Maxell Group's human resouces strategy focuses on ensuring diversity that drives innovation, developing evaluation and training systems that foster proactive talent, and acquiring, assigning, and developing specialized professionals who support portfolio-based business management.

1. 1.Ensuring Diversity that Drives Innovation
   To realize our envisioned future of "creating Maximum Excellence for employees, customers, and society through our unique analog core technologies," diverse perspectives are essential. We actively recruit individuals with a wide range of attributes, values, and experiences, and promote diversity and inclusion that enables each individual to leverage their unique strengths. Through these efforts, we aim to generate new innovations that contribute to solving social challenges.
2. 2.Building Evaluation and Development Systems that Foster Proactive Talent
   To put into practice the key pillars of the "MEX26" human resources strategy--"leveraging individual strengths," "working as a team," and "taking on challenging goals"--we are committed to developing proactive (self-driven and autonomous) talent. In addition to achieving "sustainable development" through structured training programs from the early career stage, we have established evaluation systems that appropriately recognize both the mindset and processes of taking initiative and embracing challenges without fear of failure. Through these initiatives, we are cultivating a dynamic and challenge-oriented organizational culture.
3. 3.Acquisition, Assignment, and Development of Specialized Talent to Support Portfolio Management
   To drive growth in the three key focus areas under "MEX26"--Mobility, ICT/AI, and Human/Social Infrastructure--as well as to lead new businesses such as all-solid-state batteries, highly specialized talent is essential. Such talent must be capable of advancing and applying our core strength in the Analog Core Technologies ("mixing," "coating," and "forming"). To this end, we ensure optimal talent allocation through the use of a talent management system, while also promoting strategic hiring and development aligned with business transformation. This enables us to shift human capital resources toward growth areas in a focused and strategic manner.

Strengthening Human Capital

We have been working to strengthen our human capital by implementing various measures based on "acquiring diverse talent," "sustainable development," "appropriate allocation," "creating a rewarding workplace environment," "enhancing management participation awareness," and "fostering corporate culture." During MEX26, we will provide priority investment for implementing various measures to "develop individual strengths," "work as a team," and "take on challenges."

Acquiring Diverse Talents

Management, System, and Structure

New Graduate Recruitment
We promote recruitment activities for those who are expected to complete a bachelor's degree at university, a master's or doctoral degree at graduate school, or those who have completed their degrees within the past 3 years.

Mid Career Hire (Experienced Persons)
We hire people with diverse skills and experience, regardless of their industry or job type.
FY2025 Mid Career Hiring Results: 53 hires, of whom 30.2% were women.

Return Entry System
By showing the possibility for emploees to return and contribute to the company even after leaving, we support their proactive career development and aim to enhance organizational strength and business competitiveness by enabling them to rejoin the company after acquiring new knowledge and skills outside the company.

Goals

Recruitment ratio of new female graduates at Maxell, Ltd.: 50％ or higher for administrative jobs, 25％ or higher for engineering jobs

Achievements

Sustainable Talent Development

Education Policy

At Maxell, we have defined three basic education policies and are implementing education by identifying key initiatives.

Basic Education Policies:

1. 1.People are the most important resource for a company, and in addition to fostering a culture of ongoing education,
   we aim to be a company in which people grow and develop.
2. 2.Develop human resources able to identify societal changes, work sincerely toward achieving greater creativity and technological capabilities, and provide value to employees, customers, and society.
3. 3.Develop human resources with a global, diversity, and inclusion mindset.

Key initiatives:

1. 1.Strengthening the linkage between Maxell's business and talent development by involving executive and management layers.
2. 2.Creating new "awareness" through practical and experiential programs in various fields.

Management, Organization, and System

Our talent development follows the basic education policies discussed by the management executives and is implemented through three subcommittees led by the heads of the business divisions: "Global," "Sales & Marketing," and "Technology." Each subcommittee is responsible for planning and executing the necessary education for its respective field.

Goals

・Creation of a skill map for desired talent (FY 2026)
・Achievement of the company-wide education plan: 100％, ongoing

Achievements

Fiscal 2025
・Conducted group training for approximately 400 participants in total
・Started the creation of a skill map for engineering jobs (ongoing)
・Achieved 100％ completion for the company-wide education plan

Activities

Implementation of Hierarchical and Job-specific Education
In hierarchical education, we provide practical and experiential programs designed to fulfill the roles required at each level in the workplace. In job-specific education, we implement talent development initiatives across three areas: "Global," "Sales & Marketing," and "Technology," offering various educational curricula to cultivate talent capable of creating new value. This includes training tailored to the hierarchy of each specialty, global education such as training programs abroad, and regular updates of educational themes and methods in line with current trends.
For successor development, we have redefined the qualities, abilities, and experiences required of Maxell's executives and select candidates for next and following management executives through our talent council. The education of selected individuals has been revised to prioritize practical workplace training programs, with plans to implement rotations and other initiatives, thereby strengthening the human foundation necessary for creating robust and new businesses.
In addition, we provide book summary services for all employees and video-based learning for managers to create an environment where everyone can learn and support skills development.

