Ensuring Diversity

At Japan Lifeline, we take a balanced approach to recruitment, hiring from three groups: new graduates, mid-career professionals from within the medical device industry, and mid-career hires from other industries. We have also long been proactive in re-hiring former employees and actively recruiting through employee referrals. By bringing together employees with diverse experiences and values, we create a powerful engine that drives the company’s growth and transformation. We also support employees in building autonomous career paths after joining the company through initiatives such as a career preference survey and an internal recruitment system. By fostering an environment where individuals can take on challenges of their own volition, we help them maximize their potential while also invigorating the organization as a whole.

Composition Ratio of New Graduates and Mid-Career Hires as of 2025

In addressing our material issue of "creating a workplace where diverse talent can thrive," we have made enhancing employee engagement our top priority. We believe that stronger engagement enables employees to fully demonstrate their abilities and forms the foundation for sustainable corporate value creation. To achieve this, we are advancing initiatives on two fronts: improving job satisfaction and enhancing work-life balance.

On the job satisfaction side, we are tackling issues highlighted in our employee satisfaction survey—such as diversifying career paths and improving transparency in evaluations—by making concrete revisions to our HR systems. On the work-life balance side, we have updated programs to reflect diverse values and changing life stages, including easing eligibility requirements for remote work and shorter working hours for employees balancing work with childcare or caregiving responsibilities. These initiatives are promoted company-wide, not only by the HR Department but also in collaboration with subcommittees under the Sustainability Committee.

As a result of these efforts, our overall engagement score has continued to improve year on year, while our turnover rate—an issue in recent years—improved by 0.9 points year on year, to 5.9%. Going forward, we will continue to listen closely to employee feedback, set clear targets, and address challenges step by step, with the aim of creating a workplace where every employee can work with pride and a sense of fulfillment.

Employee Turnover Rate

Each year, we offer all employees the opportunity to self-assess their performance.

A questionnaire-style "communication sheet" is set up on the intranet for employees to answer questions about their future career, transfer requests, training, and desires for the company and workplace in a name-only format.

The aggregate results are reported to Operating Officers, also Board Directors and are also used as a reference in personnel system and organizational changes, as well as personnel transfers.

In addition, through the "internal recruitment system," we provide opportunities to take on challenges in other departments and positions, ranging from sales to marketing, development and manufacturing, pharmaceutical affairs, and administration.

Proactive recruitment and improved retention have increased the proportion of women at our company to 28.8% (non-consolidated) in FY3/2025. However, during the same period, the percentage of women in management positions remained at just 3.1% (non-consolidated). Closing this gap is recognized as an urgent issue. To address challenges identified in employee surveys—such as the lack of clarity around career paths and the absence of role models—we are advancing initiatives to support career development and foster the next generation of leaders. With sincerity and determination, we are committed to achieving our target of raising the proportion of women in management positions to 15% by FY3/2031.

Number of Employees (Non-consolidated)