SUSTAINABILITY Employee Relations

Promoting Diversity, Equity & Inclusion (DE&I)

Basic Concept

At Lawson, diversity, equity, and inclusion (hereinafter DE&I) are part of our business strategy.
Our goal is to be a company that promotes diversity among its employees, treats each individual fairly, embraces differences, and encourages everyone to voice their ideas and take on challenges.

D (Diversity)

We welcome with smiles a diverse range of members, not only in terms of gender, race, and age, but also in regard to their individual personalities, customs, and religions.

E (Equity)

We provide the necessary resources according to each individual’s background and support each individual so that everyone can voice their ideas and take on challenges.

I (Inclusion)

We create an environment in which each individual respects others as fellow workers, recognizes their values, and all are united as one.

Sadanobu Takemasu
President and CEO
Representative Director
Chairman of the Board

Diversity, Equity & Inclusion (DE&I) Policy

“Creating Happiness and Harmony in Our Community.” This is Lawson's Group Philosophy. It means contributing to our communities and bringing happiness and harmony to both communities and ourselves by embracing the diversity around us and creating products and services that meet the needs of changing environments.

All of us differ in personal traits, background, and values, whether in race, religion, type of employment, gender, gender identity or expression, sexual orientation, disability status, nationality, or age. We work to ensure for respect these differences and to build environments in which diverse employees can demonstrate their individual abilities to the fullest.
Lawson also helps employees to balance work and personal lives, including childcare, long-term care, and treatment for illnesses and strives to improve workplace environments so that all can continue to work with peace of mind, with minimal interruption of their careers due to life events or other circumstances.
We also strive to grow as a member of the global community and broaden our ties with diverse individuals in Japan and around the world to enhance our corporate value.
We will contribute to the happiness of communities and society by developing an environment in which each of our diverse employees can leverage one another's strengths and create new value in the form of products and services.
DE&I is one of the essential strengths that drive Lawson’s growth and we will continue to actively promote and embrace DE&I.

Organization to Promote Diversity

Framework for Promoting Diversity, Equity & Inclusion (DE&I)

An officer in charge of DE&I promotion reporting to the President and CEO cooperates with the Human Resources Division in promoting the design, operation and arrangement of necessary programs.
The Marketing Strategy Division draws on input from female employees, moreover, to conduct marketing aimed at creating new business value.

Elected leaders representing Lawson’s business areas nationwide also attend regular meetings of the Genki Leader Committee, which is organized to promote DE&I, revitalize internal communications and promote employee health.

Framework for Promoting Diversity, Equity & Inclusion (DE&I)

Declaration on Promotion of Female Employees' Career Development

Declaration of intent

As part of our diversity, equity, and inclusion (DE&I) promotion,
Lawson promotes the empowerment of women.

Diversity in human resources is essential for innovation.
Lawson will continue to proactively recruit a diverse range of employees, including women and non-Japanese people. As we believe that creating and fostering an environment in which women can play an active role will enhance the value of the company, we will continue to actively promote the empowerment of women.

Targets for Empowering Women

Lawson's qualitative target for empowering women is to create a workplace where female employees, including those who are mothers, can excel. Our quantitative targets are to have a 30% ratio of female employees by fiscal 2030, and to raise the ratio of managerial positions held by women to 30% by fiscal 2030.
Since 2005, we have been actively recruiting women with the goal of raising the ratio of female recruitment among new graduates to 50%.

Data on Female Employees

Ratio of women among managers FY2021 FY2022 FY2023 FY2024 FY2025
Number of female managers
(ratio of total female employees)		 134
12.20%		 154
13.77%		 159
14.13%		 167
14.92%		 185
15.97%
Number of female senior managers
(ratio of total female employees)		 14
8.30%		 11
7.14%		 15
9.09%		 16
9.09%		 18
10.20%
Number of female (Deputy) Senior Vice Presidents*
(ratio of total female employees)		 2
6.00%		 2
6.06%		 1
3.33%		 4
10.53%		 4
10.80%
Number of female corporate officers* (ratio of total corporate officers) 6
50.00%		 5
50.00%		 5
50.00%		 3
27.3%		 1
10.00%

* Officers refers to members of the board and corporate auditors. Executive officers include executive officers and director executive officers.

