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Independent Outside Directors' Message (August 2025)

In 2018, the year following the integration of Minebea Co., Ltd. and MITSUMI ELECTRIC CO., LTD. to form Minebea Mitsumi Inc., I assumed the office of Independent Outside Director. While the Company has achieved significant growth, I have supported the development of employees and the promotion of DEI. I have given lectures at seminars on themes such as "Revitalizing Integration Power in Human Resources through Diversity" and "Career Autonomy and Advancement of Women," and have had opportunities to speak with local female managers during inspections of overseas production sites. In these encounters, I have felt the power the employees possess to support the sustainable growth of the group. To further enhance corporate value, a more detailed framework for human capital management strategy is required.

Characteristics of our human capital

The Company has built a diversified business portfolio and practices sustainable management by integrating its unique precision machining business, nurtured since its inception, with a variety of businesses acquired through M&A. In this process, by appropriately integrating the diverse skills, knowledge, and experience of personnel from companies integrated through M&A, the group has enhanced its human capital, diversifying the workforce. Looking at international diversity by regional employee ratio, Asia excluding Japan accounts for 72.8%, Japan for 13.5%, North and South America for 7.4%, and Europe for 6.3%. Such diversity, unique to a global company, is proving effective in various respects. During inspections of domestic and overseas sites, I have observed initiatives such as quality improvement and productivity enhancement. I have highly evaluated their success, which is based on each site's unique ingenuity and inter-site collaboration.
From the standpoint of diversity in human capital and advancement of women, the proportion of female employees globally across the group is 59.1% and the proportion of female managers is 13.7%. Meanwhile, at MinebeaMitsumi alone, the proportion of female employees is 17.4% and that of female managers is 3.8%, which is a challenge. As countermeasures, we have been promoting initiatives for women's advancement since 2020. This year, we also launched a women's leadership development program. Through such initiatives, I have observed an increase in female employees who are more aware of their work and are seriously considering their career plans. The communication by female managers serving as role models has also been effective. As a result, female managerial candidates are steadily being developed, and I intend to continue contributing to the promotion of women's advancement.

Strong leadership in employee development and engagement enhancement

Under the strong leadership of top management, the group has achieved sustainable growth. Such leadership is also important in human resource development. For example, the "Navigation" messages regularly delivered by the Chairman to all employees clearly indicate the direction the group should take. They convey management conditions and new initiatives in an easy-tounderstand manner, motivating employees. Team building activities, launched at the Chair's initiative about eight years ago, have now become part of the corporate culture. These activities, where employees voluntarily form teams to tackle various challenges in their departments, bring out enthusiasm and creativity. In some cases, employees from different sites form teams to address the same issue. I believe this is an effective human resource development method unique to a global group, and it also contributes to enhanced employee engagement.

In response to employee engagement survey results

Employee engagement survey results highlight the Company's key strengths. Employees empathize with the corporate philosophy, support goals and objectives, and understand the significance of their work. On the other hand, the Company is responding promptly to address challenges revealed by the survey results. To better listen to employee voices, the President has held town hall meetings at seven domestic sites. For motivated employees seeking autonomous career development, the Company is reforming the HR systems to establish appropriate frameworks. In addition, it is systematically developing next-generation leaders to support employees in fully exercising their abilities for the future. I also intend to provide effective advice on developing leaders who can accurately grasp the rapidly changing global economy and international situation and make swift decisions with a broad perspective.

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