Last updated on September 26, 2025
ACOM CO., LTD.
President & CEO: Masataka Kinoshita Contact: Corporate Planning Dept., Telephone: 03-6865-6470
Code Number: 8572 https://www.acom.co.jp/
The status of corporate governance of the Company is described below:
I Basic Policies on Corporate Governance, and Capital Structure,
Company Outline and Other General Information- Basic Policy
The ACOM Group, guided by its lifelong “circle of trust” spirit, maintains an ongoing corporate commitment to respecting other people, putting the customer first, and conducting creative and innovative management. Based on this commitment, we are seeking to deepen mutual trust between our stakeholders and ourselves and thus progress in partnership with society.
In order to meet the expectations of stakeholders and build stronger trust, we will strengthen corporate governance as a key management priority. To this end, we will take steps to enhance the soundness, transparency, and efficiency of our operations and achieve sustained increases in our shareholder value.
We recognize that effective internal control systems are essential to creating an appropriate corporate governance framework. Based on this recognition, we are encouraging all members of our organization to join forces in building internal control systems and assuring their effectiveness, under the leadership of management. At the same time, we are constantly evaluating, verifying, and improving the effectiveness of internal control mechanisms already in place.
[Reasons for Non-compliance with the Principles of the Corporate Governance Code][Supplementary Principle 4.10.1 Independence and Authority Roles of the Appointment Committee and Renumeration Committee]
ACOM has Appointment and Remuneration Committee in place as optional committee in charge of appointment of and compensation for senior management and directors. The committee deliberates and proposes the appointment candidates and remuneration for Directors to the board of Directors, under the policy of the Appointment and Dismissal of Senior Managements and candidates for management and the Policy of Determination of Compensation to Senior Managements and Directors, in consideration of the advice of independent outside directors.
The Appointment and Remuneration committee consists of six members including two independent outside Director. Although Independent outside directors do not constitute the majority of Appointment and Remuneration Committee, the Company ensures their appropriate involvement and receives their suitable advice upon consideration of appointment and remuneration.
[Disclosure Based on the Principles of the Corporate Governance Code][Principle 1.4 Strategic Shareholdings]
The Company currently does not have any strategic shareholdings and does not plan to do so in the future.
[Principle 1.7 Transactions with Related Party]
Pursuant to relevant laws, it is provided in our regulations of board of directors that transactions with directors and material transactions with major shareholders require prior approval of the board of directors.
[Supplementary Principle 2.4.1 Ensure Diversity in the Appointment of Core Human Resources]
Under the situation where competition between companies is intensifying and changes in needs are accelerating, in order to implement “creative and innovative management” that the Company advocates in its corporate philosophy, and to continue to meet the expectations from stakeholders, it is necessary to develop human resources who embody its corporate philosophy by respecting abilities, ideas and values from diverse human resources.
With that in mind, ACOM is actively taking measures to secure diversity, including advancement to manager and human resource development of female and mid-career employees.
To ensure the diversity of core human resources, ACOM has set the following targets for the ratio of females and mid-career hires in managerial or higher positions.
Category
As of March 31, 2025
By March 31, 2028（Target）
Percentage of Females in managerial positions
(above assistant manager)
23.0%
26.5%
Percentage of Mid-Career Hires in managerial
positions (above assistant manager)*
7.0%
Increase from current level
*For the purpose of this tabulation, mid-career hires are defined as “those who joined the company mid-career and have been with the company for 10 years or less.
The Company promotes its operating activities with an aim toward “Contributing to the realization of an enjoyable and affluent personal life, and to improving lifestyle,” based on the stipulations of our corporate philosophy of “The Spirit of Human Dignity,” “Customers First,” and “Creative and Innovative Management,” under our founding spirit of “Circle of Trust.” In order to reach our vision of meeting the expectations of all stakeholders, we believe it essential to maintain sustainable growth for both the company and each employee, and we are promoting our human resource strategy based on our “Policy on Human Resource Development” and “Policy on Internal Environmental Development.”
〔Policy on Human Resource Development〕
Aiming for the Company Group’s sustainable growth, the Company will respect the abilities, ideas, values, etc. of diverse human resources and develop human resources who can embody its corporate philosophy.
〔Policy on Internal Environment Development〕
Based on the Group’s corporate philosophy of “The Spirit of Human Dignity,” the Company will promote diversity and develop an internal environment in which employees can feel motivated and comfortable.