Key Initiatives to Empower Women

Selective Leadership Training Program for Female Employees

In order to develop female executive candidates in the sales line, we conduct a “Selective Leadership Training Program for Female Employees” and provide regular opportunities for female directors and the President to have direct dialogues with female employees.

Implementation of female employee career design training

We carry out a training program for female employees in their late twenties to early thirties who are highly likely to experience life events while working. In this program, we share information on our DE&I initiatives and how female employees are empowered, as well as carry out a panel discussion with senior employees who have continued working energetically even after their life events so that the participants can paint a vision of their own careers.

Implementation of Training Programs for Employees on Childcare Leave

We carry out group training programs for employees on childcare leave with the purpose of providing the latest corporate information (e.g., business plan for new fiscal year, corporate systems, and employee benefits) and helping them to build their career after reinstatement and create networks. This dispels the participants’ anxiety about reinstatement and helps them to work proactively.
This training has been attended by many employees who are mothers, but in recent years, the participation of employees who are fathers has increased.

Training for employees returning from childcare leave: “Welcome Back” Training

This training for employees returning from childcare leave and their superiors provides opportunities to relearn work styles and systems and to grasp mutual perspectives and circumstances through case studies and pair sessions for superiors and returning employees.

Creation and Distribution of a Diversity Promotion Booklet “Lawson Work Style Handbook”

While sending the message from top management to employees toward the promotion of diversity, this handbook introduces career paths and systems to support employees working while raising children, as well as information on role model employees. By sharing information with all employees, we increase opportunities for them to obtain necessary basic knowledge and promote the creation of an environment in which employees can work comfortably while respecting each other.

Support System for Balancing Childcare and Work

Childcare Leave System Employees can take childcare leave until the child reaches three years of age.
Short-Term Childcare Leave System Employees can take special paid leave for up to five days within the six months following the 57th day of birth.
Childcare Leave for Fathers at Birth Employees can take leave for up to 28 days within the 56 days following birth.
Reduced working-hour system during childcare Employees who have children in the third grade of elementary school or below may elect to reduce their working hours by up to three hours per day. ・Both the reduced workdays system and the holiday day-off system can be used concurrently. ・Can be used regardless of gender, job type, or official position.
Reduced working days Employees who have children in the third grade of elementary school or below may elect to work only three or four days per week. ・Both the reduced working-hour system and the holiday day-off system can be used concurrently. ・Can be used regardless of gender, job type, or official position.
Special holiday on national holidays Employees who have children in the third grade of elementary school or below may elect to take national holidays off. ・Both the reduced working-hour system and the reduced workdays system can be used concurrently. ・Can be used regardless of gender, job type, or official position.
Leave for nursing a child, etc. Employees with children up to the third grade of elementary school can use this system for childcare, vaccinations, medical checkups, class closures, or participation in entrance/graduation ceremonies and other events. ・Up to 5 days per year can be used per child.
Restrictions on overtime, night work, and work outside regular hours Employees with children below school age can restrict overtime (24 hours per month, 150 hours per year), night work, and prescribed outside work.
Staggered working hours system A system where employees can choose their starting time. Options among 8:00–16:45 (Shift E), 9:00–17:45 (Shift F), or 10:00–18:45 (Shift G).
Transfer to accompany spouse When the employer of an employee's spouse transfers said spouse, resulting in a change of residence, consideration is given to moving the employee's place of work to the same area. ・Can be used regardless of gender, job type, or official position.
Flexible Employee System Employees can limit their workplace or working hours for reasons such as childcare, nursing care, medical treatment, fertility treatment, side jobs, or recurrent education.
Remote work Employees engaged in work suitable for remote work are eligible to work remotely.
Various Daycare, Babysitting, and Support Services It is possible to use services provided by Benefit Station. ・When using a service selected from babysitting services, a subsidy of 700 yen per hour (up to two hours a day and 30 hours a month) can be received with a limit of 21,000 yen per month. ・A system where a subsidy can be received when using a monthly childcare service at a daycare center or sick child daycare services. ・A subsidy can be received when using a childcare service at a family support center registered to the Japan Association for the Advancement of Working Women and listed on its website.
Lawson received the “Platinum Kurumin” Certification Mark
as a supportive company for employees with children
Lawson received the “Kurumin” Next-Generation Certification Mark
as a company that works to improve its employees' work-life balance
Happy Lawson Daycare Center

In fiscal 2006, we started to look after the children of our employees at an internal daycare center on national holidays. Our business operates even on national holidays, but regular nursery and elementary schools do not. As a result, working mothers expressed their concern at being unable to work on these days as they had nowhere to leave their children. In response, we established the in-house daycare center. In July 2014, we established the Happy Lawson Daycare Center on the first floor of Gate City Ohsaki's east tower, where Lawson's headquarters is located. We established the daycare center to address the persistent shortage of daycare in Tokyo and to enable employees seeking to quickly return to work from childcare leave for the sake of their careers to do so. Employees of the Lawson Group can use the center in three patterns: on a monthly basis, spot use on weekdays, or spot use on national holidays.

