Human Resources

2030 Vision

(A) Pursue Human Resources Development Under Management Strategy

(a) Develop business human resources in line with business strategy

The KONOIKE Group does business in a wide range of formats, each of which requires a human resource strategy that is tailored to each individual business strategy. We set clear targets on when we need certain skilled human resources and how many, systematically developing professionals in various business divisions. To this end, a key challenge we face is creating a Group-wide human resource portfolio for not only our core businesses that have supported the company to date, but also the Airport, Medical, Engineering, and other focus businesses in our 2030 Vision. We will establish our ideals for each business by 2030 and build a human resource management framework that backcasts the human resources needed to achieve such ideals. The Group introduced a talent management system in 2021 to visualize human resource information in preparation for this framework. We are committed to pooling management personnel, business experts, and other human resources that meet certain requirements, establishing new mechanisms to develop such resources.

(b) Develop highly specialized corporate human resources

The KONOIKE Group moved to the prime market of the Tokyo Stock Exchange in April 2022, requiring an even higher level of governance. We therefore train professionals with greater knowledge and control capabilities in-house in corporate departments, including corporate planning, legal affairs, general affairs, human resources, and accounting. The Group has systematically promoted human resource development by maintaining hierarchal job standards for each department to cultivate advanced knowledge and skills. We track whether employees at each level meet the job performance standards outlined for their role, which vary by position. This method helps identify attained skills and improvement areas more easily, enabling the Group to provide effective guidance. Tracking these factors also boosts motivation to acquire skills, equalizes hierarchy levels, and has other positive effects. The KONOIKE Group endeavors to establish a framework to develop highly specialized corporate human resources through these training methods.

(c) Develop human resources with strong problem-solving and proposal skills through cross-division collaboration

The KONOIKE Group operates and possesses a wealth of knowledge in a wide range of fields. We consider it necessary to develop human resources with high problem solving and proposal skills to improve the quality of services provided to customers and create added value. Such resources must be capable of sharing their expertise in such areas throughout the Group, leveraging such knowledge across divisions. We aim to provide personnel with diverse experiences and broaden knowledge through active job rotations for younger employees and cross-division transfers at the management level. In terms of education, we enhance curriculum to enhance participants’ problem-solving and proposal skills. We also increase exchange opportunities by holding joint rank-based and open training programs for employees of each group company. The Group is committed to human resource development from both perspectives of personnel and education through such initiatives.

(d) Strengthen expertise in technological innovation and ICT units and improve literacy throughout the Group

Rapid changes in the business environment are making it increasingly difficult to forecast business outcomes. To this end, it is becoming increasingly important to transform business operations in line with changes in the business environment. The KONOIKE Group strives to strengthen the technological innovation and ICT expertise required to transform our business. In 2020, we began holding the Course on Advanced Technology to Change the Workplace and the AI Programming Course to improve literacy throughout the Group, and in 2023, we prepared the DX Training Course video materials, with approximately 90% of employees having already completed the course. In addition, from FY3/2026, we will launch the DX Beginners Program, which aims to help employees acquire the mindset and thought processes needed to become core DX-capable personnel through lectures and practice. Through this and other initiatives, to realize the KONOIKE Group’s 2030 Vision, people, leveraging technology to reach new heights, and to achieve further growth and increase corporate value, we will continue to enhance our efforts to strengthen the expertise of the technological innovation and ICT units and improve literacy throughout the company.

(B) Raise Employee Job Satisfaction (Engagement)

(a) Instilling Our Corporate Philosophy

For the KONOIKE Group to grow and enhance our corporate value, it is important that employees trust their company, fully understand the best direction forward, and maintain a desire to contribute. Underlying this is the essential requirement for each group employee to understand the KONOIKE Brand, which defines the Group’s Corporate Philosophy and action guidelines, and puts it into practice in their daily work. To foster this understanding, we have promoted inner branding activities through Katariba workshops, where management and employees engage in broad-ranging dialogue. In May 2025, we also distributed the KONOIKE handbook to all employees with the aim of enabling each of us to constantly ask ourselves how we should behave as a person and to exchange opinions. The KONOIKE handbook will also be used to further instill the KONOIKE Brand.

