We employ human resources with diverse values so that we can create added value by taking advantage of the differences in various attributes, such as culture, nationality, race, ethnicity, language, religion, values, age, gender, gender identity, sexual orientation, disability, career and work style. We also aim to create a work environment where diverse employees can take advantage of their strengths by improving the environment and systems, providing support to achieve a better work-life balance that considers changes in their life stage and conditions, and enhancing communication.

With the aim of drawing out the full potential of our diverse human resources, we are also focusing our efforts on promoting the advancement of women in the workplace. These efforts are producing results, with the number of female managers and advanced specialists reaching 17 in the fiscal year ended June 2025. However, the promotion of female talent in technical and sales positions still remains as a challenge, requiring further promotion of women's advancement. To address the challenge, we are aiming to increase the ratio of female managers and advanced specialists in technical and sales positions to 9.0% or higher by the fiscal year ending June 2027. Going forward, we will further strengthen our efforts to promote the advancement of women in the workplace by planning and implementing initiatives such as career-building support training and development programs for manager candidates, targeting female employees.

We provide regular one-on-one programs at least once a month with the aim of helping our female employees to build their careers and strengthen their leadership. In addition to the acquisition of business knowledge, the programs are designed to develop management skills and initiative, with the guidance provided tailored to individual circumstances. We also hold internal information sharing sessions on a quarterly basis to check on the progress of development. By visualizing outcomes and challenges in this way, we make continuous improvements and strengthen our talent development systems.

Intelligent Wave has established the Intelligent Women's Wave (IWW), a community of female employees. IWW works on creating an environment that enables women to continue working for longer periods. Specifically, it provides a one-on-one mentoring system where employees can receive advice on career and life plans, opportunities for female employees to come together for group dialogue, and regular dissemination of information through our intranet.

We organize opportunities for employees (both male and female) on childcare leave to get together online. In order for them to gain a more concrete image of what returning to work will look like, we provide information on changes in the workplace environment and respond to questions about anxieties and uncertainties concerning their return. By offering advice from employees who have previously taken childcare leave, we provide support to ensure they are comfortable returning to the workplace.

We help employees balance work and family life, and are working on creating a working environment where employees can feel comfortable and remain working with us for longer.
The percentage of employees taking childcare leave was 100% for both males and females for the fiscal year ended June 2025.

We are working to create a rewarding work environment through measures to promote diversity and deepen communication.

We have been publishing "DIVERSITY WAVE," a web company newsletter, every month to introduce the rich personalities of our employees and promote diversity. DIVERSITY WAVE covers various topics in every issue, from employee content, such as the introduction of employees and divisions, to features covering corporate issues, including event reports and health and productivity management. These initiatives are playing a significant role for in-house information sharing and stimulating communication between employees.

We plan and implement a number of initiatives to promote communication among employees who do not have regular contact with each other, such as luncheons, Fika (tea parties) and in-house social media.
Circle activities such as baseball, tennis, photograph, and tech community also provide opportunities for employees across divisions and positions to interact.