Based on the above policy, ACOM is implementing the following human resource development and internal environment development.
〔Human Resource Strategy〕
We are implementing measures based on the five points; 1. Recruitment and development of human resources,
Workstyle reform, 3.Diversity and inclusion, 4. Evaluation and remuneration of human resource, and 5. Employee engagement.
Recruitment and Development of Human Resources
Enhancing recruitment activities for new graduates and mid-career hires
Under the situation where competition between companies is intensifying and changes in needs are accelerating, in order to implement “creative and innovative management” and meet the expectations of stakeholders, we believe it is necessary to create a new value by fusing abilities, ideas, values, etc. of diverse human resources. Based on this thought process, we are promoting recruitment activities for new graduates and mid-career hires to secure the necessary human resources to carry out business strategies and further enhance corporate value. We engage in creating working environments which provide job satisfaction and workplace comfort. Our recruitment activities for new graduates were ranked second place in the “Credit, Consumer Credit, Leasing, and Other Finance” category of the “MyNavi/Nikkei 2026 Ranking of Popular Employers for University Graduates.” We will strive to improve job satisfaction and workplace comfort and to reinforce the foundation of human resources in the future.
In our recruitment activities for mid-career employees, we actively recruit human resources with specialized skills to speedily respond to operational issues and seek further expansion in each business domain. We will strive to ensure diversity and maximize organizational capabilities in the future.
Developing digital talent
For the purpose of developing human resources that contribute to digital promotion, the Company has been implementing “a digital human resource development program” since April 2023. In the fiscal year ended March 31, 2025, we selected 24 employees who applied for this program and provided them with basic digital training (third round). In addition, for the 39 employees selected based on their performance in the basic digital training (from the first through third rounds), we have been providing advanced training (data analysis, programming, AI, UI/UX, etc.) to develop core human resources for digital promotion.
In addition, with the aim of improving digital literacy across a broad range of employees, we have supported continuous learning by providing accounts for video learning services to employees who joined the program or in positions above Manager to continue learning.
ACOM Leadership Principles (promoting development of leaders)
The leaders of the Company are human resources who can lead our organization to sustainable growth and have the capacity as managers with excellent administrative skills and the ability to support the growth of members. We are committed to developing such outstanding leaders. In April 2023, we formulated the “ACOM Leadership Principles” as requirements for leaders. During the fiscal year ended March 31, 2025, we held a total of nine “Leadership Café” sessions across three locations, providing leaders with opportunities for casual dialogue centered on these requirements for leaders.
In addition to this initiative, we are implementing a variety of support measures aimed at fostering growth and new insights among current and next-generation leaders. These include external training opportunities such as business school programs and AI-assisted coaching.
Work Style Reform
Promoted male employees taking childcare leave
With the goal of achieving a 100% childcare leave utilization rate among male employees, during the fiscal year ended March 31, 2025, we carried out efforts such as providing information for managers to promote understanding of childcare leave for male employees and introducing information tools related to DEI and healthcare, in order to create an environment that facilitates childcare leave for male employees and to promote its utilization.
〇Promoting health management
We believe that the physical and mental health of employees leads to happiness for employees and progress for the company. Under the Declaration of Health and Productivity Management, our officers, the Human Resource
Department, the Hygiene Committee, industrial physicians, the ACOM Health Insurance Association, etc. are cooperating so that we can engage in the creation of a working environment where employees can work with vitality.
As a result of this endeavor, the Company has been recognized as a Superior Health Management Corporation by the Nippon Kenko Kaigi for the fourth consecutive year.
For more details on these initiatives, please refer to the Company’s website. https://www.acom.co.jp/corp/english/csr/theme/staff/
Diversity & Inclusion
Female advancement
The Company established the “Woman Career Program” in the fiscal year ended March 31, 2023, a training program to support female employees recognize the need for autonomous career development and their challenges. In the fiscal year ended March 31, 2025, we conducted the third round of the “Woman Career Program.” As of the current point in time, 50 women have participated in this program. Joining this program has led directly to further action, including 11 participants who have applied for selective training that is available for the purpose of developing future management candidates.
Promoting senior workforce participation
To create an environment in which senior employees with specialized skills can thrive, we have introduced a system that determines compensation based on the level of specialization required for the duties they perform.
