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Human Capital-related Data
| 2021 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Number of employees (person)(non-consolidated) | Male/Female | 128/61 | 140/62 | 159/63 | 165/68 | 161/73 |
| Total | 189 | 202 | 222 | 233 | 234 | |
| Number of employees (person)(consolidated) | 1,496 | 1,347 | 1,357 | 2,828 | 3,495 | |
| Average annual salary (JPY million) | 1,803 | 1,904 | 1,908 | 2,035 | 2,295 | |
| Average service period | Male/Female | 5.9/6.7 | 6.2/7.2 | 6.0/7.4 | 6.6/7.6 | 7.3/8.1 |
| Average (years.months) |
6.2 | 6.6 | 6.4 | 6.10 | 7.6 | |
| Average age (years.months) | Male/Female | 41.5/35.5 | 41.3/35.11 | 39.11/35.7 | 40.1/36.1 | 41.1/36.11 |
| Average | 39.6 | 39.8 | 38.8 | 38.11 | 39.9 | |
| Average overtime (hours/per month)*1 | — | — | 29.3 | 30.9 | 29.9 | |
| New graduates hired (people) | Male/Female | 8/4 | 4/3 | 7/5 | 6/3 | 3/4 |
| Mid-career personnel hired (people) | Male/Female | 10/1 | 13/3 | 19/3 | 6/5 | 6/2 |
| Retention rate around 10 years after hiring (%) | Male/Female | 71.4/75.0 | 71.4/80.0 | 81.8/71.4*2 | 77.8/80.0 | 83.3/83.3 |
| Retention rate new employees (%)*3 | Male/Female | 100/100 | 100/91 | 100/100 | 100/91 | 100/100 |
| Number of voluntarily resigned employees (person) | 10 | 9 | 9 | 8 | 9 | |
| Ratio of voluntarily resigned employees (%) | 5.3 | 4.4 | 4.0 | 3.4 | 3.8 | |
| Number of employees in managerial positions (person) (excluding executive officers) | Male/Female | 76/22 | 84/23 | 89/20 | 91/23 | 95/26 |
| Percentage of female directors and Audit & Supervisory Board members (%) | 7 | 7 | 29.4 | 33.3 | 33.3 | |
| Percentage of female managers (%) | 22.4 | 21.5 | 18.3 | 20.2 | 21.5 | |
| Employment ratio of persons with disabilities (%)(non-consolidated) | 7.38 | 7.36 | 7.05 | 7.42 | 7.21 | |
| Employment ratio of persons with disabilities (%)(Hulic and Group companies)*4 | 2.54 | 2.68 | 2.74 | 3.01 | 2.69 | |
| Training expenses per employee (thousand yen) | 149 | 171 | 145 | 162 | 145 | |
| Total training hours/Average training hours, training days per employee (hour) | — | — | 2,134.5/ 9.6 |
2,302.3/ 9.9, 0.4 |
1,913.7/ 8.2/0.3 |
|
| Number of participants for training sessions that included health and occupational safety (number)*5 | 124 | 139 | 218 | 224 | 213 | |
| Percentage of career development interviews conducted (%) | 100 | 100 | 100 | 100 | 100 | |
| Frequency rate of accidents resulting in lost workdays (Industry average) | (%/Number of occurrences) | 0%/0 (1.39) |
0%/0 (1.47) |
0%/0 (1.69) |
0%/0 (1.91) |
0%/0 (1.91)*6 |
| Percentage of employees who received medical checkup (%) | 100 | 100 | 100 | 100 | 100 | |
| Usage rate of paid leave (%) | 81.5 | 77.7 | 86.4 | 83.3 | 81.2 | |
| Number of employees who took childbirth leave (person) | 2 | 4 | 7 | 2 | 10 | |
| Number of employees who took childcare leave (person)*7 | Male/Female | 5/2 | 8/5 | 10/7 | 8/2 | 6/9 |
| Rate of male employees who took childcare leave (%)*8 | 83.3 | 80.0 | 125.0 | 88.9 | 100 | |
| Rate of female employees who took childcare leave (%) –Not adjusted for leaves carried over to the next fiscal year–*9 |
100 | 125 | 100 | 100 | 90 | |
| Rate of female employees who took childcare leave (%) –Adjusted for leaves carried over to the next fiscal year–*10 |
100 | 100 | 100 | 100 | 100 | |
| Ratio of employees returning to work after childcare leaves (%) | 100 | 100 | 100 | 100 | 100 | |
| Number of employees with shorter working hours (person) | 9 | 9 | 5 | 7 | 9 | |
| Number of employees who took day off for family care (person)*11 | 11 | 17 | 26 | 58 | 37 | |
| Number of employees who took family care leave (person) | 0 | 1 | 1 | 2 | 1 | |
| Number of employees who took leave to take part in volunteer activities (person)*11 | 0*12 | 2 | 18 | 12 | 14 | |
| Number of stress checks conducted (people) / Percentage of employees who received stress checks (%) | 171/94.0 | 181/95.3 | 166/86.0 | 176/90.2 | 186/93.9 | |
| Number of additionally obtained qualifications by employees in total | 38 | 25 | 24 | 30 | 36 | |
- (note)Data covers Hulic Co., Ltd. only (excluding the number of employees (consolidated) and the employment ratio of persons with diabilities (Hulic and Group companies)).
