Society | MEDIUS Holdings Co., Ltd.

Human Capital Initiatives

Medius Group believes that human capital is one of the most important elements in creating corporate value, and that it is important to create an environment in which employees can maximize their capabilities. As a system for promoting this, the Human Capital Committee has been established as a sustainability specialist committee. The Human Capital Committee discusses issues in the field of human capital for improving the corporate value of Medius Group, efforts to overcome these issues, and indicators and goal setting. With the Human Capital Committee at the center, Medius Group plans to proactively promote human capital-related efforts throughout the Group.

Human Capital Policy

<Company Environment Improvement Policy>

Health and Safety

We will work to improve our safety and health management system in order to maintain and improve safety and health in the workplace.
Based on the belief that the physical and mental health of all people working in the Group will lead to a more active workplace and ultimately to increased corporate value, we will continue to work to improve and enhance systems for improving employee health.

Preventing Harassment

In order to create a harassment-free workplace, we will conduct harassment prevention training, and will continue to work to foster a corporate culture that does not tolerate harassment by maintaining and improving our response system that is easy for employees to use in the event that harassment occurs.

Compliance with Labor-related Laws and Regulations

We will continue to work to improve and enhance our systems to ensure that labor-related laws and regulations are observed in each workplace, regardless of country or region.

C&I Activities

We will continue and enhance our C&I activities to reduce working hours and maximize output, thereby increasing the added value of each employee's work, thereby improving labor productivity and contributing to the growth of our group.
We will work to create a workplace environment where everyone can work comfortably and feel rewarded, by developing and expanding systems that allow for more flexible working styles in order to balance work with childcare, nursing care, illness, etc.

Dialogue with Employees

Based on the belief that a work environment where employees feel motivated can be achieved through collaboration between the company and employees, we are working to establish and operate a system for improving the work environment through dialogue with employees.
Conducting engagement surveys and establishing and operating various systems based on the results. Activating communication by enhancing one-on-one meetings, etc.

*Purpose of C&I (Change & Innovation) activities

C Change

We will change the way all employees think about their work, reexamine work styles and methods that have not changed significantly, and make new, more functional changes to work and how we use time.

I Innovation

We will work with new values and create a work style that can respond to future changes in the industry and the market. We will create "change leaders" who can improve the capabilities of employees and foster a culture that welcomes change within the organization.

<Human Resources Development Policy>

Priority Issues

Based on materiality and policies (internal environment improvement and human resource development), the Human Capital Committee comprehensively examined the issues facing our Group. As a result, the Human Capital Committee has set the following three points as its priority issues.

A. Increased engagement
B. Improving psychological safety
C. Work style reform (improving work efficiency and promoting diverse work styles)

Regarding materiality, policies (improving the internal environment and developing human resources), the Human Capital Committee's priority issues, and other issues, we have the following thoughts on the matter:

Health and Productivity Management Initiatives

At MEDIUS Group, we consider the physical and mental health of each employee to be an important part of our business foundations, and each company is committed to health and productivity management with the aim of improving job satisfaction and vitality through the maintenance and promotion of health, which will ultimately lead to improved productivity across the entire group.

As a result of these efforts, Kuribara Medical Instruments Co.,Ltd. (for the sixth consecutive year) and Kyowa Medical Corporation (for the fourth consecutive year) were recognized in the large corporation category, and MEDIUS Holdings (for the second consecutive year) was recognized in the small and medium-sized corporation category of the "2026 Health and Productivity Management Excellent Corporations" jointly selected by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.

In addition, we have been certified as a "Healthy Company" by the health insurance association, and have also received certifications and accreditations related to health management and work-life balance in each region, and we continue to take measures tailored to the characteristics of each region and business. Going forward, we aim to be a corporate group that sustainably supports medical infrastructure, with the health of our employees as its foundation.

Diversity

The intersection of diverse perspectives creates greater value and advances both organizations and society.
Medius Group aims to be a company where everyone has equal opportunities and can maximize their abilities, regardless of gender, nationality, disability, or creed.

As part of this, we publish the percentage of female workers in management positions, the rate at which male workers take childcare leave, and the wage gap between male and female workers.
The disclosure targets are our company, the submitting company, and the following three consolidated subsidiaries that are subject to disclosure obligations under the Act on Promotion of Women's Participation and Advancement in the Workplace, etc.

<Actual results from July 2024 to June 2025>
Name	Percentage of managers Percentage of female workers (%) (Note 1)	Male workers Childcare leave acquisition rate (%) (Note 2)	Difference in wages between male and female workers (%) (Note 1)
Name			All workers	Regularly employed workers	Part-time/fixed-term workers
Our company	14.8	50.0	(Note 3)	(Note 3)	(Note 3)
Kuribara Medical Instruments Co.,Ltd. Co., Ltd.	12.8	81.0	59.8	63.6	69.3
Kyowa Medical Corporation, Ltd.	5.1	15.4	52.4	62.3	69.0
Medius Solution Co., Ltd.	13.6	100.0	53.9	64.9	70.8

(Note) 1: This calculation is based on the provisions of the Act on Promotion of Women's Participation and Advancement in the Workplace (Act No. 64 of 2015).
(Note) 2: Based on the provisions of the "Act on the Welfare of Workers Who Take Care of Children or Other Family Members, Including Childcare Leave and Family Care Leave" (Act No. 76 of 1991), the percentage of employees taking childcare leave, etc. is calculated under Article 71-6, Paragraph 1 of the "Enforcement Regulations of the Act on the Welfare of Workers Who Take Care of Children or Other Family Members, Including Childcare Leave and Family Care Leave" (Ministry of Labor Ordinance No. 25 of 1991).
(Note) 3: As we are not subject to the disclosure obligations stipulated in the Act on Promotion of Women's Participation and Advancement in the Workplace (Act No. 64 of 2015), we have omitted the statement on "Wage differences between male and female workers."