Follow-up system for employees with disabilities
To ensure that employees with disabilities feel motivated and comfortable in the work environment, we have established a support framework that includes conducting an annual workplace survey and holding multiple interviews each year with both their supervisors and the Human Resources Department.
Personnel Evaluation & Compensation
Increasing employee compensation
Based on the revenue and results generated, we are working to enhance overall treatment of employees, including increasing employee compensation, through appropriate methods that take into account the Company’s circumstances. With regard to base salary increases, we have implemented three such increases in recent years (April 2023, April 2024, and April 2025).
＜Compensation increase rate (base salary growth rate) *1＞
Apr. 2023
Apr. 2024
Apr. 2025
5.2% *2
4.9%
4.1%
*1 The increase rate includes regular salary increases.
*2 Base salary increases, excluding regular salary increases were brought forward from payment of October 2022.
Building a system that rewards performance
We aim to build an organization in which each employee can demonstrate even higher performance by enhancing motivation and job satisfaction through a system that better rewards individual effort and achievement. In the fiscal year ended March 31, 2025, in addition to responding to compensation increases, we revised our bonus system to better reflect individual performance than in the past. In the fiscal year ending March 31, 2026, we have increased the performance-based portion of bonuses, with the annual bonus increase rate expected to be 7.7%.
Employee engagement
Sharing the Group’s vision
On developing the medium-term management plan (fiscal year ended March 31, 2023 to fiscal year ended March 31, 2025), the Company reviewed and revised its vision and has made clearer its commitment to each of its stakeholders. In addition, the Company created a Vision Book and distributed it to all employees. Since September 2022, this Vision Book has been used in the Vision Ingraining Program, which designed to provide an opportunity for the officers and employees to discuss the Company’s vision. In the fiscal year ended March 31, 2025, which marks the third year of the initiative, we carried out a program in which employees engaged in group discussions aimed at fostering behavior aligned with our vision, and developed and implemented specific action plans to realize that vision. Starting from the fiscal year ended March 31, 2026, we have distributed the "Notebook for Creating the Future" to all employees, replacing the "Vision Book." This notebook contains guidelines that each individual should be aware of and act upon.
Employee engagement survey
Since 2019, we have been conducting employee engagement surveys (through Motivation Cloud provided by Link and Motivation Inc.) that measure employee expectations and satisfaction and provides a fixed-point observation of the state of engagement in the organization. In addition, we were ranked in the top 10 in the Large Companies (for companies with fewer than 5,000 employees) category in the Best Motivation Company Award organized by Link and Motivation for the sixth consecutive year. Based on the results of these survey, we are working to improve engagement for our employees and the organization while maintaining communication between officers, chief general managers, and the Human Resources Department.
Supporting growth and challenges
The Company believes that providing incentives for employees to take on challenges and aiming to be an organization that practices “Creative and Innovative Management” leads to enhancing corporate value. We have been holding a business contest “DRIVE” across the ACOM Group since the fiscal year ended March 31, 2024. In the fiscal year ended March 31, 2025, which marked the second round of the program, we received 71 applications. In addition to general business proposals, the contest accepted entries related to all types of improvements and functional variations, promoting a structure that provides the opportunity for any employee to look forward toward new challenges.
[Principle 2.6 Functioning as an Asset Owner for Corporate Pension Plans]
The Company has Corporate Pension Asset Management Committee in place to effectively manage corporate pension asset. The committee comprises of the director in charge of Human Resources Dept. and chief general managers of Human Resources Dept., Corporate Planning Dept., Finance Dept. and Accounting Dept.
The members of the committee need to deepen their understandings on investment theory, asset management system, contents of asset for investment, etc. They also need to grasp asset management environment. Therefore, the Company provides necessary information from trustee management institutions to committee members in periodic manner.
The committee discusses basic policy on corporate pension asset management, matters on investment and trustee management institutions. The Company further discusses these matters at management meeting where Audit and Supervisory Committee members attend and share their opinion. Therefore, the Company ensures appropriate management of corporate pension asset.
[Principle 3.1 Enhancement of Information Disclosure]
Guiding Principles of the Company (Corporate Philosophy, etc.), Management Strategy and Management Plan
Guiding Principles of the Company (Corporate Philosophy, etc.) Please refer to “Corporate Philosophy” on our website.