(b) Pursue of employee happiness

Health Management

Konoike formulated the Declaration of Health Management in February 2023, engaging in priority measures to enhance employee performance and human resource stability and retention. We take a strategic approach to employee health management from a business perspective. In March 2024, the Company was certified as a Certified Health and Productivity Management Organization 2024 (Large Enterprise Category) for our outstanding health management initiatives, and in the following year received the same certification for 2025. Konoike also received recognition as a 2024 Sports Yell Company in December 2023 by the Sports Agency for our efforts to instill exercise habits among employees as a part of our health management efforts, and we also received this same certification for 2025 as well. Konoike will continue to strengthen initiatives such as measures for mental health and introducing health management systems, engaging in various measures to promote health. We will also engage in active health management to ensure the happiness of each employee through physical and mental well-being, brimming with health and vitality.

Engagement Surveys

We believe there is a strong correlation between the level of happiness felt in work and performance, and that this happiness is a very impactful element. Konoike strives to ensure the well-being (feeling of happiness) of each employee amidst diversifying lifestyles and work styles. To this end, we conducted the well-being survey through Persol Research and Consulting Co., Ltd. in November 2022. This survey measured employees’ sense of happiness and unhappiness at work, along with the organizational conditions that underlie these feelings. We conducted a second survey in February 2024 and a third in January 2025. We will continue to pursue improvements in scores and response rates, and through feedback from survey results, we will work to build a better corporate culture by making overall improvements as well as those according to the characteristics of each location, with the aim of achieving a state in which employees feel happiness through their work and maximize their abilities.

Pursue Human Resources Development Under Management Strategy

Aim of Human Resources Development

In addition to the conventional training for all employees to improve their abilities by year and job level, we are strengthening our human resources development based on the following four elements in order to pursue human resource development in accordance with our management strategy.

Managers Who Know the Field

No matter the era, Konoike has always treasured field capabilities most. To maintain these capabilities, we are reviewing our personnel systems and conducting management education for the front-line employees who are in charge of actual operations.

Global Human Resources

In order to develop human resources who can play a key role in global business, we have established our own training program and are promoting the pooling of human resources who have completed the course in order to achieve our overseas business sales target of ¥100 billion for the fiscal year ending March 31, 2031.

Technical Human Resources

In order to realize our 2030 Vision of people, leveraging technology to reach for new heights, we are working to develop innovative human resources capable of utilizing advanced technology, in addition to increasing the number of construction management engineers who support our core business.

Management Human Resources

Efforts are also underway to cultivate human resources who will handle the future management of Konoike. Since both personalities and abilities are honed through various business and workplace experiences, we are strengthening our cultivation efforts by systematically assigning talent based on long-term career paths to build a human resources portfolio.

Measures

Recruitment System

Konoike has a system in place to hire human resources according to their roles in order to achieve sustainable corporate growth. Career-track employees will grow to gain a broad perspective through experience in different departments, becoming responsible for organizational management. Front-line employees contribute to the organization’s growing specialization by gaining experience and acquiring skills firmly rooted in the community. To support such diverse career paths, we redesigned our recruitment page last year to more clearly communicate the appeal of each position and its career development possibilities. In addition, to respond to changing social needs, we are promoting mid-career recruitment for both career-track and front-line positions, and expanding the appointment of talent who are immediately capable of contributing to our business. Furthermore, through returnee/alumni recruitment, we have developed an easy-to-use system to promote the re-engagement of talent with experience and understanding of the Company during their time with us. We will continue our efforts to improve the quality of our human capital and maximize the potential of each and every employee in an environment where a diverse workforce can thrive.

Talent Management System

The Group introduced a talent management system in 2021, integrating human resources information. With this system, we are working to systematically develop human resources, including high-potential talent, to understand the appropriate personnel, and to assign the right person to the right job. Prior to the introduction of this system, it was difficult for senior management and division heads to ascertain information on the backgrounds and skills of employees in other divisions, and the human resources division had been providing information on a need-to-know basis. As a result, each division head had to rely on their own experience and intuition in utilizing personnel information and considering transfers or other HR changes. Now, the information held by our human resources division is centrally managed on the system, establishing an environment in which anyone can check on information when necessary. Going forward, we plan to go beyond mere information management and utilize this information in business strategies such as the selection and training of future management candidates.

Raise Employee Job Satisfaction

Engagement Survey

Objective

Under the Enhancement of Employee Job Satisfaction (engagement) set forth in our 2030 Vision, we are working on two pillars: instill the Corporate Philosophy and pursue employee happiness. Based on this policy, we conducted a well-being survey to accurately grasp and visualize the current state of organizations and individuals in order to realize the well-being (state of feeling happiness) of each employee. Through these efforts, we will aim to achieve the increased engagement set forth in our medium-term business plan.

Overview (Eligible Respondents, Etc.)

