Labor Practices

Impact

Average Overtime Hours per Month: 6.74hours

Turnover Rate: 2.24%

Basic Concept

By respecting the dignity and diversity of each Mizuno employee and establishing fair and appropriate labor practices, Mizuno promotes the creation of an environment in which employees can feel secure and demonstrate their capabilities. Mizuno complies with labor-related laws and regulations and labor-management agreements, rigorously manages risks related to working hours, occupational health and safety, and harassment prevention, and maintains a sound work environment. Mizuno also monitors actual working conditions using a range of data and makes continuous improvements, seeking to achieve both a rewarding work experience for employees and sustainable corporate growth.

Labor Governance

Mizuno works to maintain appropriate labor practices under a framework in which the Global Human Resources and General Affairs Department oversees labor management company-wide and supports management and supervision at individual workplaces. We work to improve working conditions and the work environment by complying with applicable labor-related laws and regulations, rules of employment, and collective bargaining agreements, and by engaging in ongoing dialogue through the Central Labor-Management Council and Regional Labor-Management Councils. Furthermore, Mizuno provides managers and supervisors each month with data such as overtime hours and the number of days of paid leave taken, reinforces rigorous management of working hours and occupational health and safety, and strives to achieve sound and transparent labor administration.

Dialogue with Employee Representatives

Mizuno and MIZUNO TECHNICS CORPORATION have entered into a union shop agreement with Mizuno Union (as of March 11, 2026: 1,464 union members (Mizuno: 1,236; MIZUNO TECHNICS CORPORATION: 228) and 996 non-union employees (Mizuno: 830; MIZUNO TECHNICS CORPORATION: 166)) under their collective bargaining agreement. Top management and human resources representatives from both companies, as well as the union chair and other union officers, attend the Central Labor-Management Council, Regional Labor-Management Councils, and other forums, including the Wage and Labor Study Group and the Safety and Health Committee, providing multiple opportunities each month to exchange views on business conditions and hold discussions aimed at establishing fair working conditions, developing and administering various systems, and creating a supportive work environment.

Labor-Management Initiatives

Mizuno and MIZUNO TECHNICS CORPORATION have entered into a union shop agreement with Mizuno Union under their collective bargaining agreement. As of March 11, 2026, union members covered by the collective bargaining agreement accounted for 59.5% of all employees (Mizuno: 59.8%; MIZUNO TECHNICS CORPORATION: 57.9%).
However, among the employee categories included in the figures above, the collective bargaining agreement stipulates that contractual employees, contract employees, and part-time workers may join Mizuno Union under an open-shop system. As of the same date, 32 such employees were union members (27 at Mizuno and 5 at MIZUNO TECHNICS CORPORATION).

Labor and management hold regular meetings. The collective bargaining agreement provides for these meetings as described below, and participants exchange a range of views and hold discussions aimed at improving employees’ working conditions, establishing fair working conditions, developing and administering various systems, and creating a supportive work environment.

Central Labor-Management Council

Composition: Company representatives comprise 2 to 4 people at the executive officer level or above and 2 to 4 managers at the deputy general manager level or above; Mizuno Union representatives comprise 4 to 8 central officers.
Frequency: Once every two months
Supplementary Agenda Items

The council discusses a wide range of agenda items, including:

1. Basic management policies, annual plans, and related matters
2. New business initiatives, establishment or closure of business sites, and overseas operations
3. Formulation and revision of labor agreements, various labor-management accords, and work regulations
4. Employee health and safety
5. Corporate social responsibility (CSR)
6. Employee recruitment plans, training and development, and welfare programs

Regional Labor-Management Councils

Composition: Same as Central Labor-Management Council.
Frequency: Every month
Supplementary Agenda Items: Issues related to the business locations within each block from the Central Labor-Management Council's supplementary agenda items.

For non-union members (employees not subject to the labor contract), employment conditions are set based on the employment rules for fixed-term and indefinite-term employees, which are created based on the labor contract.

Communication between Labor and Management

Under the labor agreement, employees must be notified of reassignments in advance: at least one month prior for secondments and relocations, and at least one week prior for other types of transfers.
For other significant changes, the labor agreement requires prior consultation between labor and management. These matters include:

Recognition of non-union members among employees subject to the union-shop system
Discussions regarding full-time union officials
Disciplinary actions involving union members
Establishment, revision, or abolition of regulations concerning wages and retirement allowances
Annual scheduled working hours and holidays
Revisions to various employee welfare programs
Collective bargaining and related matters

Collaboration with Labor Unions: Global Framework Agreement (GFA)

In November 2025, Mizuno held a regular information exchange meeting at UA Zensen Hall with IndustriALL Global Union (I-ALL), UA Zensen, and Mizuno Union, all signatories to the “Global Framework Agreement*,” which was signed in 2011 to facilitate cooperation in protecting the human rights of workers at contract factories and improving their working conditions. Mizuno reported on the results of its CSR procurement initiatives and outstanding issues in FY2024, while UA Zensen provided information on matters of interest and developments from the labor union perspective.

