Promotion of Well-being Policies
Improving employee engagement
Employee Well-being Survey (Sense of Happiness)
At Takara Leben, our Vision is to "THINK HAPPINESS AND MAKE THE HAPPINESS." We believe that employee well-being is key to enhancing corporate value. In line with this belief, we launched a happiness survey targeting our employees in FY2022 and have expanded it across all Group companies since FY2023.
Well-being refers to a state in which an individual's physical, mental, and social needs are fully met. Its importance is highlighted in Goal 3 of the SDGs, and it is increasingly recognized as essential for retaining talent and maintaining and improving economic vitality.
In our happiness survey, we measure and quantify employee happiness based on their responses to a 7-point scale questionnaire. We understand and analyze "how happy employees feel" and "which items are sufficient or lacking," and set KPIs in conjunction with considering future measures, and then monitor their well-being.
We will continue to conduct happiness surveys, promote strategic human resource management and optimal talent allocation to enhance employee well-being, and strengthen the organizational structure accompanying the transition to a holding company. We will also work with executives to create an 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 fiscal year 2022, in order to respond to historic price increases and to recruit, demonstrate, and thrive among diverse, highly talented personnel who are the source of competitiveness, thereby improving productivity.
In fiscal year 2026, the salary increase will be 3.4% (with a 6.8% increase rate combined with regular raises), and the starting salary for new graduates will be raised by 15,000 yen. Going forward, we will continue to create an environment where employees can work and live with peace of mind, enhance employee engagement, and strengthen corporate competitiveness.
Employee Personnel Interviews
Takara Leben conducts HR interviews with new employees with the aim of addressing the concerns and uncertainties they may have and supporting 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, the Company also seeks to share mutual expectations and challenges, building a relationship of mutual growth 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 personnel interviews with employees and working to improve the workplace environment by implementing training programs based on employee feedback and requests.
Achieving work-life balance
Our company and Takara Leben have established various benefit programs to create a workplace environment where diverse employees can balance work and life.
Systems that support diverse working styles
Our company and Takara Leben have introduced and operate systems that support employees in autonomous and flexible working styles while maximizing their abilities.
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 wealth creation
Our group has implemented and operates systems to support employees' asset building and motivation improvement.
A system to support asset building
| Defined Contribution (DC) Pension Plan (DC) * | This system 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 can also make additional contributions from their bonuses at their discretion. |
| 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. |
| Employees' Shareholding Association | Contributions can be made starting from 1,000 yen per unit, and the company will subsidize 10% of the contribution as an incentive. |
- * Conducted in MIRARTH HOLDINGS and Takara Leben
Strengthen Communication with Employees
We are promoting measures to listen to the voices of our employees in order to realize a better working environment.
Group Events
In May 2025, we held "KICK OFF FORUM 2025," an event bringing together all group employees. This forum included a section where employees could directly ask questions to the presidents of each group company, aiming to further disseminate our purpose and long-term vision through dialogue with management.
The event also included an awards ceremony for the "New Common Sense Pic2024" new business proposal system for group employees, recognition for long-serving employees, and introductions of new employees who will lead the future. This event, which brought together group employees to deepen their relationships, was a valuable opportunity to revitalize communication aimed at maximizing synergy across the entire group and to foster a sense of unity within the organization.
MIRAI for EARTH Tour
Our group conducts tours of facilities related to our business for all employees under the "MIRAI for EARTH Tour" initiative.
This tour incorporates not only facility visits but also business briefings and workshops to deepen understanding of the business content and diversification strategy. Additionally, by encouraging interactions beyond departmental boundaries and communication with executives, we aim to enhance loyalty.
In fiscal year 2025, we toured our own hotel, 'Nasu Mukunone', 'LEBEN Salon Akihabara Experience', a solar power plant, and properties that have won the Good Design Award.
1on1 system
At our company and Takara Leben, we regularly conduct "1-on-1" meetings where supervisors and subordinates hold open-topic meetings to promote communication and build a better workplace environment. By providing opportunities for dialogue, we aim to avoid misunderstandings in communication, promote mutual understanding, and build trust.
Expansion of MIRARTH NOTE
The Group operates an intra-group website, MIRARTH NOTE, to promote information sharing and communication that leads to "maximization of group synergy."
MIRARTH NOTE has a function to share each company's initiatives and release information among group companies, and contains manuals, bulletin boards, and other up-to-date information 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 working to promote sustainability within the Group by linking the sustainability initiatives of each Group company to the 17 goals of the SDGs, and the articles to various social issues.
Workplace Environment
Office casual
Our group has adopted a business casual dress code since fiscal year 2023.
The aim is to create a vibrant and comfortable work environment by promoting communication through relaxed attire and encouraging free thinking.
In-House Tidy-up Measures
Takara Leben conducts a Clean Time activity once a month for all employees, cleaning offices and common areas. Leben Community also conducts a Clean Time activity once a week to clean the office. We strive to maintain workplace hygiene in daily life, by considering and working on maintenance tasks individually.
Promoting Office Reforms
Our Group has introduced free-address and ABW *office layouts. By allowing employees to change their working locations freely according to their own circumstances, we are working to activate communication among employees that transcends departmental barriers and hierarchies, maximize productivity and efficiency, and conserve resources by eliminating paper.
- * ABW：An abbreviation for "Activity Based Working," a way of working in which workers freely choose where to work according to the nature of their work at any given time.
MIRARTH HOLDINGS and Takara Leben’s Measures
In fiscal year 2023, our company and Takara Leben introduced ABW-type office layouts on some floors in conjunction with the expansion of Tokyo Head Office offices.
The layout allows workers to freely choose where to work according to their own circumstances, including box meeting spaces with monitors, boomerang desks with wide seats suitable for spreading out documents, and semi-closed booths with sound-absorbing material partitions that allow workers to concentrate on their work.
Leben Community Initiatives
Leben Community introduced free address services following its office relocation in July 2024.
Measures of Leben Trust
Leben Trust introduced free address services following its office relocation in December 2024.
