OHARA INC.

Basic Views

In order to realize the Corporate Message, which is the foundation for OHARA Group’s Basic Policy for Sustainability, it is vital for each and every employee to create value with a sense of initiative. The OHARA VALUES, which express the culture embodied in the Corporate Message, define human resources who contribute to the sustainable growth of the company and the development of society as “talents who are inspiring and inspire others.” We are working to strengthen our human capital based on the concept that talents who are inspiring (by challenging themselves) and inspire others (around them) are a force for putting OHARA’s value creation model into practice and establishing a competitive edge. In addition, we are promoting the development of the capabilities of management talent, talent to promote new businesses, specialist talent to support new businesses, and DX talent to ensure competitive advantage, We also are accelerating the speed of development of this talent as human resources who will increase the effectiveness of the OHARA Group’s strategies, accelerate business expansion in growth fields such as semiconductors, accelerate commercialization in new fields such as lithium-ion batteries, XR, and low-dielectric glass, improve the profitability of the Optical business, and promote the growth of the Electronics business.

Promotion System to Enhance Human Capital

OHARA has established a Sustainability Committee tasked with discussing policies and measures regarding medium- to longterm sustainability initiatives, including those pertaining to human capital. The Management Council makes decisions regarding human capital initiatives based on the content of the Committee’s discussions and reports the decisions to the Board of Directors. Furthermore, the insights of outside officers are also incorporated into development of human capital actions to ensure that they contribute to the realization of the Corporate Message.

Strengthening Talent Recruitment

OHARA proactively recruits talents who embody the OHARA VALUES. As part of our recruitment branding, we use our website, videos, and other media to communicate images of what it is like to work for OHARA. We also host briefings to provide an overview of our company and provide internships and other opportunities to experience work at OHARA. In addition, we offer pre-employment internships to new graduates to broaden their career perspectives, helping them develop an idea of their work outlook and what their job and career might look like after they join the company.
Furthermore, in our hiring of mid-career talent, we emphasize the matching of the right people with the right job and actively approach talents who we believe will thrive at OHARA. Accordingly, we provide job candidates with factory tours and opportunities to ascertain the specific duties that the job involves so that they can get an idea of what it would be like to work at OHARA.
Furthermore, by sharing stories of our employees’ achievements by job category via our website and other channels, and delivering messages to prospective future colleagues, we hope to acquire talents who will embody our Corporate Message.

Talent Development

Since 2020, we have been providing training specifically designed to foster initiative and encourage our people to challenge themselves. In 2023, we expanded this program to include employees at domestic Group companies and continued this in FY 2025.
In addition, we provide practical training for the next-generation management and talents who will drive new businesses by assigning them to key positions that will accelerate our strategies. Within existing organizations as well, we are promoting the development of next-generation leaders by providing them with opportunities to gain experience in advancing business activities. Furthermore, we support reskilling by providing video-based learning content and promoting an open recruitment system that offers opportunities for experience based on career plans designed by employees themselves.

Activities that Encourage Initiative and Challenges

Every year, OHARA holds the OHARA AWARD to recognize employees and teams across the Group who have undertaken challenging initiatives. Through these awards, we promote a culture of taking on challenges throughout the entire Group.
In addition, in FY 2024, we introduced a new HR system, incorporating the earlier implementation of role assessments and promotions as well as the setting of challenging goals, and are working promoting these. In FY 2025, we conducted training sessions for employees subject to evaluations to further promote the implementation of the new HR system. In particular, the challenge-based objectives are self-selected and are subject to a points system to assess the effort in the challenge, creating a mechanism that increases employees’ initiative and fosters a culture of taking on challenges.

Diversity

We consider women, foreign nationals, and mid-career hires to be indispensable talents that not only strengthen our ability to adapt to change but also impart new value to the organization with their different knowledge, skills, and ways of thinking. We also believe that hiring such diverse people and having them play active roles in our organization contributes to the sustainable growth of OHARA and to the resolution of social challenges. For these reasons, we proactively hire and cultivate diverse talents.
Female representation in management at OHARA is steadily increasing, standing at 14.6% in FY 2025 (12.8% in FY 2024). Meanwhile, foreign nationals serve as the local heads of four of the OHARA Group’s seven overseas sites. For mid-career hires, we provide an environment that enables them to get up and running in a short time by developing and implementing personalized training programs for them. The ratio of mid-career hires in management in FY 2025 was 39.0%. We will continue to run these initiatives.

Work-Life Balance

OHARA recognizes that a good balance between professional and personal life is important for both companies and the individual, and we promote specific initiatives aimed at realizing this.
　　◦ Childcare leave
　　◦ Family care leave
　　◦ Shorter working hour system for childcare
　　◦ Hourly paid leave system
　　◦ Flextime system (for work of at least 3 hours/day)

KENKO Investment for Health

Promotion System

The Health Management Officer is committed to driving health management and promoting the health of employees. In addition, within the company, the department in charge of human resources, health and safety is responsible for promoting health management.We will promote the creation of a workplace environment where employees can work in good health in collaboration with organizations such as the Safety Health Committee, health insurance association, and industrial physicians and public health nurses.