Items Reported at the Regular GFA Information Exchange Meeting

Mizuno	I-ALL, Mizuno Union
CSR Procurement Initiatives Overview of the Sustainability Initiatives Section, Legal Affairs Office Report on CSR audit results for the past three years and the progress of FY2025 audits Report on the employment of foreign workers by suppliers in Japan	Matters of interest and activity policies of the labor unions I-ALL Overview of the 2026-2029 action plan Garment workers need safe factories campaign Mizuno Union 2024–2026 Medium-term Action Policy Report on visit to domestic Group manufacturing sites Report on visits to overseas offices and factories (Thailand, Cambodia)

* On October 1, 2020, Mizuno updated the terms of the “Global Framework Agreement” it had entered into with IndustriALL Global Union (I-ALL) in 2011.

Presentation at the UA Zensen Central Labor-Management Conference

On the day before the regular information exchange meeting, Mizuno gave a presentation at UA Zensen Hall during the Central Labor-Management Conference of the Clothing and Sports Committee, Manufacturing Industries Division, UA Zensen, on the theme of “Business and Human Rights in the Supply Chain,” introducing its CSR procurement management activities and examples of supply chain measures implemented through the GFA.

Fair Evaluation

Mizuno has established a personnel evaluation system that emphasizes fairness and transparency, enabling every employee to work with confidence in how they are evaluated. The process runs from goal setting and confirmation of results through first- and second-stage evaluations, with meetings and dialogue used to align perspectives on the evaluation and help ensure objectivity. Mizuno also incorporates relative assessments and calibration processes to prevent bias in evaluation results and ensure fair treatment.
Each year, Mizuno also provides evaluator training to managers at the section manager level and above to promote understanding and consistent application of the evaluation system.
Through these practices, Mizuno seeks to ensure appropriate employee evaluations and enhance employees’ sense of fulfillment at work, while also helping to maintain a sound work environment.

Employee Benefits Program

Mizuno offers a distinctive employee benefits program that reflects the needs and preferences of our employees. In addition to defined contribution pension plans and long-service leave programs, we encourage participation in club activities and support self-organized study groups.

Employee Benefits System [*b]—Mizuno Group (Japan)

Defined Contribution Pension Plan [b]^
Details	This is a system in which employees select and manage investment products based on contributions made by the company. Among the available investment options are funds that invest in companies actively engaged in CSR initiatives, thereby raising employeesʼ awareness of CSR.
Performance	Investment education sessions were conducted for plan participants by professional instructors. Continued promotion of the matching contribution system, which allows employees to add personal contributions to those made by the company. Matching contribution participation rate: 50.0％ Adoption rate of the “DC Good Company” fund, which invests in CSR-oriented companies: 1.40%
Employee Stock Ownership Association [*b]
Details	This system supports employees in building personal assets by providing a 10% incentive on their contributions toward the purchase of company stock.
Performance	As of April 1, 2026, the number of participants was 1,199 (out of 3,321 eligible employees across the group).
Long service Leave System [b]^
Details	This program aims to promote rest and rejuvenation through travel by granting special leave and travel subsidies every five years of continuous service.
Performance	In FY2025, 241 employees were eligible (with 132 taking advantage of the program; utilization rate: 54.8%).
Cafeteria Plan System [*b]
Details	Employees are granted a uniform number of points, which they can use to select benefits that suit their individual lifestyles. The company subsidizes part of the cost.
Performance	Approximately 695,000 points were used across the group.
Promoting Club Activities and In-House Sports Events [*b]
Details	A program that encourages and supports in-house sports and cultural activities to promote employee health and invigorate the workplace.
Performance	In FY2025, a new Pickleball Club was established, bringing the number of active sports clubs (including baseball, soccer, and rugby) and cultural clubs (including light music) across the Group in Japan to 26. In FY2025, an online walking event was held once, with approximately 900 employees participating nationwide.

* The reporting scope covers Mizuno Corporation and some domestic Mizuno Group companies in Japan, excluding the Seno Group.

Future Challenges

The central challenge going forward is to prevent gaps from emerging between workplace systems and actual practices and to maintain a sustainable and appropriate work environment as work styles become increasingly diverse. Although the introduction of remote work, flextime arrangements, and other measures has enabled greater flexibility in how employees work, challenges have also become apparent, including the need for more sophisticated management of working hours, greater visibility into productivity, and compatibility with effective organizational management. It is also necessary to further ensure the effectiveness of measures addressing long-standing labor risks, including curbing long working hours and preventing harassment. Alongside developing systems that accommodate diverse lifestyles, Mizuno will continue to assess whether fair evaluation processes and the provision of opportunities for growth are functioning effectively and strengthen initiatives to achieve both improved employee well-being and the Company’s sustainable growth.