- Active roles of diverse personnel
- Strengthening data governance
- Respect for human rights
- Responding to climate change
Foundation for achieving sustainable growth
The second category of the PERSOL Group's materiality is “Foundation for achieving sustainable growth”. We have selected four issues in this category: active roles of diverse personnel, strengthening data governance, respect for human rights, and responding to climate change.
Active roles of diverse personnel is related to development of a corporate culture and environment that leverages diversity. Strengthening data governance is related to improving the user environment through the strengthening of privacy governance. Respect for human rights is associated with initiatives conforming to international norms and measures to reduce human rights risks that we implement as a responsible company. Responding to climate change is related mainly to carbon neutrality initiatives and environmental (GX: Green Transformation) human resource services. These issues are also important factors (a foundation for growth) for solving the material issues related to “solving social issues through our business”, including “the creation of work opportunities”.
Active roles of
diverse personnel
PERSOL's approach
Human capital is a source of value creation. We understand that ensuring the diversity of human capital is necessary for the PERSOL Group to innovate and achieve sustainable growth. We will enable employees with diverse abilities to leverage their thinking & skills to transform our services and create new ones by developing a corporate culture and establishing an environment that takes advantage of diversity in our efforts to achieve our Group Vision.
Value being created
Our initiatives
- Enabling employees as well as senior executives to demonstrate their diverse abilities to maximize the growth and competitiveness of the PERSOL Group.
- Improving engagement to increase employee motivation to contribute to customers, organizations and work, enabling the acquisition and retention of excellent human resources and increased productivity.
- Enabling employees with diverse attributes, values and abilities to achieve personal development and to actively participate demonstrating their own unique abilities.
Our actions
- Improving employee engagement
- Talent management
（Developing next-generation business leaders/implementing measures to turn all managerial employees into best leaders） - Promoting DEI
（Increasing the percentage of women in managerial positions/promoting the employment of people with disabilities/encouraging male employees to take childcare leave）
KPIs, targets and results
Work and Smile Index (employee engagement index)
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| 70.4% | 75.0% | ― |
* Targets have been set to clarify the direction and level of achievement of the strategy, but some items are still under consideration due to high uncertainty and are marked with "-".
Percentage of women in managerial positions
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| 24.4% | 30.8% | 37.0% |
* Targets are set for employees of domestic group companies, and actual results are tabulated. However, some companies that have not yet completed the introduction of a common human resource management system for domestic group companies are excluded.
Actual results for the fiscal year ended March 2023 are as of April 1, 2023, targets for the fiscal year ending March 2026 are as of April 1, 2026, and targets for the fiscal year ending March 2031 are as of April 1, 2031.
Number of employees with disabilities
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| 2,417人 | 4,000 | ― |
* This is the number of persons with disabilities included in the Group's report on the employment status of persons with disabilities in accordance with the procedures of the special-purpose subsidiary system. The target may be revised in the future, taking into account changes in the number of companies subject to the number of employees with disabilities (22 companies as of May 2023), changes in the number of employees in the Group as a whole, and the impact of changes in the statutory employment rate.
* Targets have been set to clarify the direction and level of achievement of the strategy, but some items are still under consideration due to high uncertainty and are marked with "-".
Ratio of childcare leave taken by male employees (one day or longer)
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| 64.8% | 100% | 100% |
* Figures in Japan only.
Strengthening
data governance
PERSOL's approach
In the human resources business, a vast amount of personal data is handled, and stringent management is required in the handling of these data. Above all, we will continue to strengthen our privacy governance structure and initiatives not only to comply with laws and regulations related to information security and the protection of privacy but also for improving our system and efforts. Through this, we will build an environment which enables users to utilize PERSOL's services with confidence, thus enhancing our competitiveness.
Value being created
Our initiatives
- Ensuring high reliability and transparency through using personal data based on our personal data processing policy and establishing internal guidelines for processing personal data which are stricter than applicable laws
- Establishing a privacy review process conducted by specialized departments which will enable the reinforcement of the data governance structure and ensure its effectiveness
- Ensuring that all employees acquire basic data management knowledge and put this knowledge into practice, thereby reducing human error
* See "the Privacy Center" (only available in Japanese) for information on the Group's approach to using personal data, examples of the acquisition and the use of personal data, and details of the Group's systems and initiatives for privacy protection.
Our actions
- Establishing the personal data processing policy (only available in Japanese)
- Setting strict internal standards for handling personal data
- Privacy review process
(Implementation of privacy impact assessment by specialized department) - Educational training, such as employee training on privacy protection and data security
KPIs, targets and results
Number of cases of processing personal data in an inappropriate manner and number of people involved in these cases
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| Scheduled to be disclosed in the fiscal year ending March 2024 | 0/0 | 0/0 |
* Figures in Japan only.
* The number of serious and severe incidents as defined by the Company.
Percentage of all employees who have received data management training
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| Starting in the fiscal year ending March 2024 | 100% | 100% |
* Figures in Japan only.
Respect for human rights
PERSOL's approach
We believe that human rights initiatives are essential for the realization of the world we envision under the Group Vision,” Work and Smile”, where all people can freely choose their own work and work comfortably without suffering discrimination. We understand that we shall respect the human rights of all the people on which the PERSOL Group's business activities have an impact. Based on this understanding, we will establish and operate a human rights management system and implement initiatives in accordance with international norms.
Value being created
Initiatives for stakeholders
Promoting initiatives in accordance with international norms as a responsible company, thereby mitigating adverse human rights impacts, earning the trust of all stakeholders (including employees) and helping build a better society
Our actions
- Establishing the PERSOL Group Human Rights Policy
- Implementing human rights due diligence
- Implementing education on human rights including employee training
KPIs, targets and results
Percentage of all employees who have received human rights training
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| Starting in the fiscal year ending March 2024 | 100% | 100% |
* Figures in Japan only.
Responding to
climate change
PERSOL's approach
We understand that addressing climate change is an important management issue that the PERSOL Group should work on for the establishment of a sustainable society where all people can feel that they can Work and Smile. We will make an effort to achieve carbon neutrality and help realize a decarbonized society through environment-related (Green Transformation- GX) staffing services and other initiatives.
Value being created
Our initiatives
Implementing initiatives for the realization of a decarbonized society to fulfill our corporate social responsibilities and live up to the trust of our stakeholders, including customers and investors
Initiatives for stakeholders
Providing support related to GX, helping our customers accelerate their climate change initiatives to aid the restoration of a sound global environment
Our actions
- The decarbonization of the electricity consumed at office buildings
Conserving energy by improving operations and making capital investments
Promoting the transition to electricity from renewable energy sources - Switching from gasoline vehicles to hybrid vehicles and EVs
- Calculating Scope 3 emissions, setting targets and reducing emissions
- GX-related support
Dispatching engineers specialized in the environmental field
Experiments related to carbon neutrality
KPIs, targets and results
Percent reduction of Scope 1 +
Scope 2 emissions
(Base year: The fiscal year ended March 2022)
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| Increased 15.6%*1 | 17.3% reduction | 83.0% reduction*2 |
*1 The increase in emissions for the year ended March 2023 compared to the base year is mainly due to business expansion through new contracts and M&A overseas.
*2 Residual emissions are offset using internationally recognized methods to achieve carbon neutrality.
Percent reduction of Scope 3 emissions
| 2023/3 Result | 2026/3 Target | 2031/3 Target |
| To be disclosed in the fiscal year ending March 2024 or later | Under setting | Under setting |