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Strategy for Human Resource Development

Human Capital Strategy

The HOYA Group regards human capital as one of its most important assets and has formulated a human resource strategy designed to secure a competitive advantage through continuous investment in its people.

As the Company promotes optimal global production and sales, it recognizes that workforce diversity is a key strength and a source of sustainable value creation. In line with the Group's basic philosophy and values, we have deployed the HOYA Code of Conduct—guidelines that employees are expected to follow in the course of their work—in 27 languages to foster a sense of unity across the organization.

The HOYA Group regards respect for individuals as a fundamental principle of management. We strive to provide opportunities for employees to fully demonstrate their autonomy and creativity, while also ensuring a safe and supportive work environment. Through these efforts, we aim to help our employees achieve a balanced and fulfilling life. The HOYA Group places strong emphasis on employee well-being and promotes the creation of an inclusive environment where diverse talent can thrive, as part of its sustainability policy. Amid intensifying competition to secure talented personnel, we view the development of a diverse workforce as a driver of innovation and have identified “employee engagement” and “diversity & inclusion” as material issues.

Diversity

Utilizing Global Human Resources
The HOYA Group promotes optimal global production and sales, and views workforce diversity as a key source of competitive advantage. HOYA Group hires on the basis of individual capability, not nationality, gender, or similar distinctions, and over 90% of Group employees are assigned to posts outside Japan.
By actively promoting outstanding local talent and broadening opportunities for them to thrive, the Group is driving its globalization forward. As a result, approximately 90% of overseas subsidiaries are headed by non-Japanese persons. Moreover as of June 30, 2025, approximately half of the Group’s main business divisions entrust the management of global operations to non-Japanese division presidents. HOYA will continue to offer talented individuals regardless of nationality with opportunities to promote value creation that leverages diversity.

Promoting Diversity and Equitable Talent Utilization
In 2014, we launched the “Minkatsu” diversity initiative—short for Minna ga Katsuyaku Dekiru Shokuba-zukuri (“Creating a workplace where everyone can thrive”)—to foster a work environment where each employee feels fulfilled and is empowered to fully demonstrate their abilities.

This initiative focuses on Japan, where the proportion of women is relatively low compared to other countries, with the aim of increasing the proportion of female employees and female leaders (head of an organization at the subsectional chief equivalent or above and highly skilled professionals). We have set targets to have female leaders and female employees in Japan account for at least 18% and 32%, respectively, by the end of fiscal 2025. To achieve these goals, we continue to engage proactively in multifaceted initiatives to eliminate the mindset of assigning duties based on gender, create well-planned educational programs and provide opportunities for women in management roles, and actively recruit external female talent.

Furthermore, in accordance with the principle of equal pay for equal work, the HOYA Group does not discriminate based on gender in hiring, promotions, or pay increases, and instead focuses on actively appointing professionals with highly specialized capabilities and high ethical standards. In addition, at HOYA Corporation, two of its seven directors are women (28.6%), and three of its officers including executive officers are women (37.5%),
demonstrating the Company's commitment to diversity in senior management.

Creating an Environment that Supports Active Participation
The HOYA Group is working in each business division to create an environment where every employee can maximize their abilities and to design systems and create culture tailored to the characteristics of each business. Creating workplaces where diverse personnel can play an active role is essential for the sustainable growth of the company, and we aim to achieve a sense of fulfillment from work as well as personal life. To this end, we are promoting the introduction of systems that enable flexible workstyles, the creation of a workplace culture that fosters psychological safety, and the review of business processes to improve productivity. Through such initiatives, we aim to enhance employee engagement and maximize corporate value.

* Challenge leave:
HOYA Corporation has established the challenge leave system for employees that have worked for a set number of consecutive years. A challenge leave of 20 days each is granted when the number of consecutive years worked by employees that work five days a week reaches 10 years, 20 years, and 30 years.

Creating Supportive Workplace Environments for People with Disabilities
The HOYA Group is committed to creating workplace environments where everyone, regardless of disability, can demonstrate their abilities and find fulfillment in their work. As one example, we operate the Ichikawa Challenge Office as a base for supporting “Eyecity Eco Project,” the environmental activities in our eye care business.
This office strives to enable people with disabilities to connect with society and achieve self-fulfillment through their work by devising work content and workplace environments and establishing ongoing support systems. Through such initiatives, we are providing workplaces where people with disabilities can play an active role and promoting the creation of workplaces where everyone can thrive.

The SDGs to which Eyecity is committed (in Japanese only)

Employee Engagement Survey

Human Resource Management to Support Fulfillment from Work and Growth
Based on the belief that “people are our greatest asset,” the HOYA Group places great importance on creating a workplace environment in which diverse employees can fully leverage their abilities and take on new challenges. Fostering an environment where every employee can expand their potential and grow together with the Company is essential for the sustainable enhancement of corporate value.

As one facet of this, HOYA periodically conducts an employee engagement survey targeting at all employees in the Group. The survey has been implemented four times since 2020. In addition to analyzing the results companywide, the survey results were discussed at the individual-workplace level, to identify points for improvement leading to meaningful plans of action.

In the survey conducted in fiscal 2024, 94% of employees participated globally and achieved a high level of engagement that exceeded external global benchmarks. Based on the results of our studies to date, we are implementing the following measures across the entire group, focusing particularly on the two areas of talent management and career development as policies to address global issues.

