We at Roland are strongly opposed to any discrimination for nationality, race, gender, religion, or any other reasons.

We believe that music and other arts are becoming increasingly important in society, because it allows us to express diversified personalities as well as sense of value, and to accept each other, in addition to its fundamental value of bringing richness and affluence to people's minds.

We place emphasis on the creation of an environment in which the rights and diversity of all the people having relation with our business, including supply chains, are respected, and they can maximize their potential.

* In the following, “Roland Corporation” refers to Roland Corporation on a nonconsolidated basis located Japan.

Policy for Investment in Human Resources

In recent years, Roland has reformed the structure in which we review all our businesses and operations on a zero-based standard and, at the same time, we have been strengthening our ‘Unleash’ policy (our keyword for maximizing business potential). The concept of Unleash has been applied to personnel strategies at Roland Corporation, and HR managerial resources have been allocated for the realization of; “support of the growth and increase of the engagement”, “promotion of diversified workstyles”, and “incentives that reward hard work” for all our employees, aiming at maximizing their capacity and potential.

Respect of Human Rights

Basic Policy for the Personnel Strategies

Roland has established the basic policy for our personnel strategies as mentioned below, aiming at realization of a company where the personality of each employee is respected and employees can grow together with the company.

• The personnel system should be established placing emphases on “fairness” and “increase of employees' engagement.”
• We aim at designing a system in which employees are treated according to the results, capacity and contribution to the company, without regard to age, gender, race or length of service.
• We aim at establishing a personnel system in which benefits are returned to employees properly as the company grows.

In addition, we strictly practice to support independent growth of each employee and to provide opportunities to grow in a fair way and treat the employee based on results in a fair manner.

Examples of the systems (Roland Corporation)

Career path of the double-track style

We have introduced a system in which employees can select a career path of the double-track style, in accordance with their needs for workstyle. The “managerial track course” is for those who wish to try challenging business after having various experiences, and the “area track course” is for those performing duties on a stable basis without necessity for being transferred. In addition, employees who contribute to management with their outstanding expertise or capability in a form different from that of the “management position” who are the heads of organizations are positioned as “experts” and are treated in an advantageous manner.

Evaluation system

We have specified the elements needed for each job ranking in the form of documents, so that we can reward each employee for their capacity and results without regard to age or gender, and, we position their efforts to “instruct” others as an element for high evaluation so that we encourage their growth, however small it might be, by comparison with the employee of the past, instead of comparison with others. The superiors work out their targets together with their subordinates every half year and carry out assessment and feedback from the viewpoint of growth twice a year to support the employee's further growth.

Education

As we believe that, for us to be flexible in quickly responding to the rapidly changing external environment, it is important that each one of us voluntarily develops to add to the power of the organization, we are targeting at forming “autonomous organizations” in which members can learn, think and act independently. To realize it, we place an emphasis on the arrangement of the development system for arousing and supporting their interest to learn.
With regard to newly employed members in the engineering sections, we set a training period of eight months after joining the company, to intensively learn the knowledge required for engineers through development of products.

Menu of major training courses

Menu	Details
Training by the class	At the time of significant change in the member's role — when the member joins the company, is appointed assistant manager, or is appointed management — we carry out the training by the class in which the member will set by him/herself the subject of capacity/skill development to be required in the future, so that they will be more aware of moving into a higher stage.
Career training	We carry out the career training in which the member designs by themselves the source of their interest to work along with the domain in which they will make contribution in the future.
Development of interpersonal influence	We carry out the workshops for all the employees so that they will psychologically deepen their self-understanding to lead to the development of interpersonal influence.
Self-enlightenment	We widely provide our employees of all the occupational categories and classes with the opportunities to learn, with our training courses for which employees are required to raise their hands, and the system to assist their self-enlightenment.
Education on the compliance	We penetrate all the employees and managerial members with the education on compliance, risk management along with the regulations and policies.

Records of employees' participation in major training courses

Respect of the Labor Standards Act

Roland Corporation has arranged a system which does not allow occurrence of violation of the Labor Standards Act. We are making efforts in creating a workplace where all employees can work lively, through such measures as closely communicating with the labor union every month.

Wage

Without regard to occupational categories or qualifications, we are granting wages not less than the legally defined minimum wage to the employees. We revise them from time-to-time when the minimum wage is augmented. As we respect the idea of equal pay for equal work, we improve the treatment of non-regular employees and, at the same time, appoint some of them to a regular position.