Developent of AI/DX Engineers to Drive Innovation and Improve Productivity
Through educational opportunities related to AI and DX, we aim to cultivate engineers who can drive innovation and improve productivity.
Specifically, we provide opportunities for "Generative AI Utilization Training" aimed at practical workplace implementation, where participants learn prompt engineering techniques and share practical examples from the field, with approximately 110 participants in total.
By steadily implementing such initiatives, we will strengthen our efforts toward creating new businesses that leverage AI and DX technologies. In fiscal 2026, we will continue to implement education and training in line with our plan.

Appropriate Placement

Management, Organization, and System

In fiscal 2021, we revamped the personnel treatment system for managerial positions and redefined the roles expected of Maxell's managers. This was established to make it easier for each manager, who is expected to be a leader of transformation at Maxell, to recognize the standards of work they should practice. The role definition explicitly states that "committing to value as a prerequisite means managing the organization, creating a path to achieve objectives, and responding to customer demands and values, which in turn generates corporate value." This awareness is thoroughly instilled.

Roles Expected of Managers

1. 1.Strengthening organizational foundation
2. 2.Building implementation processes
3. 3.Creating customer value
4. 4.Creating corporate value

Goals

・Talent management system: Introduce to the Group companies by fiscal 2026
・Education for personnel evaluators: 2 times/year

Achievements

・Provided support for the implementation of a talent management system at group companies
・Evaluator training: 2 times/year

Activities

Launch of support for implementing the talent management system across group companies
In fiscal 2024, we revamped our talent management system with the aim of supporting the growth of each individual employee and maximizing the power of the entire organization. The new system has expanded the scope of coverage, which was previously limited to certain areas, to enable centralized visualization and management of human resource information such as employee skills, work experience, and career aspirations. Going forward, we will establish a system that will enable more appropriate human resource allocation, support for career development, and advancement of training measures.
In fiscal 2025, we promoted implementation support tailored to the circumstances of each group company, with the goal of rolling out this system across all group companies by fiscal 2026. This includes advancing the visualization of talent information and facilitating effective system utilization.

Fostering a culture of challenge

Management, Organization, and System

At Maxell, as part of our efforts to support the career development of each employee, we conduct career intervews for all employees. Through these intervews, we grasp the career visions and growth aspirations of our employees, and by providing support tailored to each individual's goals, we aim to achieve sustainable growth and create a rewarding workplace.

Goals

・Career interview implementation ratio: 100％
・Improve job satisfaction ratio in employee awareness survey: 90％ or higher (FY2026)

Achievements

Fiscal 2025
・Career interview implementation ratio: 100％ achieved
・Improve job satisfaction score in employee awareness survey: 69％.

Activities

Career Support Initiatives Utilizing Talent Management Systems
At Maxell, we are committed to supporting the growth of each employee and striving for the sustainable development of the organization by leveraging a talent management system for human resource development. As part of these efforts, we have focused on improving the implementation rate of career interviews and have established a framework to engage with all employees.
By utilizing the e-learning function of the talent management system, we continuously reinforce awareness of the significance and purpose of these meetings, enabling both evaluators and employees to reaffirm their understanding. Furthermore, through monitoring via the system's survey function, we assessed the status and quality of the interviews and worked on continuous improvement.
As a result of these initiatives, we successfully achieved a 100% implementation rate for career interviews across all employees in fiscal 2025. Moving forward, we will continue to enhance this framework and promote human resource development through dialogue.
By providing each employee with opportunities to reflect on their career and engage in discussions with their supervisors, we aim to achieve both individual growth and organizational strength.

Increased Engagement through Employee Awareness Surveys
At Maxell, we conduct an employee awareness survey once a year.
Engagement has been newly defined based on seven elements: "enthusiasm," "immersion," "dynamism," "positive feeling in the workplace," "a sense of future engagement," "a unified direction," and "satisfaction with the current situation." Against our target of achieving a "positive response rate of 90% or higher," the result was 69%.
To achieve this goal, we will implement company-wide initiatives such as promoting talent management to acquire necessary skills and realize career development, organizational revitalization through communication measures, and management improvement initiatives. In addition, the survey report includes countermeasures for each department, and we are working on improvements at the workplace level.

