07
Sustainability
Sustainability Policy
Our approach to sustainability
The ExaWizards Group's mission is "solving social issues through Artificial Intelligence for future generations." This mission is the foundation of everything we do.
We treat sustainability issues as a key management priority and work to identify the related risks and opportunities. We believe this matters for two reasons: it reduces potential losses, and it helps us build business models that solve social issues. Both support our mission and our sustained growth over the medium to long term.
Our Board of Directors has set the following basic policy for responding to the broad range of sustainability issues.
How we identified our material issues
We examined a range of social issues from two viewpoints: ours and our stakeholders'. We then organized our business activities on a matrix. The vertical axis shows how much each issue matters to stakeholders' decision-making. The horizontal axis shows our potential impact on society and the environment, and each issue's importance to us. After discussion by the Board of Directors, we identified our material issues (materiality).
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01
Identify candidate issues
Drawing on international sustainability standards and major ESG rating criteria, we select the candidate issues we should address, based on stakeholder expectations and our business activities. We focus on matters such as:
- issues where we have a significant impact on the economy, the environment, or society
- issues that materially affect our ability to create value
- issues that affect our business results and financial position
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02
Map the issues on a matrix
We map each issue from step 01 by its importance as seen by us and by our stakeholders.
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03
Draft our material issues
Using the map from step 02, we draft a set of material issues, focusing on matters important to both us and our stakeholders.
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04
Identify our material issues through Board discussion
Our material issues
| Material Issue | Details | Our Tasks |
|---|---|---|
| Diverse Talent Utilization | To solve diverse social issues, we bring together talent with diverse abilities and backgrounds, and maximize their capabilities. | - Securing and utilizing human resources - Promoting Diversity, Equity & Inclusion (DE&I) |
| Business Expansion Across Diverse Industrial Sectors | Through multi-sector, multi-modal business expansion, we accumulate and refine use cases and algorithms, and deploy them horizontally across sectors. | - Providing services and solving challenges across multiple sectors - Collaboration with regional and industry leaders |
| Securing and Enhancing Technological Superiority | By accumulating AI libraries and patents, we enhance our technological superiority. | - Creating and protecting intellectual property |
| Providing Secure Services Through Robust Security | By providing highly secure services, we contribute to the development of our client companies and maintain and expand revenue opportunities. | - Enhancing the reliability of information security |
| Governance and Risk Management Framework | We strengthen our framework to enhance business sustainability and enable transparent, fair, and swift, decisive decision-making. | - Transparent and effective governance and risk management framework |
Our structure for advancing sustainability
(1) Board of Directors
The Board identifies our material issues, the sustainability topics that matter most. It also approves our basic sustainability policy, which sets the controls and framework for monitoring and managing sustainability risks and opportunities.
(2) Management Committee
The Management Committee, chaired by the President, oversees sustainability activities across the Group, based on the basic policy the Board has approved.
Under the committee's direction, we identify and manage the risks and opportunities tied to each material issue and carry out other sustainability activities. Group executive officers, division executive officers, and technical expert officers responsible for each related area lead this work. Where needed, we form committees for specific areas.
To keep these activities running smoothly, we place a secretariat in our corporate division. The secretariat reports on sustainability activities to the Board and handles our sustainability disclosures.
Human Capital
Strategy Overview
We define ourselves as "a company that implements AI to transform businesses." Our management policy is to put AI technology to work in society and industry, driving our clients' AX (AI transformation) while solving social issues. To execute this policy, we use a group synergy framework called "3P × Frontier." The 3Ps are People, Platform, and Product. Frontier refers to our strategic subsidiaries, each focused on a specific business or industry. By combining the 3Ps with these subsidiaries, we will bring AI technology to a wide range of industries and keep creating corporate value.
As putting People first among the 3Ps shows, our management strategy starts with human capital. We believe people are the most important resource for implementing AI in society. They find and frame the problems AI should solve at client sites, turn the solutions into products, and embed them in daily operations.
1. The people we need
We group the people we need to execute our strategy into three categories and are rebuilding our talent portfolio around them.
- People who drive AX: They start from a client's management issues and lead the work from AI strategy through planning and implementation.
- People who support on-site implementation: Highly skilled engineers and consultants who embed AI in clients' operations and run the cycle of use and improvement.
- People who run operations: They keep our solutions and products running reliably, assure quality, handle corporate functions, and support business continuity.
2. Our talent strategy: becoming an AX company ourselves
To develop and secure these three types of talent most efficiently, we are working to evolve into an "AX company" ourselves. We use our own exaBase product series in our internal operations. Through hands-on use of generative AI at work, each employee builds productivity and skills. We then feed the implementation know-how we gain back into the value we deliver to clients.
In April 2026, we also created the Talent Strategy Department, which merges our previously separate recruiting and development functions. Tied directly to our management strategy, the department runs the full talent cycle: defining the people we need, then recruiting, developing, assigning, evaluating, and retaining them. This will speed up how we execute our strategy.
3. Renewing our Credo
We believe executing our strategy requires a code of conduct shared across the Group. So in October 2025, we renewed our Credo, our guiding principles for action. The new Credo defines how each of us should think and act in the business environment of the AI era. We are working to embed it among all employees and all group companies.
Please also see the following.
Metrics
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Share of engineers among employees
49.6%
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Share of female employees
29.4%
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Share of non-Japanese engineers
40.0%
※ As of March 31, 2026