Encouraging Male Employees to Take Childcare Leave

We introduced the “Short-Term Childcare Leave System” in fiscal 2014 to encourage male employees to take childcare leave.
We are also working to create a workplace environment where childcare leave can be taken more easily by putting up posters in workplaces and distributing confectioneries with the names of children to departments where employees taking childcare leave belong. The rate of male employees taking childcare leave surpassed 80% in fiscal 2016, and the rate has continued to exceed 90% since fiscal 2018.
As birth and childcare leave (childcare leave for fathers after birth) was introduced on October 1, 2022, e-learning was carried out for all employees and managerial staff members respectively in order to let them know about the system and promote employees to take the leave. In recent years, the number of men taking long-term childcare leave has been increasing, and we believe that not only promoting leave-taking but fostering understanding among those around them is necessary. For example, on the company intranet, we regularly post articles about employee experiences with childcare leave and their gratitude to colleagues, alongside photos with their children,* with the goal of creating an environment in which the whole team can support balancing childcare and work.
As a result, in fiscal 2025, regarding the use of the long-term and short-term childcare leave systems by male employees, the rate of childcare leave taken was 92.4%; the average number of days off taken was 36.1.

A poster encouraging male employees to take childcare leave

▲A poster encouraging male employees to take childcare leave

▲Percentage of Male Employees Taking Childcare Leave

Return-to-Work Rate after Childcare Leave

In the cumulative total since fiscal 2021, the ratio of employees reinstated after childcare leave was 97.1%. The ratio of working mothers to all female employees has increased approximately seven fold since fiscal 2001.

▲Cumulative total spanning FY2021 to 2025

▲Ratio of working mothers to all female employees

Setting up a childcare center at the athletic festival for families

Lawson holds an annual athletic festival to encourage communication among employees and to promote good health. In FY2025, for the first time in eight years, we held athletic festivals with multiple activities in each of nine areas nationwide.
On this occasion, to encourage family participation, the festival featured additional activities for children, including throwing balls into elevated baskets. Furthermore, by setting up a children's area and a childcare center, we made it possible for employees on childcare leave to participate alongside small children.
For some employees, their use of the childcare center marked the first experience entrusting care of their children to others. Others, who previously had to leave before the end of the festival to pick up children from nursery school, were able to enjoy the festival to the end alongside their children.

▲The athletic festival childcare center

Recruitment of Diverse Human Resources

Recruitment Policy

In hiring human resources, in accordance with the Lawson Group Human Rights Policy, we place importance on the aptitude, motivation, and ability of each individual, regardless of gender, gender identity or expression, sexual orientation, nationality, age, educational background, or origin.

Active Recruitment of Non-Japanese Employees

Since we started actively recruiting non-Japanese employees in 2008, we have been hiring new graduates with a target of 10 to 20% non-Japanese employees. At present, we have more than 140 non-Japanese employees, mainly from China and South Korea, who are actively working in various departments.

Promoting Hiring of People with Disabilities


Lawson Will, Inc. was established to employ persons with disabilities (officially registered as a special subsidiary1 on January 31, 2013). Lawson Will has 44 employees with disabilities who perform commissioned work for the Group. These employees currently work in offices, perform light duties in warehouses and stores, and take part in other operations.

The Group hiring ratio of persons with disabilities2 stands at 2.55% (as of the end of February 2026).

Offering a work environment and opportunities to persons with disabilities who have the will and capability to work is part of Lawson's corporate mission. We will continue to implement measures to promote diversity within our organization.

Notes :
1.
Special subsidiary: A company with certification from the national government in special consideration of the hiring of people with disabilities.
Laborers employed at a special subsidiary may be regarded as hired by the parent company and included in calculation of the parent's (or group's) hiring ratio of persons with disabilities.
2.
The Group hiring ratio of persons with disabilities is calculated based on the total number of employees of Lawson, Inc., Lawson Will, Inc., Lawson Entertainment, Inc., and Lawson Store 100, Inc.