Performance Management (Performance Evaluation System)
To encourage employees to make the most of their abilities, it is essential that the HOYA Group build a framework for fair and objective evaluation of their performance. Starting in fiscal 2022, we have introduced a global common evaluation framework across all global locations, thus establishing a system that enables performance and behavior to be measured using the same evaluation criteria regardless of country or department. Under this system, clear expectations are set for performance targets and behavior, and reviews are conducted in a multifaceted and objective manner using methods such as 360° evaluation. The results of performance evaluation are not only reflected in remuneration, but also linked to employee growth support and human resource development through regular and effective feedback. This has resulted in improved employee motivation and confidence in the evaluation process.

Career Development
We place great value on creating an environment where each employee can build their career independently and feel confident that they are growing along with the Company. Continuous learning and skill updates are essential and directly linked to maintaining corporate competitiveness to respond to rapid technological innovation and changes in the business environment. To this end, the HOYA Group has introduced an on-demand online learning platform (LinkedIn Learning), creating an environment where employees can access learning content tailored to their work and career goals, regardless of time or location. This structure enables HOYA to retrain and enhance the skills of human resources who support its growth strategy, while fostering a culture of lifelong learning and motivating employees to grow.

Engagement Measures to Address Diverse Workplace Needs
Based on the results of its employee engagement survey, the HOYA Group is implementing measures across the entire Group to address common global issues, while also promoting a variety of measures tailored to the characteristics and needs of each business division and business site. These efforts help us create a workplace environment that reflects employee feedback, enhancing job satisfaction and invigorating the organization. As an example, in fiscal 2024, we established the Career Design Lab for employees in Japan with the aim of supporting the career autonomy and growth of each employee. The Lab provides personalized support through workshops that promote self-understanding and help employees clarify their career visions in line with their life stages. In addition, those who wish to receive more tailored guidance can participate in one-on-one sessions with professional career consultants. Going forward, we plan to expand e-learning and in-house training as part of our reskilling support to prepare for business changes and future careers.

Furthermore, the Vision Care Division (eyeglass lenses), which operates globally and is home to the largest number of employees within the HOYA Group, is promoting its own sustainability program called “One Vision.” This program is based on three pillars: “Environment (consideration for the environment),” “Workplace (creating a safe and diverse workplace),” and “Community (contributing to local communities).” Through these initiatives, HOYA Group employees working around the world share common values and foster a sense of unity that transcends national and cultural boundaries, cultivating a shared awareness and actions for a sustainable future. The One Vision initiative is being advanced globally by more than 100 ambassadors based around the world, who are leading activities in their respective regions and encouraging employee participation.

At the core of this initiative is “One Vision Day,” when each country and site sets its own program and carries out activities rooted in their local communities and workplaces. To date, we have conducted free eye exams for thousands of people, conducted tree-planting and clean-up activities, donated eyeglass lenses and raised funds, and launched campaigns to improve employee well-being. These activities provide employees with opportunities to realize their own values and social contribution awareness in the workplace, enhancing their sense of belonging and pride in the organization and leading to increased engagement.

Development of Human Resources

Basic Approach
The HOYA Group strives to provide a work environment that respects individuality and diversity and promotes the growth of individuals while giving consideration to the safety and health of employees. Furthermore, each and every employee is committed to improving their knowledge and skills with the aim of providing innovative value to society.

Human Resource Development
Employees have diverse values and workstyles, and it is important to nurture their capabilities in an environment that suits their aptitudes. We support our employees so that they can maximize their potential and contribute to the organization and its business. To address diverse skill development needs, we offer training programs tailored to the specific needs of each division, region, and department. In addition to career development support such as on-the-job training and mentoring programs for new employees and leadership training for different job positions, we also provide safety-related training (CPR, fire drills, etc.) and specialized training on product safety and quality assurance. Furthermore, we utilize LinkedIn's on-demand learning platform to support the acquisition of knowledge and skills appropriate to their jobs and roles to provide an environment where employees can learn independently.

Examples of Training Programs by Division
Human resource development in the Eye Care Company
The Eye Care Company that operates Eyecity chain of contact lens specialty stores has designed and made efforts to improve its original educational programs for the division with objectives such as improving the customer service skills of “Eye Concierges,” who are the staff engaged in sales activities at stores. The training consists of the following three core programs, combining e-learning and instore coaching instruction to promote self-motivated study.
Operational education: Improving customer service and customer reception skills
Technical education: Acquiring specialized knowledge on contact lenses (four levels of certification)
Management education: Learning the management skills for leading staff as a team

EICC seminar at HOYA Electronics Singapore
Every year staff members of HOYA Electronics Singapore attend a seminar provided by the Electronic Industry Citizenship Coalition (EICC) on its Code Of Conduct requirements to deepen their understanding of workplace safety, worker dignity, and environmental responsibility. This is an important initiative for promoting sustainable manufacturing activities and ethical corporate management.

Award System
The HOYA Group has established a group-wide award system to promote the growth of individuals and organizations. Cross-country, cross-cultural collaboration toward a single goal promotes teamwork, deepens understanding of diversity, and facilitates the widespread sharing of best practices, accelerating organizational growth. In addition, we have established division-specific awards to encourage employees to take on challenges and work independently to solve problems.

HOYA Prize
This is an award system that has been established for all employees with the aim of recognizing and rewarding the daily hard work and efforts of employees. Winners are decided by the CEO based on recommendations received from the managers of each business and human resources representatives. As it does not stipulate any detailed selection criteria, it is a flexible evaluation system used to recognize a wide range of achievements.

ESG Award
This internal award program was established to promote ESG initiatives by facilitating the sharing of knowledge across business divisions within the HOYA Group. The award recognizes initiatives that contribute to sustainable growth, such as those to reduce environmental impact, promote diversity, and instill ESG awareness as well as solving environmental and social issues through HOYA’s products and services. Through this program, we will boost employee motivation and engagement, thereby leading to enhanced corporate value.