Social Initiatives

This is what JBS values in its human capital management. In January 2025, we released a new personnel system, and our human resource strategy has evolved into one that supports JBS’s growth strategy. Building on the initiatives we have developed so far, while strengthening collaboration with management and business divisions, we are advancing system reforms that fairly encourage employees to take on challenges, career strategies that design employee growth, and the recruitment of people who will create the future. We are also accelerating the shift from a “comfortable place to work” to “a JBS where work is rewarding,” thereby realizing the happiness and growth of our employees and the sustainable growth of our company.

For details on our human resource strategy, click here

Relationships with colleagues and superiors and support from coworkers scored highly, suggesting that good interpersonal relationships and a mutually supportive culture have taken root within the company. Satisfaction with the workplace environment and work-life balance is also high, and the fact that we have achieved both a sound physical environment and ease of working is a major strength.

In light of the current situation in which “ease of working” does not necessarily lead to a sense of fulfillment or a feeling of growth, we are shifting the axis of our strategy toward building an organization that supports the growth of both individuals and the company. By turning diversity into a strength, we aim for the sustainable growth of JBS’s employees and organization.

In addition to enhancing the development programs and providing diverse work styles that we have focused on to date, we are advancing a variety of measures such as expanding onboarding initiatives and establishing a career counseling room. In onboarding, the human resources department holds multiple follow-up interviews with mid-career hires to resolve their concerns and prevent mismatches. We also create opportunities for dialogue between management and employees to promote mutual understanding.

As cloud professionals, in order to meet the various expectations placed on us by our customers, JBS adapts to rapid social change and technological evolution and continuously works on acquiring advanced technologies and improving our expertise. Toward realizing our corporate philosophy of “Bringing the best technology to everyone, everywhere,” we place importance on each employee learning proactively and honing the ability to contribute to resolving the issues of society and our customers. To that end, we believe that, in addition to technical skills, it is essential to strengthen the skills required of businesspeople, such as thinking skills and the ability to define issues. By developing both “technology” and “business skills,” we aim to foster a corporate culture that can continue to grow its business through the growth of its employees.

JBS provides a variety of training programs for the growth and career development of its employees. Centered on OJT (On-the-Job Training), in which employees gain work experience on actual projects, we use not only our own training programs but also the training programs of various partners including Microsoft, as well as external e-learning. In addition, we have systematized training according to each career stage from new employees to managers, and engage in strategic development by job type and technical domain (for engineers).

For details on our career development initiatives, click here

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  Turning the capabilities honed in each field into the organization’s strength / The form of engineer growth that JBS envisions

  For JBS, which continues to grow, the growth of each and every employee is an indispensable theme in raising corporate value. Through the experiences of engineers who deeply engage in the operations of customers across diverse industries and provide solutions, employees discussed the form of engineer growth that JBS aims for in a roundtable discussion.

  See the employee roundtable discussion here

As of the end of September 2025, the number of holders of Microsoft-related certifications, in which JBS has strengths, totaled 4,813, with 4 Microsoft MVPs—among the top class of certification holders in Japan. We also have holders of various certifications other than Microsoft that are necessary for IT optimization.
To support and promote the growth of each and every employee, we have established a certification support program. Under this program, the company covers the examination fees for designated certifications and, upon obtaining a certification, pays a lump-sum incentive according to the level of the certification.

For details on our career development initiatives, click here

We put effort into onboarding so that employees who join JBS can quickly get used to the environment and demonstrate their abilities. In addition to introducing an advisor system and a brother-sister system in which existing employees provide support, we hold follow-up training and social gatherings for mid-career hires every quarter to promote understanding of the company and deepen connections with peers.

