Shuhei Naritomi

• Proposed initiatives named 'DE&I channel' focusing on making videos of various themes such as LGBTQ+ and PwD, which purpose is to raise the level of company-wide DE&I literacy. As for the videos of LGBTQ+, not only the number of views are increased by two times compared to the video of the same theme published last year but also received unsolicited feedback from closeted employees who felt empowered achieving impact beyond the original project scope. • Secured Work With Pride certification; led proposal for Rainbow Certification, collaborating with 7 departments to align on equal marriage endorsement. • Optimized budget allocation by implementing cost-efficient resource management. When the number of participants in women’s leadership training programs exceeded initial forecasts, prevented a ¥4M budget overrun by in-housing DE&I channel editing. This enabled full participation while achieving an estimated annual cost savings of ¥1.5M.

• Conducted researches with University of Tokyo to investigate reasons for gender disparities in evaluations and promotions in the sales department. The research concluded that there were no differences in capabilities between male and female. • Hypothesizing that gender bias among employees was the reason, I led a bias assessment test for the sales department to measure and evaluate potential prejudices. • Proposed implementing Microsoft Viva Insights to analyze employee behavior patterns. • Proposed initiatives named 'Diversity Week' focusing on LGBTQ+ and PwD, which contributed to the establishment of ERGs. • Entrusted with budget management of the department, I focused on maximizing budget utilization. In FY24, we are projected to achieve 99%(FY23:97%) budget execution, ensuring optimal use of allocated resources.

• Recruitment of dispatch employees, processing of commute expenses, management of attendance records, management of employee appraisal systems, and the creation of an employee directory. • Created a detailed manual for a team member who has ADHD in order to decrease the careless mistakes. •Took leadership in outsourcing the task to decrease the employee workload regarding the processing of commute expenses. As a result, the cost will decrease from 1.2million yen to 0.9million yen, the possibility of mistakes will become 1/300. •Directed the revise of Childcare leave regulations as a leader of 6 members and resolved the problem about the length of childcare leaves. •Addressed a miscommunication issue that surfaced in the hiring of temporary staff and received positive feedback from 6 out of 8 departments.

• Managed the employment of people with disabilities, a mentoring program, and a women’s empowerment program. • Successfully increased the average job longevity of employees with disabilities from 6 months to 2 years by prioritizing and paying utmost attention to their benefits over other factors based on my experience with the employment of people with disabilities. • Led to a 450% increase in the percentage of women changing jobs within the company and contributed to generating 4 million yen in the annual training budget through mentoring and women's empowerment programs. • Planned various seminars such as Diversity, Unconscious bias, SDGs and Contextual culture.

• Tasked with the credit management of the sales department. • Led to a 60% decrease in delayed submissions by focusing on strict deadline management for document circulation. • Developed my presence within the working group as a result of obtaining several qualifications and achieving numerous achievements.

• Corporate sales catered towards major firms such as Daiwa House Inc. • Established a more precise method of calculating the differences between steel consumption rates and import rates to minimize the loss of sales opportunities for active existing customers. • Succeeded in business contract renewal with Takara Standard Co., Ltd. (the largest producer of system kitchens), previously contracted to industry-leading Marubeni-Itochu Steel Inc.