- (note)Figures exclude transfers between Group companies. Seconded staff are included in figures for the number of employees with shorter working hours, and the number of employees who took leave to take part in volunteer activities.
- *1The data from FY2023 is hours of exceeding a statutory working.
- *2The data is number of new graduate recruitment for April 2023 to April 2025.
- *3The retention rate of new employees are actual results for the most recent three years.
- *4The data covers Hulic Co., Ltd. and subsidiary companies that have been certified as affiliated subsidiary companies under the Act on Employment Promotion, etc. of Persons with Disabilities.
- *5Number of participants for training sessions in health and productivity management.
- *6As the latest data has not yet been released, the figures for 2024 were used.
- *7Number of employees who took childcare leave; Male: Number of employees who began taking childcare leave, etc. during the fiscal year (From 2023, multiple leave acquisitions for the same child are counted as one time.); Female: Number of employees who began taking childcare leave during the fiscal year. If the acquisition period crosses fiscal years, include the figures for the fiscal year in which the acquisition start date occurs. Seconded employees are excluded from FY 2023.
- *8Rate of employees who took childcare leave: (Number of employees who began taking childcare leave, etc. during the fiscal year) ÷ (Number of employees whose spouses gave birth during the fiscal year) ×100. Seconded employees are excluded from FY 2023.
- *9Rate of employees who took childcare leave-Not adjusted for leaves carried over to the next fiscal year-: (Number of employees who began taking childcare leave during the fiscal year) ÷ (Number of employees (or their spouses) who gave birth during the fiscal year) ×100. Seconded employees are excluded from FY 2023.
- *10Rate of employees who took childcare leave-Adjusted for leaves carried over to the next fiscal year-: (Number of employees who began taking childcare leave during the fiscal year) ÷ (Number of employees who entered the period for childcare leave during the fiscal year) ×100. Seconded employees are excluded from FY 2023.
- *11Per month totals are given for the number of employees who took days off for nursing care and employees who took leave to take part in volunteer activities.
- *12The number of employees who took leave to take part in volunteer activities was nil during FY2020・2021, as participation in volunteer activities was halted to prevent the spread of COVID-19.
Other Data
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Percentage of properties meeting Hulic's earthquake-resistance standards*1(%) | 100 (8 properties in boundary) |
100 (4 properties in boundary) |
100 (10 properties in boundary) |
100 (8 properties in boundary) |
100 (7 properties in boundary) |
| Progress toward a 100% highly earthquake resistant buildings*2 in 2029 (%) | 81 | 82 | 86 | 86 | 91 |
| Number of customer satisfaction surveys | 1 | 1 | 1 | 1 | 1 |
- *1Hulic’s earthquake-resistance standards are where building performance can safeguard human life and enable continued use of the building with post-earthquake repair in the event of an earthquake with a seismic intensity of level 7. Data covers the all completed properties each year.
- *2Highly earthquake resistant buildings are those that can safeguard human life and enable continued use of the building with post-earthquake repairs when an earthquake occurs with a seismic intensity of level 7, excluding those subjects for sale, etc. Data covers Hulic's fixed assets.