wage gap between male and female employees 78.3% 78.3% 76.5% 76.6%
Happiness in the workplace
A culture of safety and peace of mind 71.7% 71.1% 70.9% More than the same month last year
A workplace atmosphere built on mutual trust 72.3% 72.2% 71.6%
An atmosphere that encourages challenges 72.1% 73.4% 72.5%
Workplace recommendation rate 60.6% 61.6% 61.4%

Building a strong governance structure

Ideal State

  • Ensure effective oversight and supervision for swift decision-making and business execution, promoting transparency and integrity in management
Indicators FY2023 FY2024 FY2025 Targets
Improvement in the effectiveness of the Board of Directors - - - Regularly implement effectiveness evaluations
Percentage of Outside Directors 60.0% 60.0% 60.0% 30.0% or more
Percentage of female Directors 20.0% 20.0% 20.0% 30.0% or more
Separation of management and oversight - - - Strengthen the supervisory capabilities of the Board of Directors
Number of serious information leaks 0 0 1 0
Number of harassment cases leading to disciplinary dismissal 0 0 0 0
Number of cases of misconduct
(bribery, corruption, fraud, accounting fraud		 0 0 0 0
Number of serious workplace accidents 0 1 1 0

Process for identifying and reviewing material issues

The Group identified material issues by interviewing stakeholders, mapping the value chain, and examining social values and the ideal state of the Company, according to international guidelines such as the Global Reporting Initiative (GRI) Standards, the United Nations Global Compact, and SDGs. Then, we reviewed the material issues based on deliberations at the Sustainability Committee and advice from external experts. We will continue our discussions to meet the challenges and expectations of society as the external environment changes.

Process for identifying and reviewing material issues
Process for identifying and reviewing material issues
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