Promotion of Well-being Initiatives | Society | Sustainability

Improving Employee Engagement
Achieving Work-Life Balance
Strengthening Communication with Employees
Creating a Better Workplace Environment

Improving Employee Engagement

Employee Well-being Survey (Sense of Happiness)

At Takara Leben, our vision is to “THINK HAPPINESS AND MAKE HAPPINESS.” We believe that enhancing employee well-being is key to increasing corporate value. To support this, we launched an employee happiness survey in FY2022, and have expanded it across the entire Group since FY2023.
Well-being refers to a state in which an individuals are physically, mentally, and socially fulfilled. Its importance is highlighted in Goal 3 of the SDGs, and it is increasingly recognized as essential for attracting and retaining talent as well as maintaining and improving economic vitality.

Through our happiness survey, we measure and quantify employee happiness based on their responses to a 7-point scale questionnaire. We identify and analyze “how happy employees feel” and “which areas are fulfilled or require improvement.” Based on these insights, we set KPIs, design future measures, and monitor progress.
We will continue to conduct happiness surveys, promote strategic human resource management and optimal talent allocation to enhance employee well-being, and strengthen our organizational structure in line with the transition to a holding company. We will also work with our executives to create a work environment free from harassment.

Investment in Human Capital

MIRARTH HOLDINGS and Takara Leben have been raising base salaries and starting salaries for new graduates for four consecutive years since FY2022, in order to respond to historically high inflation and to attract, develop, and enable diverse, highly talented individuals to maximize their potential, as they serve as a foundation for our competitiveness, thereby improving productivity.
In FY2026, we will increase base salaries by 3.4% (with an overall increase of 6.8%, including regular raises), and raise the starting salary for new graduates by 15,000 yen. Going forward, we will continue to create an environment where employees can work and live with peace of mind, while enhancing employee engagement, and strengthening our corporate competitiveness.

HR Interviews with Employees

Takara Leben conducts HR interviews with new employees to address their concerns and uncertainties and supports their smooth adjustment to the workplace at an early stage. By reflecting the voices of new employees with diverse backgrounds, we work to create a workplace environment where everyone can thrive. Through dialogue with new employees, we also seek to share expectations and challenges, building a relationship that enables us to grow together and enhancing employee engagement. Based on the insights gained through these interviews, we are working to improve our overall HR systems, including areas such as working hours management and career development support.

In addition, other Group companies are also conducting HR interviews with their employees and working to improve the workplace environment based on employee feedback and requests, such as by implementing training programs.

Achieving Work-Life Balance

MIRARTH HOLDINGS and Takara Leben have established various benefits programs to create a workplace environment where diverse employees can balance their work and personal lives.

Programs Supporting Diverse Work Styles

The MIRARTH HOLDINGS Group has introduced and operates programs that enable employees to work autonomously and flexibly, while maximizing their potential.

Systems Related to Working Styles

Telework System	Under certain conditions, it is possible to work without having to go to the office.
Flexible Working Hours	The core time is from 12:00 to 15:00, and employees can choose their start and end times within a certain range.
Regionally Limited Positions	A system that allows employees to limit their work location to a designated area under certain conditions.
Middle Management Position	A system that allows for flexible arrangements regarding the work location and hours of sales staff working in model rooms, under certain conditions.
Limited Work Location System	A system that allows for flexible arrangements regarding the work location of sales staff working in model rooms, under certain conditions.

Systems Related to Life Events

Marriage Leave	It can be obtained when the individual or a relative gets married.
Maternity Leave	Leave can be taken from 6 weeks before delivery (14 weeks before in the case of twins or more) and for 8 weeks from the day after delivery.
Leave of Absence Due to Spouse's Childbirth	You can take 3 days of special leave when your spouse gives birth.
Childcare Leave System	In principle, it can be obtained in two installments per child until the child turns one year old.
Childcare Leave at the Time of Birth (paternity leave after childbirth)	It can be taken in two separate periods of up to 4 weeks, within 8 weeks of the child's birth.
Short Working Hours	Short-time work options are available to help employees balance work with childcare, elder care, infertility treatment, etc.
Restrictions on Working Outside of Regular Hours and Overtime Work for Childcare Purposes	Under certain conditions, we restrict regular working hours and overtime work for employees who are raising children.
Childcare Leave	Employees with one child under elementary school age can take up to 5 days of childcare leave per year, and those with two or more children can take up to 10 days per year. Leave can also be taken in hourly increments.

Systems Related to Long-term Care

Caregiving Leave System	Under certain conditions, this leave can be taken to care for a family member. A total of 93 days of leave can be taken up to three times per eligible family member.
Caregiving Leave	Employees with family members requiring care can take leave on a daily or hourly basis. They are entitled to 5 days per year for each family member requiring care, or 10 days per year for two or more family members.
Restrictions on Overtime Work and Non-regular Work for Caregiving Purposes	Under certain conditions, employees who are caring for family members will have their regular working hours and overtime work restricted.

