Developing DEI-Focused Management

DEI Declaration

The Sharp Group focuses on what makes it unique—our spirit of creating value from fresh perspectives and not just following what other companies do. Our approach is powered by the individuality of every employee.

We build an environment where people can do their best work. By combining everyone’s diverse contributions, we drive long-term growth. Our goal is to develop innovative technologies and offer services that are uniquely Sharp.

DEI Objectives

Sharp’s business philosophy was established in 1973. It states: “It is the intention of our corporation to grow hand-in-hand with our employees, encouraging and aiding them to reach their full potential and improve their standard of living.” Guided by this belief, we’ve launched initiatives to support women’s participation in the workplace, help employees balance work with childcare and elder care, and increase employment opportunities for people with disabilities.

Having been in business for over 100 years, and with our employees’ attributes, backgrounds, lifestyles, and values becoming increasingly diverse, in order to continue creating our unique value, we must strive to secure talent, unleash the power of the individual, and continuously enhance the strength of our organization. To achieve this, we are committed to promoting diversity, equity, and inclusion.

Promoting Activities of Female Employees

We formulated an action plan based on Japan’s Act on the Promotion of Women’s Active Engagement in Professional Life, which came into effect in April 2016. In line with this action plan, we are working to raise the percentage of women in all job categories and increase the number of women in managerial positions. This will enable us to achieve further diversity in our workforce and contribute to society through better products and services. To this end, we have set the following goals and are actively pursuing further engagement of our female employees.

Sharp Corporation’s Action Plan Based on the Act on the Promotion of Women’s Active Engagement in Professional Life

Promoting Female Employees to Managers

We are committed to providing fair opportunities and strong support to help more women take on leadership roles in business and organizational operations. As of the end of fiscal 2025, the percentage of managers who are female was 4.7%. We are promoting diversity with the goal of raising this percentage to at least 7.5% by the end of fiscal 2029.

Number of Female Managers at Sharp Corporation

Supporting Employees Returning from Maternity or Childcare Leave

We have held reinstatement support seminars every year since fiscal 2014. These seminars involve an explanation of the company’s current circumstances and the various support systems related to childbirth and nursing. As well, employees who have returned to work after taking childcare leave share their experiences and provide advice on how to balance work and child rearing. Attendees are also given the opportunity to build networks with other working mothers. These seminars help to resolve anxiety during time off from work and foster a positive mindset about returning to work.

Starting in fiscal 2020, the classroom-style seminar was changed to an online seminar to make it easier for participants to join from home while looking after children. This change was the result of feedback expressed during reinstatement support-related interviews with employees. With more male employees helping raise children in recent years, the number of seminar participants has been growing. To build a stronger support system encompassing the returning employee’s family and the workplace, the online seminars now have videos for returning employees, their spouses, and bosses, and messages of encouragement from colleagues. We will continue to listen to employees and incorporate their feedback as we work to make our company an even better and more attractive place to work.

We also have two systems in place to support employees who are eager to advance their careers after returning to work from childcare leave. One is for giving one-off payments to employees making an early return from childcare leave and the other is for subsidizing the fees for non-registered daycare facilities for employees with children at age two or younger, who fall outside the scope of the government program for free early childhood education and care.

Expanding Opportunities for Non-Japanese Employees in Japan

With the globalization of business, we are working globally to secure and systematically train human resources who can meet the needs of each workplace. In recent years, we have promoted greater employment of international students and people of other nationalities residing in Japan. As of March 31, 2026, we have approximately 170 non-Japanese employees working in various departments and job categories.

To avoid illegally employing undocumented workers, we check the residence status of all foreign nationals before hiring them. This follows the advice of the Immigration Services Agency of Japan’s Ministry of Justice. (We use an Agency website to validate residence card numbers.) In addition, we do not keep passports or other identification documents from individuals.

Reemployment of Retirees

In 2001, we introduced a professional employee system that reemploys employees who have reached the mandatory retirement age of 60. This stems from our stance on promoting the utilization of senior employees who have a strong work ethic. It also takes into consideration employees who wish to give back and contribute to society through the skills and knowledge they have accumulated over many years.

At present, employees who have reached the mandatory retirement age of 60 (and who wish to continue working until the age of 65) are redeployed with the company. In response to the Act on Stabilization of Employment of Elderly Persons—which came into effect in April 2021—we are considering offering guaranteed employment up to the age of 70.

Promoting Employment of the Disabled

Ever since Sharp founder Tokuji Hayakawa established the “accumulation of community service” as one of the “Five Accumulations of Competency*1,” we have been actively involved in social service and welfare. The entire Sharp Group makes efforts to promote the employment of the disabled and to create a better work environment for these employees.

Specifically, we launched a recruitment website addressing the employment of disabled people. This website contains information on initiatives to hire such individuals to work in the Sharp Group. We are also striving to make the working environment more accessible for disabled employees. For example, during training sessions attended by hearing-impaired participants, there are support measures such as voice recognition software and PC note-taking (a method for conveying audio information by entering it into the keyboard of a PC) so that voice communication is converted into text for participants to read and understand.

• Accumulation of trust, accumulation of capital, accumulation of community service, accumulation of human resources, and accumulation of trading partners.

Employment Rate of the Disabled in Japan

As of June 1, 2026, Sharp Corporation, a Sharp special subsidiary*2, and group companies*3 employed approximately 290 disabled persons. The percentage of disabled employees among all employees was 2.50%.

• A subsidiary that a company establishes and that gives special consideration in employing the disabled, in order to provide them with more employment opportunities and greater job security.
• In calculating the employment rate of the disabled, these are Sharp Group subsidiaries, other than special subsidiaries, that are certified by the head of a public employment security office.

Employment Rate of the Disabled in Japan

Creating an Accommodating Work Environment for LGBTQ+ Employees