Creating a Rewarding Work Environment

Management, System, and Structure

Maxell has created a diverse work system, enabling all employees to engage in flexible workstyles according to their lifestyle and life stage. Notably, we have established a system that exceeds the legal level of childcare and nursing care to ensure a balance between work and home.
With regard to the use of childcare leave by men, we have offered five days of new paid childcare leave for a child's birth since fiscal 2023; this had a usage rate of 42％. We have established a KPI of a 100％ usage rate in fiscal 2024, and are promoting the creation of workplaces in which it is easy to take leave.

Flexible Work Systems
We aim to create a workplace where employees can flexibly choose their work style according to their life stage by introducing flexible work hours and telework.

Goals

・Encouragement for male to use childcare leave: 100％ usage rate (FY2025)
・Reduce the total annual working hours of employees: 2.5％ reduction compared to FY2023 1,850 hours (FY2026)

Achievements

Maxell has established various work systems to enable all employees to work flexibly according to their lifestyle and life stage. In particular, to support the balance between work and family life, we have systems that exceed legal standards for childcare and nursing care.

Fiscal Year	2023	2024	2025
Nursing care leave	1 employee	0 employee	2 employee

• Diversity Promotion Initiatives

Activities

Maxell is implementing the following initiatives to create a more comfortable company for all employees.

Work-Life Management (Support for Balancing Work and Life Events)

We are promoting multifaceted work-life management initiatives to support each employee in balancing their life events with work.

Key initiatives:
・Introduction of a telework system and enhancement of its operation
・Development and internal rollout of guidelines on working styles and time-off practices
・Awareness-building through information sessions and workplace seminars
・Distribution and promotion of a handbook to support balancing work and caregiving
・Implementation of pilot programs and evaluations to promote the use of telework
・Initiatives to enhance mutual understandings between managers and general employees
・Reduction of long working hours through designated no-overtime days
・Ongoing promotion of annual paid leave usage through the "Once-a-month Paid Leave" initiative
Through these efforts, we aim to realize diverse and sustainable working styles.

Creating a Comfortable Communication Environment for Work

We are promoting a review of communication styles and strengthening connections both within and outside the workplace to enhance productivity and facilitate smooth information sharing.

Key initiatives
・Establishment and continuous review of telework guidelines
・Flexible operation in response to changes in the social environment and working styles
・Promoting the use of online communication tools
・Improving meeting efficiency (in principle within one hour and paperless)
・Initiatives to improve meeting quality (promotion of "Smart, Small, Short" meetings)
・Review of email etiquette
　‐Reduction of emails sent during nights and holidays
　‐Simplification of internal emails (omission of formal greetings)

Initiatives to activate communication:
・Creation of opportunities for cross-divisional interaction
・Implementation of "Recreation Lunch Program (Special Lunch)" at the Kyoto office
　‐Encouraging participation by diverse members, including colleagues, cohorts, and work-related contacts
　‐Providing opportunities for employees who do not usually use the cafeteria to join casually
　‐Promoting interaction and relationship-building across departments to strengthen organizational connections
In addition to improving operational efficiency and ease of working, we are committed to building an open and communicative organizational culture.

Promoting Use of AI in the Workplace and DX to Support Work Style Reform
Maxell positions digitalization as a key initiative and promotes it company-wide to strengthen its management foundation and realize workstyle reform.

Key initiatives
・Promotion of business process reforms toward standardization
・Integration of business infrastructure through the renewal of core systems
・Advancement of operational efficiency and automation in indirect departments
・Achieving both productivity improvement and cost reduction

Specific digital initiatives
・Development and enhancement of telework environments
・Standardization and optimization of online meetings
・Promotion of paperless operations
・Expansion of cloud service utilization
・Digitalization of approval and circulation processes
・Automation of routine tasks through RPA utilization
・Strengthening of security measures
Through the use of digital technologies, we are advancing the realization of flexible and efficient working styles.

Enhancing Management Participation Awareness

We are aiming to increase management participation awareness and continue raising our corporate value through employees holding company shares, as well as furthering value-sharing with shareholders. With these goals in mind, we have introduced a share-based remuneration system to deliver restricted stock and an employee shareholding association system.

Management, System, and Structure

Share-based Remuneration System
We grant restricted stock with a five-year transfer restriction once a year to the managerial level employees of Maxell, Ltd.

Maxell Group Employee Shareholding Association System
We have introduced a shareholding association system for employees and post-retirement employees of Maxell, Ltd. and the domestic group companies.

• Health Management
• Occupational Safety

• Social | Sustainability