Leave-related Systems

Premium One-Hour System	A system that allows employees to shorten their working hours by one hour once a week.
Half-day Leave	Annual paid leave can be taken in half-day increments.
Care Leave	It can be used for personal recuperation outside of work hours, or for caring for the recuperation of family members.
Long Service Leave	Available upon 10, 20, and 30 years of service.

Employee Asset Building

Our group has implemented and operates systems to support employees' asset building and motivation improvement.

System to Support Asset Building

Selective Defined Contribution (DC) Pension Plan ^*	This plan allows employees to proactively build assets for their retirement and receive the investment returns after retirement. The company contributes 1,000 yen per month, and employees have the option to make additional contributions from their bonuses.
Employee Stock Ownership Plan	Contributions are made by deducting a fixed amount from salary and bonuses. The company provides a 10% incentive payment on top of the contribution.
Employee Stock Ownership Plan	Employees can make contributions starting from 1,000 yen per unit, and the company provides a 10% incentive contribution based on the employees’ contribution amount.

* Implemented by MIRARTH HOLDINGS and Takara Leben

Strengthening Communication with Employees

We are promoting initiatives to listen to the voices of our employees in order to build a better working environment.

Group Events

In May 2025, MIRARTH HOLDINGS held "KICK OFF FORUM 2025," an event that brought together employees from across the Group. The forum featured a Q&A session where employees had the opportunity to ask questions directly to the presidents of each Group company. This dialogue with the management team helped deepen employees’ understanding of our purpose and long-term vision.
The event also included an awards ceremony for "New Common Sense Pic2024," a new business proposal program for Group employees, as well as recognition of long-serving employees and introductions of new employees who will shape the future of the Group. By bringing Group employees together and providing an opportunity to deepen connections, this event served as a valuable opportunity to enhance communication aimed at maximizing synergies across the Group and to foster a sense of organizational unity.

MIRAI for EARTH Tour

The MIRARTH HOLDINGS Group conducts "MIRAI for EARTH Tours" for all Group employees, offering opportunities to visit facilities related to our Group's businesses.
These tours include not only facility visits but also business briefings and workshops to help employees better understand our business operations and diversification strategy. Additionally, by encouraging interactions beyond departmental boundaries and communication with executives, we aim to enhance loyalty.
In FY 2025, employees toured our hotels, 'Nasu mukunone' and 'LEBEN SALON AKIHABARA EXPERIENCE ', as well as our solar power plants, and buildings that have received the Good Design Award.

1-on-1 system

In order to create a better workplace environment by promoting communication between managers and their team members, MIRARTH HOLDINGS and Takara Leben conduct regular "1-on-1" meetings where they can talk openly about a variety of topics. By providing opportunities for open dialogue, we aim to prevent miscommunication, foster mutual understanding, and build trusting relationships.

Expansion of MIRARTH NOTE

The Group operates an intra-group website, MIRARTH NOTE, to promote information sharing and active communication that leads to maximization of Group synergies.

MIRARTH NOTE allows Group companies to share their initiatives and press releases, and contains latest information such as manuals and bulletin boards useful for improving operational efficiency. In FY2023, we established a new “Sustainability Action!” page within MIRARTH NOTE to provide timely information on Group-wide sustainability activities. We are promoting awareness and understanding of sustainability within the Group by linking the sustainability initiatives of each Group company to the 17 goals of the SDGs and publishing articles that connect these initiatives with various social issues.

Creating a Better Workplace Environment

Office Casual Dress Code

The MIRARTH HOLDINGS Group has introduced an office casual dress code in FY2023.
By encouraging active communication with relaxed attire and fostering creative thinking, our goal is to create a vibrant and comfortable workplace environment.

Office Cleanliness Initiatives

Takara Leben conducts clean time activities once a month, during which all employees participate in cleaning workspaces and common areas. Leben Community also conducts weekly clean time activities to clean the office. We strive to maintain a clean and hygienic workplace environment every day by encouraging employees to consider ways to make improvements and take action themselves.

Promoting Office Reforms

Our Group has introduced a free-address seating system and ABW ^*office layouts. By allowing employees to change their working locations freely according to their own circumstances, we are promoting communication among employees that transcends departmental barriers and hierarchies, while maximizing productivity and efficiency, and conserving resources by reducing the use of paper.

* ABW：An abbreviation for "Activity Based Working," a working style in which employees can freely choose the location to work according to the type of tasks they are performing at any given time.

Initiatives at MIRARTH HOLDINGS and Takara Leben

MIRARTH HOLDINGS and Takara Leben have introduced an ABW-type office layout on certain floors following the office expansion of their Tokyo Head Office in FY2023.

The layout allows employees to freely choose a workspace that best suits their needs, including box meeting spaces equipped with monitors, boomerang-shaped desks with wide seats suitable for spreading out documents, and semi-enclosed booths with sound-absorbing partitions that allow workers to concentrate on their work.