<Indicators and targets>
index	Goal (FY2030)	Current period results
Ratio of female managers (Note 1)	10% or more	8.5％
Rate of men taking childcare leave	Over 60%	47.5％
Number of paid holidays taken per year	More than 10 days a year	9.5 days

Note 1: Managerial positions are defined as employees at the level of section manager (or equivalent) or above, excluding directors.

*Target and actual results for the current period are the average values for all Group companies.

"Nadeshiko Eijo"- an activity for female sales staff

In order for female employees to demonstrate their abilities in an industry where male employees are the overwhelming majority, it is necessary to create an environment where they can work with peace of mind. Kuribara Medical Instruments Co.,Ltd. has organized "Nadeshiko Eijo" for the purpose of sharing information among female sales employees, and holds study meetings to solve worries and issues as well as networking events with other companies that have similar initiatives, creating an environment where female employees can build their careers with a long-term perspective.

Value Chain Initiatives

We will promote the establishment of a sustainable medical supply system through a business continuity plan (BCP), and work to improve the sustainability of the entire value chain based on fair trade.

Value Chain Related Policies

Medical Supply System

To Ensure That Medical Care Does Not Stop Even in Times of Disaster

Business continuity plans (BCPs) began to attract attention following the Great East Japan Earthquake in 2011. Even before that, the New Growth Strategy Implementation Plan was approved by the Cabinet in 2010, setting specific implementation rates as targets. As a member of the medical industry, our group has been working to establish a stable supply system to ensure the continuity of medical infrastructure. The earthquake prompted us to review our BCPs. We first conducted thorough interviews to identify issues that arose at actual logistics sites during the earthquake, and then began selecting a seismically isolated logistics warehouse. We secured a seismically isolated warehouse in Kanagawa Prefecture as a logistics base that will cover product supply to parts of the Tokyo metropolitan area, including Tokyo, Chiba, and Kanagawa, and will constantly stock 10,000 to 15,000 types of medical equipment and materials. This logistics base is seismically isolated, including the building itself and the ramps used for vehicle access. It is also located along National Route 16, designated as an emergency transportation route. Furthermore, we are equipped with satellite phones, in-house power generation equipment, redundant internal networks, and other facilities to ensure uninterrupted logistics even in the event of a disaster. We are confident that these unique initiatives will earn the trust of medical institutions with a high level of disaster prevention awareness.

Additionally, to accommodate the growing product inventory that accompanies the expansion of our handling scale and the expanding delivery needs throughout the Kanto region, and to ensure a stable supply, we are constructing a core logistics warehouse in Gunma Prefecture with an automated warehouse facility on a site area of 43,000 sq. m and a total floor area of 31,000 sq. m.

Private brand products that reflect the voices of medical professionals"ASOURCE_® SELECT

Due to the impact of the declining birthrate and aging population, as well as changes in the medical system, all medical institutions are under pressure to provide high-quality medical care and improve profitability and efficiency. Our challenge is to provide medical materials that meet the needs of the field. _® In planning and developing SELECT (ASOURCE SELECT), we are exploring the possibilities of a wide range of new products that reflect the voices of those in the field, starting with general-purpose consumables such as tongue depressors and examination sheets.

Rather than simply mass-producing low-priced products, ASOURCE_® SELECT's goal is to find the best balance between quality and price. Having transformed from a medical supplies retailer to a manufacturer, we strive to select and supply products responsibly. For example, when manufacturing products at overseas factories, we carefully select factories to address country risks, such as political changes, and maintain a stable supply of reliable products. In consideration of environmental pollution caused by coal, we select factories that utilize LNG (liquefied natural gas) and waste heat from incinerators. As a manufacturer, we also naturally consider the environmental friendliness of our products, such as complying with wastewater regulations for immersion and ultrasonic cleaners and labeling product packaging for recycling.
Going forward, we will also work on developing ASOURCE_® SELECT “NEXT” with even higher added value, and will contribute to even greater safety and security in medical care through our products.

In addition, part of the sales of products covered by ASOURCE SELECT is used for the "school lunch support" conducted by the United Nations World Food Program (WFP) through the "Red Cup Campaign". Together with medical professionals, the We supports this activity, which aims to eradicate hunger and poverty among children in developing countries while expanding educational opportunities, and supports the future and hopes of children.

Collaboration to Create an Efficient and Safe Medical Environment

At a time when medical institutions are required to operate more efficiently, our role as a medical device supplier has grown to include supporting the operation and management of medical institutions, and resolving management issues. We helps to improve safety and operational efficiency in medical settings through the development of unique medical support tools.

For example, we support the efficiency of medical operations in various ways, such as SURGELANE_®, an operating room management support program that enables visualization of operating rooms, and SPD and STORE_®, an item logistics management system.

The basis of these operations is the ASOURCE_® DATABASE (ASOURCE database), our own vast database of medical materials. It realizes instant updates of the products we handle, and also plays a dictionary role with one of the most accurate product masters in the industry. In addition, in ICT operations, in accordance with our internal security policies, we work with each operating company to develop a secure and highly convenient information infrastructure.

Through the stable operation of these systems, our group contributes to smooth communication, operational efficiency, and improved safety in medical settings.

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