Lawson Will, Inc.

Lawson Will, Inc.

Capital 10 million yen
Location 11-2, Osaki 1-chome, Shinagawa-ku, Tokyo 141-8643, Japan
Established August 1, 2012
Employees 45 (including 44 persons with disabilities)
Business activities Accepts work from other Group companies on commission

Assistance for People with Disabilities to Work Proactively

We are working hard to create an environment where employees can better understand people with disabilities by implementing initiatives such as mandatory e-learning training programs for all employees and optional study sessions. In actual workplaces, we are currently testing an initiative where store employees with disabilities wear a bib indicating the work they are in charge of so that they can work with ease of mind.
We have also been rolling out, on an irregular basis since 2022, MACHI café cups, Kara-age Kun packages, and tissue boxes featuring designs created by artists with disabilities at stores nationwide for a limited time.
In FY 2024, tissue boxes designed by designers attending the welfare facility “Ponpon,” operated by certified NPO “Hull Pong” in Asaminami Ward, Hiroshima City, were rolled out (currently ended). We also used designs by the artist for the cover of the SDGs Handbook, which shares the Lawson Group’s SDG initiatives both internally and externally from 2022 to 2024.
We began the deployment of art toilets at Lawson stores in 2022. In November 2022, art toilets were rolled out at three stores in Tokyo and Kanagawa (the designs at that time have since ended). In addition, from May 2023, art toilets with designs themed on Hokkaido forests and flowers by artists from social welfare corporations have been rolled out at two stores in Sapporo City, Hokkaido (currently ongoing). Real art toilets, in which artists from welfare facilities apply designs directly inside the restrooms, have been rolled out at stores in Saga Prefecture (since November 2023). In our efforts to recruit recruitment of art toilet designs from the general public, which began in 2023, we made it easier to submit entries by establishing a new category for welfare facilities. We will continue working to create an environment where persons with disabilities can play an active role.

Works Drawn by an Artist from a Welfare Facility

Tissue Box (sales ended): Welfare Facility Ponpon (Hiroshima Prefecture)

▲ Tissue Box (sales ended): Welfare Facility Ponpon (Hiroshima Prefecture)

Art Toilet: Welfare Facility PICFA (Kiyama Town, Saga Prefecture)

▲ Art Toilet: Welfare Facility PICFA (Kiyama Town, Saga Prefecture)

Efforts for Creating Stores Friendly to Various Customers
Lawson Group Human Rights Policy

Creating an Environment in which Diverse Human Resources Can Work in Comfort

Conducting Employee Awareness Surveys and Improvement Activities

Once a year, we conduct an employee awareness survey on all employees to visualize corporate issues and improve organization management. We compare answers for questions in the categories of the company, work, workplace, superiors, systems, as well as autonomous career development year on year and analyze changes from the previous survey, factors, and correlation between answers.
Results of the employee awareness survey in fiscal 2025 were the best in the past seven years.

Overall satisfaction index result: I am generally satisfied with working for this company

  FY2021 FY2022 FY2023 FY2024 FY2025
Affirmative Response Rate 74.0% 74.5% 75.0% 77.4% 78.0%

The results of the employee awareness survey are reported in Executive Committee Meetings and utilized to examine measures and systems for solving corporate issues. In addition, based on the survey results, we create a chart for each organization and share the overview of the survey results and chart for the relevant organization with all employees to provide feedback. In each organization, the organization manager shares improvement activities to solve issues in the relevant organization with members and carries out dialogues with them so that everyone can participate in activities to improve their workplace.
In addition to the annual employee awareness survey, we introduced a simplified pulse survey at all branches nationwide starting fiscal 2023.
Because the results can be checked in real time, the survey enables us to promote the cycle of organization improvement activities while more rapidly grasping the present status and taking actions. We will continue to grasp employee engagement on the frontline at an early stage and implement improvement measures.

Holding of Lawson Lively Link, a cross-departmental online seminar

Lawson Lively Link, a cross-departmental online seminar for all employees, is held twice a month with the aim of stimulating internal communication and employee career development. In addition to the department profiles, we continuously plan and promote various programs, including consolidated subsidiaries and affiliates, which deepen connections among consolidated subsidiaries and affiliates, Close-up ○○, which introduces initiatives in each area or division such as teams formed by international employees, and Projects Receiving President’s Awards, which highlight employees’ challenges and the background behind them.
We are working to deepen employees’ understanding of the company and to promote vertical, horizontal, and diagonal communication.

