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Labor Practices

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: 54.3%
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 the end of March 2025, the number of participants was 905 (out of 3,246 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 fiscal year 2024, 253 employees were eligible, with 159 taking advantage of the program (utilization rate: 65.2%).
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 668,000 points were used across the group.
Promoting club activities and in-house sports events[*b]
Details This system encourages and supports sports and cultural activities within the company to promote employee health and enhance internal engagement.
Performance Around 25 clubs are active across the domestic group, including sports clubs (baseball, soccer, rugby) and cultural clubs (light music, etc.).
In fiscal year 2024, an online walking event was held once, with approximately 900 employees participating nationwide.

* The reporting scope excludes the Seno Group and includes Mizuno Corporation and some domestic Mizuno Group companies.

Dialogue with Employee Representatives

Mizuno and Mizuno Technics have entered into a union shop agreement with Mizuno Union as part of their labor agreement. As of March 31, 2025, Mizuno Union had 1,294 union members and 783 non-members.
To foster mutual understanding and improve workplace conditions, the companies hold multiple monthly meetings for dialogue and consultation. These include the Central Labor-Management Council, regional labor-management councils, the Wage and Labor Study Group, and the Safety and Health Committee. These meetings are attended by top management, HR representatives, and union leaders.
Discussions cover a wide range of topics, including business conditions, fair labor practices, the development and operation of various systems, and the creation of a more comfortable and supportive work environment.

Labor-Management Initiatives

Mizuno and Mizuno Technics have entered into a union shop agreement with Mizuno Union as part of their labor agreement. As of March 31, 2025, Mizuno Union had 1,294 union members and 783 non-members, with union members accounting for 62.3% of the total workforce of 2,077 employees.
Under the labor agreement, contract employees, temporary staff, and part-time employees are eligible to join Mizuno Union under an open shop system. As of the same date, 35 such employees had joined the union (included in the total of 1,294 union members).

Regular labor-management meetings are held in accordance with the labor agreement. These meetings serve as a platform for exchanging opinions and conducting discussions aimed at improving working conditions, developing and operating fair labor systems, and creating a more comfortable and supportive workplace environment.

Central Labor-Management Council

The Central Labor-Management Council is a key platform for dialogue between Mizuno, Mizuno Technics, and Mizuno Union. It is held once every two months and attended by senior representatives from both the company and the union. On the company side, 2 to 4 executive officers and 2 to 4 managers at the deputy general manager level or above participate. From Mizuno Union, 4 to 8 central executive members attend.

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

1. Basic management policies and annual business plans
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 safety and health
5. Corporate social responsibility (CSR)
6. Employee recruitment plans, training and development, and welfare programs

These discussions aim to promote fair labor practices, improve working conditions, and build a workplace environment that supports employee well-being and sustainable business growth.

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