Working hours

We have adopted various measures to curb long-time labor, such as reinforcement of the alert function by the work management system, encouragement of taking scheduled vacations through introducing the commemorative holiday system, holding of interviews with members of sections with long overtime and more. We confirm certain results of such efforts each year.

Actual results

Dialogs with Employees

Labor-management discussion

Among the companies belonging to our Group, it is targeted that both employees and the company can develop together and, for this purpose, they are aware that all the employees have common recognition of the environment surrounding the company and the managerial challenges. This is why we attach importance to the thorough communication with employees, regardless of whether they have the labor union or not.

Percentage of union density and the results of labor-management discussion held

Protection of the Workers in the Supply Chains

Protection of workers at manufacturing bases

In addition to the domestic plants in Japan, we possess plants in China and Malaysia to produce our products. In China, we hold labor-management discussions with the labor union to learn employees' opinions on their work environment or conditions, in an attempt to construct a sound relationship. While the Malaysian factory does not have a labor union, we have set a “suggestion box” to listen to the opinions of all employees including dispatched workers, and we are positive in sending information on the Group's policy to all employees so that we will be able to share the same targets and recognition. In addition, as a number of dispatched workers of foreign nationality are engaging in production in the Malaysian plant, we are trying to have close communication with the staff service companies to positively engage in improvement of the work environment.

Prohibition of forced labor and child labor

In the business activities we are developing in various countries, we respect the basic human rights and promote the development of an appropriate working environment. We are striving to comply with all applicable laws, regulations and labor standards.

While we have not been aware of the occurrence of problems with regard to child labor or forced labor, we will establish a system that can voluntarily confirm the absence of the forced labor or child labor, not only in our company but in contract manufacturers and the entire supply chain.

Prohibition of the Harassment

Roland Corporation specifies acts of harassment that correspond to violation of human rights in our “Regulations for Prevention of Harassment,” and in our “Work Rules” we specify that the harassment may lead to the disciplinary actions. When it is suspected that there is an act of harassment, in accordance with provisions of the Rules of the Disciplinary Punishment Committee, we establish a Disciplinary Punishment Committee and examine the facts with appropriate procedures, then we make a decision on the fair punishment. In addition, to promote the creation of a workplace without harassment, we enlighten our members with internal training courses, and establish a “counter for consultation on the workplace problems” with which members can consult on harassment or on personnel problems in the workplace. It accepts requests for consultation from third parties, such as anonymous reporting or reports from a colleague of the workplace.

Roland's Human Rights Policy

Roland has established Human Rights Policy as guidelines to ensure that all officers and employees respect the rights of human with high awareness.

Realization of the Pleasant Working Environment

For the purpose that each employee will establish their workstyle by realization of the work environment allowing flexible and efficient operation to promote a well-balanced work and life, along with the creation of the environment in which all the employees can display their capabilities while engaging in childcare or nursing care, Roland Corporation has introduced various types of support systems. Regarding childcare and nursing care, we have introduced work support systems surpassing the legal standards, so that we will mitigate employees' anxiety and burden, and have them work with a sense of security. It is planned that we will continue expanding measures in the future to better meet with the changing environment.

Promotion of Diversified Workstyles

The flextime system and the teleworking system

After a few years of trial period, we officially introduced a flextime and teleworking system in 2021 to build up a system in which members can work without limitation of time or place and we can accept diverse human resources. In 2022, we introduced a system that allows employees to work mainly through telework in distant areas. We support the realization of workstyles that suit the lifestyles of employees, such as resolving separation from family members and participating in childcare and nursing care.

Actual results of percentage of applications made for each system

Also in our overseas subsidiaries, though it has been triggered by the expansion of the COVID-19 infection, we have endeavored to drastically review our business activities and to improve the operational efficiency, resulting in a rapid establishment of the teleworking system. The quality of the work-life balance of employees of the entire Group has been raised.

Action plan based on “the Act for Measures to Support the Development of the Next Generation” by Roland Corporation

From 2024, we plan to conduct in-house training on Unconscious-Bias. We will promote the creation of workplace where fully demonstrate their abilities individually and work with peace of mind.

Further Improvement in Supporting Systems

Systems for supporting childcare and nursing care

For employees who are raising children of up to third-grade of primary school, or needing nursing care of their family members, we are supporting their engagement in work and life at the same time with our work supporting systems surpassing the legal standards.