Creating an Environment to Induce Challenges: 100 Million Yen Challenge

We have conducted the 100-Million-Yen Challenge program since fiscal 2021 as part of a project in which anyone can submit ideas within a budget of 100 million yen for a new challenge.
In fiscal 2025, 187 applications were received, of which seven applicant groups gave presentations to the president and officers. We have sorted out the cost and feasibility of each selected project and are working to materialize the ideas. In 2024, the Kids Pastry Chef Experience, which was approved in 2023, has been materialized and implemented as an in-house project.
Through these measures, we will continue to promote voluntary challenges that go beyond routine work and existing frameworks, working to ensure that each employee can feel personal growth.

Kids Pastry Chef Experience

▲ Kids Pastry Chef Experience

FY 2025 100 Million Yen Challenge Final Review Meeting

▲ FY 2025 100 Million Yen Challenge Final Review Meeting

LGBTQ-Related Measures

We have been raising LGBTQ awareness through the e-learning course Human Rights and Diversity, which is held once a year. Starting in fiscal 2023, we have also adapted internal systems in stages by expanding the scope of personnel systems and benefits.
We have started to provide wedding gift money and apply the company housing system to marriages with same-sex partners.
We have also enabled employees to use in-house common names regarding gender identity upon request.
We also operate an LGBTQ consultation desk for anonymous consultation and service, which is available not only for headquarters employees but also for franchise store owners and store crews.
These initiatives were highly evaluated, and Lawson received the Gold rating in Pride Index 2025 for the three consecutive year, an index that evaluates LGBTQ+ initiatives in the workplace.
During the Pride Month of June 2025, we produced pictures for coloring on a rainbow motif, as an opportunity for children to begin thinking about diversity.

We will continue to support the careers of diverse human resources through DE&I promotion based on the Group Philosophy of Creating Happiness and Harmony in Our Communities through approachable projects like the pictures for coloring project.

Handing out stickers to support LGBTQ to persons who wish them

▲ Handing out stickers to support LGBTQ to persons who wish them

LGBTQ Kara-age Kun (Rainbow Color)

▲ LGBTQ Kara-age Kun (Rainbow Color)

Appreciation from Outside

Awarded Gold status in the PRIDE Index for three consecutive years

Lawson was awarded Gold status for the third consecutive year in the PRIDE Index 2025, which recognizes workplace LGBTQ+ initiatives, in recognition of its same-sex partnership system, establishment of an LGBTQ hotline, and seminars to encourage understanding.

Selected a cooperating business in the 2025 Childcare Support Partnership Program

Lawson was named a partner company in the Tokyo Metropolitan Government's FY2025 Childcare Leave Support Partnership Program.

Selected a good example of a Tokyo Barrier-free Mindsets Support Corporation by Tokyo in 2022

As a company that considers society and an environment where everyone can participate fairly, and that continuously takes required actions, we registered our company as a “Tokyo Barrier-free Mindsets Support Corporation.” Furthermore, we were selected as a good example of a “Tokyo Barrier-free Mindsets Support Corporation” in fiscal 2022 as we were certified for carrying out especially excellent initiatives in terms of the spirit of innovation, uniqueness, and ripple effect.

Selected as a Nadeshiko Brand

Lawson was selected as a “Nadeshiko Brand” for five consecutive years in 2014, 2015, 2016, 2017 and 2018 in recognition of its achievements as a listed company in promoting female employees’ career development. After three years, we were selected for our 6th time in 2021. Selection for the award is made jointly by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange.

Selected to the Diversity Management Selection 100

In 2015, Lawson was selected to the Diversity Management Selection 100 by the Ministry of Economy, Trade and Industry in recognition of the Company’s achievements in generating innovation by utilizing the diverse talents of women, foreign nationals, and elderly and physically challenged people.