Survey Results

• Happiness: higher is preferable
• Caution: lower is preferable
• Organizational and morale status: 7-point scale

Priority Measures

We have conducted Company-wide well-being surveys since FY3/2023, and have held feedback sessions for management based on the results. In utilizing the survey results, we share the awareness internally that it is important to clarify the current status and issues of each organization, and to consider and implement necessary improvement measures. In particular, to improve survey results, we believe that it is essential to go beyond just carrying out measures and ensure that actually improving well-being itself, the purpose of this survey, is a concept being instilled throughout the Company.
We currently limit feedback sessions to management-level participants. However, we plan to expand this scope to include on-site organizational leaders. In doing so, we aim to enhance understanding of objectives and drive behavioral change on our frontlines, leading to further improvement in survey results. We also leverage our talent management system in parallel to create an environment that enables each organizational leader to track their team’s survey results in a timely manner. Through these initiatives, Konoike works to steadily improve well-being across the entire organization.

Human Resource Development

The KONOIKE Group operates on a dual axis of on-the job training (OJT) through practical work in the workplace and off-the-job training (OFF-JT) at facilities such as our three in-house training centers. In teaching a wide range of knowledge, from the fundamentals of safety and quality to highly specialized operational knowledge and the human and conceptual skills necessary for business management, we are working to develop programs based on our own unique educational system. In addition, with our 2030 Vision, people, leveraging technology to reach for new heights, we will further evolve our on-site solutions to solve the problems facing our customers and society. To this end, it is important that we acquire professional knowledge and skills based on safety and quality, essential elements in a variety of workplaces. With a primary focus on front line workers, we will use our two in-house centers, the Konoike Techno Training Center and the Safety/Quality Training Center to further enhance job title-based training for managers, site management skills, logistics skills, practical skills, and education for acquiring qualifications. In pursuit of sustainability, it is also important to develop human resources who actively contribute to the ongoing growth of the KONOIKE Group, and who have broad perspectives and good judgment befitting a listed company in the interest of expanding our business strategy. However, in line with the policy of providing the knowledge and skills necessary to execute work tasks, fostering employees who demonstrate outstanding creativity, rational judgment, and the ability to take action, we also seek to develop the next generation of management personnel, including those at Group companies, through training programs for career track employees based on years of service, job title, and individual selection at our KONOIKE Group Human Resource Development Center, as well as through dispatches to external programs and more.

*1 Konoike Techno Training Center (Osaka)

Personnel acquire knowledge from general and basic knowledge, including safety and quality, to process management (5S management, analysis/improvement methods, laws and regulations, etc.), and obtain the necessary skills at contract service sites (equipment operation, maintenance, qualifications, etc.).

*2 Safety/Quality Training Center (Chiba)

As a nationally accredited institution, this center provides forklift skills lectures and operations manager seminars, as well as a variety of other safety training programs based on laws and regulations, including safety and health promoter skills improvement education and foreman education.

Forklift truck operation qualification/operation manager training (cargo)

*3 The Human Resource Development Center (Osaka)

The Human Resource Development Center is a facility for conducting classroom training and workshops for all Group employees, replacing the Shimaya Training Center (Konohanaku, Osaka-shi), which had been used for employee education for about 40 years. In addition to increasing the number of training rooms from three to five and doubling the capacity and number of guest rooms, the facility is also designed to be used as a satellite office to replace the head office functions in the event of a disaster, eliminating BCP concerns.
The KONOIKE Group believes that providing safe, high-quality services can only be realized by people with the KONOIKE mindset expressed in our Brand Promise, Striving to Go Beyond Expectations. Accordingly, human resources development is one of the most important points to focus on in supporting our business strategy. The Human Resource Development Center will serve as a hub for the KONOIKE Group’s human capital management, founded in the basic concept of a learning center where we can continue to challenge ourselves with determination, exceed expectations, and create new value. In addition to the Human Resource Development Center, the KONOIKE Group carries out human resources development at a total of three centers: the Konoike Techno Training Center (Nishiyodogawa-ku, Osaka-shi), which provides on-site skills training, and the Safety/Quality Training Center (Chuo-ku, Chiba-shi).

Front-Line Worker Education

Career-Track Education

Developing Global Human Resources

It is essential to develop global human resources to support a wide variety of customers, whether already global or pursuing globalization. By developing human resources with a broad base of knowledge and cultural understanding, the KONOIKE Group continues to deepen our integration into local landscapes, customs, and cultures, developing business that is rooted in local areas. To this end, we are developing global human resources internally and recruiting diverse human resources, including foreign nationals and international students.