Rewarding Working Environment

Grasping and Utilizing Engagement Scores

The EIZO group conducts annual stress checks for employees, during which engagement scores are also calculated. The engagement score reflects employees' enthusiasm and pride in their work and serves as a KPI to measure one of our materialities: "Broadminded corporate culture that encourages free and creative activity" These scores are published on our website and internal intranet. The results of the stress checks are aggregated and analyzed by department, and the insights are used to inform subsequent improvement activities.

Engagement Score (KPIs and Targets)

Career Development Support

To support the professional development of our employees, we have established human resources and training systems tailored to various organizational levels. Our educational initiatives encompass not only general training programs but also personalized three-year development plans and three- to five-year career progression strategies for early-career staff. Regular discussions with supervisors facilitate the implementation of these plans, promoting skill enhancement, sustained motivation, and workforce retention. For mid-career and senior employees, we have implemented a Role-Based Grade System that clearly defines the responsibilities and expectations associated with each grade. This framework provides a transparent pathway for career advancement, outlining roles that include organizational management responsibilities as well as opportunities to apply specialized expertise in relevant areas to contribute to business objectives.

Next-Generation Leadership Development Project

To develop the next generation of leaders at EIZO, we conduct the ENOL (EIZO Next Operation Leaders) program on a biennial basis, selecting participants from among early to mid-career employees. Participants identify challenges related to corporate culture or workplace environment and present their recommendations for solutions to senior management. This initiative aims to raise awareness and prepare participants to potentially assume key leadership roles within the company in the future.

Employee Awards Program

The EIZO group has implemented a recognition program for all employees and teams globally. This program aims to commend outstanding achievements, boost motivation, and foster a sense of unity across the entire group.

To support employees in managing significant life events such as childcare and caregiving alongside their work responsibilities, we have implemented various programs aligned with local laws in each country. These include leave options for childbirth, childcare, and caregiving, as well as flexible work arrangements such as reduced working hours. In Japan, for instance, we offer additional support beyond legal requirements by allowing employees to utilize the childcare short-hour work system, up to two hours per day, until their child completes the third grade of elementary school. We have also expanded programs such as spousal childbirth leave and actively promote a workplace culture that encourages their utilization. As a result, in FY2024, the childcare leave utilization rate among women in Japan was 100%, and 68% for men, with 32% of men taking leave of three months or more.

Childcare & Nursing Care Program Utilization (Japan)

We believe that feeling mentally and physically refreshed is important for employees to work with a sense of fulfillment, accomplishment and happiness. To enable employees to effectively use their free time to refresh their minds and bodies or pursue personal development, EIZO encourages balanced work styles through a broad range of benefits for diverse needs and supports club activities and recreational events.
Starting April 2025, we introduced an hourly paid leave system to provide employees with greater flexibility to accommodate various personal commitments such as childcare and caregiving. This initiative aims to promote a healthier work-life balance. Additionally, as part of this update, the total annual paid leave entitlement has increased by two days, bringing the maximum to 22 days.

Annual average work hours, Paid leave taken (Japan)

Each Group company establishes labor-management councils or labor committees in line with the laws and social environments of their respective countries. By leveraging these forums, we foster constructive labor-management relationships. In Japan, for example, we have established the ‘V-work Council’ as a platform for labor-management dialogue. Based on feedback from council members, we continuously enhance the work environment to create a more employee-friendly workplace. We also hold the ‘EIZO Top Meeting’ weekly, attended by the CEO, COO, and Operating Officers. This meeting serves as a forum where employees responsible for various initiatives can directly discuss departmental strategies, proposals, and medium- to long-term challenges with upper management. By creating an environment that encourages active exchange of ideas, we enable every employee to take ownership and contribute to management, driving our business forward as one united team. As a result of these initiatives, the EIZO Group maintains a high employee retention rate, supporting long-term talent development and sustainable business growth.

The EIZO group in Japan offer various welfare programs to support employees' medium- to long-term asset building and contribute to their financial stability. Additionally, we hold asset-building seminars once or twice a year, inviting external experts to provide basic education on asset management and raise awareness of internal programs.

EIZO Group Employee Equity Program

The EIZO Employee Program allows all regular employees in the group in Japan to participate voluntarily. Employees who choose to join can contribute a fixed amount to the stock ownership plan through monthly salary or bonus deductions, which is then used to purchase EIZO shares along with an incentive from the company. This program enables employees to aim for long-term asset building and serves as one of the medium- to long-term incentives.

Retirement Benefit Plan

To support employees' prosperous retirement lives, the group companies in Japan have established a retirement benefit system utilizing a defined contribution (DC) pension plan. Under this system, points are awarded annually based on employees' roles and performance evaluations, and the total points accumulated will determine the retirement benefits received upon leaving the company. Therefore, this system serves as a medium- to long-term incentive, as the retirement benefit amount is based on the employee's contributions during their tenure.

Workplace Tsumitate NISA*

In group companies in Japan, employees can effortlessly utilize the workplace Tsunemitate NISA system through salary deductions, providing an additional means for medium- to long-term asset building alongside the aforementioned programs.

• *NISA(Nippon Individual Savings Account): Short for Nippon (Japan) Individual Savings Account, a type of tax-free program for small investments. Tsumitate NISA is a new type of NISA account that was introduced in 2018.