Personnel Data

  FY2021 FY2022 FY2023 FY2024 FY2025
Number of employees (non-consolidated) (Numbers)*1 4,652 4,490 4,395 4,386 4,421
   (Men/Women) (Numbers) 3,724/928 3,577/913 3,495/900 3,445/941 3,444/977
Ratio of female employees (%) 19.9 20.3 20.5 21.5 22.1
New graduates hired (Numbers) 118 89 98 107 125
  (Men/Women) (Numbers) 60/58 43/46 65/33 63/44 66/59
Mid-career employees hired (Numbers) 22 37 75 99 100
  (Men/Women) (Numbers) 14/8 20/17 48/27 63/36 60/40
Ratio of women among managers (%) 11.7 13.0 13.5 14.2 15.2
Number of employees who took maternity leave (Numbers) 27 57 48 50 43
Number of employees who took childcare leave (Numbers) 127 161 192 183 127
  (Men/Women) (Numbers) 89/38 104/57 100/92 84/99 85/42
Number of employees who used the reduced working hours for childcare system (Numbers) 97 102 118 113 131
Home teleworkers (Numbers)*2 3,167 3,181 2,921 3,012 2,561
Number of employees who took nursing care leave (Numbers) 1 2 1 1 2
Average monthly overtime hours 10.48 10.90 11.28 11.20 10.95
Utilization rate of paid vacation (%) 57.2 60.42 59.13 61.86 58.89
Average age (years) 40.9 41.7 42.3 43.0 42.9
  (Men/Women) (year) - 43.4/34.9 44.0/35.8 44.7/36.3 44.8/36.3
Average years of service (year) 14.3 15.2 15.9 15.5 15.6
  (Men/Women) (year) 15.7/8.9 16.6/9.7 17.3/10.4 17.0/9.9 17.2/10.1
Turnover rate (%) 6.9 7.0 7.0 6.3 5.8
Number of employees leaving the company (persons) 321 315 306 276 254
Percentage of employees with disabilities (%)*3 2.29 2.29 2.23 2.39 2.55
Starting salary (yen)*4 University:
211,000 yen
(monthly salary)
Graduate school:
224,620 yen
(monthly salary)		 University:
211,000 yen
(monthly salary)
Graduate school:
224,620 yen
(monthly salary)		 University:
217,000 yen
(monthly salary)
Graduate school:
230,620 yen
(monthly salary)		 University:
233,000 yen
(monthly salary)
Graduate school:
240,600 yen
(monthly salary)		 University:
245,000 yen
(monthly salary)
Graduate school:
252,820 yen
(monthly salary)
Gender wage gap (All workers) (%)*5 - 62.5 62.4 64.1 64.2
  Subset of regular employees (％) - 80.8 81.8 83.9 85.0
  Subset of non-regular employees (％) - 88.1 91.9 92.0 93.7
  • The number of employees (non-consolidated) is the total number of employees - (seconded to affiliates, accepted seconded to affiliates).
  • Remote work system for all employees was introduced in September 2020. The number of employees is the number of people who applied to use the system in September 2025.
  • The employment rate of people with disabilities is based on the Group total (Lawson, Inc., Lawsonwill, Inc., Lawson Entertainment, Inc. and Lawson Store 100, Inc.) and employment contracts.
  • For those living in the 23 wards of Tokyo. Other amounts may vary depending on work location, residence, etc. The same wage system is applied regardless of gender.
  • Explanation on wage variance between men and women.

●Explanation on data calculation

  • Subject period: Fiscal 2025 (from March 1, 2025 to February 28, 2026)
  • Regular worker: Regular employees except for directors
  • Non-regular worker: Contracted employees as well as part-time and temporary workers
    For part-time and temporary workers, the average annual wage is calculated based on the number of workers assuming statutory working hours (8 hours/day).

●Supplemental explanation regarding differences

  • For regular workers, the shorter years of service of women compared to men (difference between men and women: 7.1 years), combined with a lower percentage of women in managerial positions (15.2%), create wage disparities.
    In particular, among managerial positions, the percentage of women in senior roles (the percentage of female general managers being 10.2%) is low, which has a significant impact on wage disparities.
    For this reason, we regard the empowerment of female employees as an important management requirement and are implementing human resource development measures, including career training programs for employees, with the goal of achieving at least 30% ratios of female employees and women in managerial positions by 2030.
  • Regarding non-regular workers, the wage gap between men and women has resulted from the many male contract employees rehired after retirement who are receiving high wages compared to the many part-time female workers.
  • The wage gap between male and female workers overall results from the high share of men (79%) as regular workers who receive relatively high wages, compared to the high share of women (66%) as non-regular workers receiving low wages.



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