Childcare leave system and nursing care leave system

The childcare leave system can be applied up to the end of the month in which the children turns 18 months old and, if there are such reasons that the children cannot enter nursery school, the period may be extended by up to half a year. The nursing care leave system can be applied when an employee has to take leave due to such reasons as nursing of a family member, for a maximum of one year at per relevant family member. In addition to paid holidays, we have the nursing care leave system which allows five days of leave annually per relevant family member when the employee engages in nursing of family members.

Actual results

Promotion of child-care support

To enable employees to balance work and childcare, we have established a system that allows employees to work in a variety of ways and have introduced a work-life balance support system.

Examples of childcare and nursing support activities

[Producing two work-life balance guidebooks: one for childcare and the other for nursing care]
We have created work-life balance support guidebooks with the aim of making all employees conscious about work/life balance, as well as making the work environment more comfortable for employees who are struggling to juggle work and childcare/nursing care. Each guidebook contains 10 pages with some cases of our employees' childcare, in-company/public regulations like maternity leave for employees/their spouses, keys for good work environments. They can be viewed on our intranet any time.

* “Kurumin” certification is a system in which the Minister of Health, Labor and Welfare certifies the companies with business plans as general business operators that meet certain requirements under the Act for Measures to Support the Development of the Next Generation. “Kurumin” has 10 certification criteria, i.e., “formulation of action plans and achievement of goals”, “ percentage of childcare leave acquisition”, “support system available for raising their children before elementary school”, “overtime work hours”, “flexible working style”: and certification is given when all the criteria are met.

Consideration for Health and Safety

Medical checkup and health guidance

Aiming at health care for employees, we carry out regular and special medical checkups along with medical checkup of members engaged in specific operations. In particular, for all employees aged 35 or more who have directly been employed, about whom the health-related risk increases, we offer them a complete physical examination by hospitalization to replace the ordinary medical checkup. The company puts emphasis in the maintenance and promotion of health as exemplified by the fact that it pays the examination expenses and travel expenses and treat the day of complete physical examination as a special paid holiday. In addition, if no improvement is found in the result of the checkup observation of the development or treatment by visiting hospitals, the company gives internal health guidance. It is thus positive in supporting employees' health.

Actual results

Actions we take for mental health

Staff members in charge of personnel and labor management, staff members in charge of industrial health and occupational health physicians are engaging in various types of activities aiming at prevention of mental health disorders and prevention of its recurrence.

Examples of engagement for promotion of health

• Examination of health conditions of long-time workers (implementation of personnel surveys, job adjustment and interviews with occupational health physicians).
• Holding health promotional events (walking, physical exercise campaign, etc.)
• Reviewing the results of stress checks.
• Establishment of the “mental consultation” counter by psychiatrists.
• Establishment of the external EAP.
• Support of health of members who are going to work overseas.
  Aiming at starting work by overseas resident representatives and their families with a sense of security, we implement the medical checkup before going abroad, along with inoculations for hepatitis A or B, tetanus, Japanese encephalitis, etc. depending on the region as prevention of infection (covering those making business trips). If the employee is receiving treatment, we make judgment as to whether the overseas transfer is acceptable, and give advice or guidance, taking into consideration the local situation of medical treatment, in addition to the opinions of the attending physicians. We have arranged various tools so that the employee can consult about their problems or check the health-related information at any time during the period of overseas work, to support good health during the period of overseas work.

Safety and health

At the offices in Hamamatsu and Tokyo, which are legally required to establish a health and safety committee, we have the Health and Safety Committees and are promoting our health and safety activities that can be supported and reinforced with each other through the regular exchanges of information between offices. As we did in the preceding year, in addition to the regular activities, we implemented activities in accordance with the changes in the environment or business sites, such as holding company-wide workout events to prevent occupational accidents and promote health in 2024. Our new activities include the full-scale introduction of risk assessment programs to reduce the risk of accidents.

Actual results

Diversity and Revitalization of Human Resources

Roland positions the diversity and reactivation of human resources as one of the most important business bases and, therefore, are endeavoring to create an environment where human resources with a variety of capacity and senses of value can display their capabilities to the maximum extent, respect each other, and can do self-realization, regardless of not only nationality, race, gender, and religion but also age, length of service, physically challenged or not, having spouse and children or not. At the same time, since 2021, we have been surveying the engagement in the entire Group and are promoting on a global basis increases of activeness of human resources and organizations as well as engagement.

