Material issues	Targets
Fostering and utilizing diverse human resources	Setting targets for women in management and monitoring progress; career training and support Expanding and sustaining education and training programs for global HR development

Human Resource Strategy

Guided by its Sustainability Policy, Star Micronics places considerable emphasis on its human resource strategy based on the core concept of the Company and employees growing together and contributing to society. In 2022, the Company pushed forward the following strategies in an effort to achieve its HR strategy goals of building an environment in which all employees can maximize their potential regardless of gender, age, or race.

HR Strategy Goals

Building an environment in which all employees can maximize their potential regardless of gender, age, or race

1. Constructing new human resource systems

Strategy	Progress and Plans
Rolling out a system for professionals (specialist training) Rolling out a benefit framework commensurate with roles and responsibilities	Putting in place a framework for a new human resource structure and systems Taking steps to reform the Company’s retirement benefits and pension plan (introducing a defined contribution pension plan) Extending the retirement age (currently implementing a progressive transition from the age of 60 to 65)

2. Enhancing diversity

Strategy	Progress and Plans
Enhancing women’s empowerment (KPI: 10% or more women in managerial positions by 2030) Fostering a corporate climate and changing awareness (manager training, developing flexible and diverse working styles, etc.)	Increasing the percentage of women in management (increased from 1.8% to 5.9% (as of the end of Dec 2022)) Appointing female directors Introducing training during maternity leave (strengthening career support during maternity leave)

Ratio of Female Workers (Non-consolidated)(%)

	2018	2019	2020	2021	2022
Employees	19.6	19.9	19.5	19.8	20.3
Managers	1.1	1.1	1.1	1.8	5.9

3. Reinforcing education and training programs: Developing employee autonomy, global human resource

Strategy

Progress and Plans

Enhancing upskilling and reskilling initiatives Strengthening global human resource development (establishing a medium- to long-term HR development cycle) Increasing education and training outlays per employee

Upgrading and expanding self-development support systems (encouraging the acquisition of technical qualifications, providing online study assistance, etc.) Introducing DX-related training (reskilling) Introducing cross-border learning (joint training with other companies); (developing next generation leaders) Strengthening health-related training (mindfulness, health seminars for women, dental oral care seminars, etc.)

Expenses Allocated for Education and Training (Non-consolidated)

	2018	2019	2020	2021	2022
Education and training outlays per employee (Yen)	¥18,726	¥27,179	¥37,462	¥52,731	¥89,084
Total training expenses (Thousands of yen)	¥9,560	¥13,209	¥16,858	¥22,780	¥40,266