We hold the Excellent Performance Awards company-wide, a program to award teams that create new value suitable for JBS and those who embody MVV. This program is held semiannually and the awards are announced and presented at company meetings

We uphold “valuing the individuality of each and every person” as one of our codes of conduct, and in 2024 we formulated a DE&I policy. By creating an environment in which everyone “can be true to themselves, just as they are,” we aim to be a company in which everyone can thrive and which continues to generate sustainable growth and innovation. By building systems that allow people to deliver maximum performance, we will foster a corporate culture that makes the most of the power of our organization and people, leading to value creation.
In addition, as a result of focusing on DE&I promotion measures, we obtained “Advance” certification at the “D&I AWARD” in 2024, and in 2025 we obtained “Best Workplace” certification, the highest of the four levels.

DE&I Policy

Ensuring the diversity of our people is an important management strategy issue for improving corporate value. To promote the development of an environment in which diverse people can thrive while being true to themselves, we carry out the following initiatives.

• Unconscious bias training
• Diversity-promotion education for organizational heads
• Training for female leaders
• Establishment of a DE&I consultation desk
• Establishment of a consultation desk for balancing childcare/nursing care and work
• Promotion of paternity leave uptake and internal sharing of uptake examples
• Holding networking events for dads and moms and for those returning from childcare leave
• Releasing a nursing-care guidebook and holding nursing-care seminars
• Accumulated paid leave system (for childcare, nursing care, fertility treatment, grandchild care, etc.)
• Life-plan seminars for middle-aged and senior employees
• Extension of the retirement age to 65
• Farm-style employment of persons with disabilities
• Establishment of a consultation desk for employment of persons with disabilities
• Holding networking events for employees with disabilities
• Establishment of partnership regulations

To serve as a reference for female employees when thinking about their careers, we conduct and publish interviews with female managers and engineers who are thriving at JBS regarding work styles and work-life balance. We also create opportunities to broadly gather requests from working mothers, female managers, men who have taken paternity leave, and others, and continuously consider revisions to our systems to support balancing work and family. Furthermore, we had set a target of raising the proportion of women at the section-manager level to 20% or more by March 2026, but having already achieved this target, we have set a new target of raising the proportion of women at the section-manager and general-manager levels to 18% or more by March 2027, aiming to further increase the ratio of female employees in management positions.

We have introduced the “JBS Alumni Network,” an online community that maintains continuous relationships with former employees (alumni) who have left JBS. By utilizing this network and valuing the connections between employees and former employees and among former employees, we aim to further strengthen our human capital management. We also regularly hold networking events at the employee cafeteria “Lucy’s.” Through real communication with employees, we connect “people”—our greatest appeal—and let alumni experience our homely culture firsthand, thereby raising their motivation to rejoin and providing opportunities for rehiring.

We believe that by providing a comfortable working environment and raising employee engagement, we can provide better services to our customers, and so we put effort into improving our internal environment. Based on this thinking, we develop diverse and flexible working environments tailored to each employee’s work style and provide each and every employee with a cutting-edge IT environment. Furthermore, for employees living alone, we provide company housing in convenient downtown areas or in areas relatively close and easy to commute to from the office, creating an environment in which they can deliver their best performance both remotely and on-site.

By making the office free-address and developing a full-cloud environment, we have realized diverse and flexible work styles in which employees can work anywhere as long as they have an internet connection. In addition, we lend portable PCs and smartphones to all employees and provide Microsoft’s generative AI service “Copilot.” To connect “Copilot” to company-wide productivity improvement, we have introduced an AI skill-improvement program and actively promote its use. By leaving routine tasks and information organization to AI, employees can focus on more creative work, achieving both ease of working and higher productivity.

Not only by enhancing the workplace but also by enhancing consistent welfare benefits such as support and care by medical professionals, dietary habits, and the living environment, we provide total support for promoting employees’ health and strive to create an environment in which employees can feel happiness through health and work.

With the awareness that people are the most important factor in any and all aspects of business activities, we have always upheld respect for basic human rights in our business activities. In October 2021, in order to clearly declare our respect for basic human rights in business activities anew, we established a human rights basic policy for the JBS Group to uphold.
In conducting business activities as a member of global society, the JBS Group respects the human rights of all those involved with the Group, including customers, employees, and partner companies, and through businesses such as digital transformation, we will realize decent work (rewarding, humane work) for all people in society.

JBS Human Rights Basic Policy