Basic data of employees

Promotion of Female Members Playing Active Roles in Business

We are taking actions to reinforce the “work-life balance” through improvement of the childcare leave system and nursing care leave system as well as introduction of teleworking and flextime systems. Aiming at creation of an environment where all the employees can display their capacity while engaging in childcare or nursing care, while at the same time we are endeavoring to have female employees' active participation in workplaces in such manners as employment of female engineers and promotion of females to managerial positions.
We are positive in promoting the creation of the work environment in which every one of the employees can secure their own workstyle and can take active roles in business in accordance with each one's life events.

Change in percentage of employees accounted for by female employees or female employees in managerial positions

Gender wage variance in 2024

Action plan based on the program for women's active participation in workplaces (Roland Corporation)

Examples of the actions taken to promote women's active participation in workplaces

Aggressive employment of female engineers

A target has been set that the percentage of regularly employed females will be kept over 23%. The percentage has increased year-after-year as in employing new graduates, in particular, we have been positive in recruiting female engineers. Besides, with regard to the internship in recent years, we have had more female employees speak about their experiences, which resulted in increased application by female students, whether in science or in humanities or social sciences.

Variety of career courses

For further promote the enhancement of female employees, the actual results of conversion of non-regular employees (fixed-term employees, short-term workers, temporary workers dispatched from agencies, etc.) into regular ones as well as conversion between different employment management categories has been increasing year after year.

* The “L-boshi” certification is a system in which the Minister of Health, Labor and Welfare certifies the companies splendid in terms of their engagement in the promotion of female members' playing active roles in the workplace from among those that have formulated and notified on their action plans based on the Act on Promotion of Women's Participation and Advancement in the Workplace (the Law to Promote Women's Participation in the Workplace). The “L-boshi” has five items of assessment, i.e., employment, continuous working, workstyles such as the working hours, percentage of managerial positions, and diversity of career courses: The certification is based on the three-grade evaluation according to the number of items from among these items that satisfy the standards.

Active Participation of Global Human Resources

In order to perform meticulous management of our sales subsidiaries outside Japan in accordance with local business practices and cultural backgrounds, in many cases their management are accounted for by locally employed members. In contrast, in the overseas bases for manufacture or distribution, the members transferred from Japan are engaged in local management, since it is necessary to maintain the quality standards specified by the development/designing staff of Roland Corporation at a certain level for local manufacture, packaging and shipment.

In addition, the organization that administrate on a global basis the sale, marketing and other activities consists of employees of various nationalities. They actively communicate daily in the manner of bridging the business units of respective product categories and the business is promoted by the human resources having various backgrounds. Further, between the indirect divisions of administrative operation also, the communication system is being built by each organizational function, in such a way that global meetings are held regularly.

Percentage of the management of overseas units accounted for by promotion of local employees

As has been mentioned thus far, global human resources are used and interacted in accordance with the respective countries and respective functions. We have therefore not set targets for the percentage of foreign members, etc. among the nucleus human resources of Roland Corporation. We will continue promoting in the future our global management in which emphasis is placed on the cooperation between groups.

Development of Japanese global human resources

In order to secure the members who can meet the requirements from diversifying business and increasing international operations and to through human resources into the growing fields, along with further reinforcement of cooperation with overseas subsidiary staff, we are continuing attempting to raise the employees' minimum knowledge of foreign languages through encouragement of taking the TOEIC or participating in study programs, as well as introducing a grant-in-aid system for language education.

Active Participation of Ready-to-work Human Resources (Mid-career Hires)

To flexibly cope with the rapidly changing external environment, we look for the human resources that will bring a wider viewpoint and can display their skill-set immediately against various challenges, and therefore we are positive in employing mid-career personnel. A number of mid-career employees have been promoted to managerial positions or other core roles.

Actual results of the number of mid-career employees

Number of mid-career members among the nucleus personnel

As seen in the situation mentioned above, mid-career members are now playing active roles as a powerful asset in every part of our business. We have therefore not set targets of the percentage of nucleus personnel accounted for by mid-career members, etc. but will continue assignment and promotion of personnel in the right-person-in-the-right-position principle.

For the Future

In order to promote diversity and reactivation of human resources, it is planned that we will implement such promotion activities as questionnaire for attitude surveys, seminars for promoting understanding of diversity, training courses for development of managerial staff candidates, support of female members' career building, and support of male members' childcare.

We will continue promoting female members' active participation in business, use of global human resources along with the employment of mid-career members, in an effort for becoming a company in which a wide variety of human resources can assume even more active roles, by striving for creating a workplace to be worth ‘working for’ by all employees.