The Komori Group respects human rights, opposes discrimination, and promotes diversity in its corporate activities. We protect the dignity of all stakeholders and strive to respect human rights in accordance with international standards.

The Komori Group respects human rights and complies with all relevant laws, international rules, and the spirit of such laws, both in Japan and overseas, and acts with high ethical standards toward the creation of a society capable of sustainable development while conducting our business. In accordance with the United Nations Guiding Principles on Business and Human Rights, the Komori Group has established the Komori Group Human Rights Policy and is committed to promoting respect for human rights.

• Komori Group Human Rights Policy（Adopted in November 2024）

The Komori Group Code of Corporate Conduct and the Komori Group Employee Conduct Standards, which are a Komori Group's code of conduct, specify that we comply with domestic and international laws and regulations and respect universal human rights, respecting the personalities and individuality of all people concerned with our business and not discriminating against them. The code of conduct is translated into seven languages and contributes to an increased awareness at Group companies in Japan and abroad.

• The Komori Group's Code of Corporate Conduct (Reviced 2024)
• Komori Group Employee Code of Corporate Conduct (Reviced 2025)

The Komori Group discloses statement in accordance with the UK Modern Slavery Act.

The Komori Group establish far-reaching co-creation and collaboration to give Kando to our partners including collaborative companies.

From FY2023, the Komori Group has adopted a new management philosophy of "Realization of Kando 'beyond expectations'." We believe that we should bring kando not only to our customers, but also to all our stakeholders and employees, as well as to the society and global environment in which we live.

Based on our management philosophy, we have established the "Komori Group Basic Procurement Policy" to conduct fair and equitable procurement activities, while also striving to build mutually beneficial relationships with our partner companies.

As part of our efforts to provide information to our partner companies, we share Komori's philosophy at annual affiliate policy briefings. Additionally, we hold regular meetings for affiliates every two months at our main facilities (Tsukuba Plant and Komori Machinery), where we share crucial information related to component procurement. Furthermore, we actively promote environmentally conscious procurement by providing updates on Komori's environmental initiatives and the latest trends.

• Komori Group Basic Procurement Policy (Created in May 2024)

Customer interest in the entire supply chain from which products and services are produced has increasing every year. The Komori Group believes that it is necessary to have a shared understanding of corporate social responsibility (CSR) and to work in a co-ordinated manner together with its partner companies, which play an important role. To this end, we have formulated the Komori Group CSR Procurement Guidelines and are working on them together with our partner companies.

• Komori Group CSR Procurement Guidelines ver.1.1 (Created in June 2025)

For more information on green procurement guidelines, please see the Chemicals Management section under the Environment category.

We take the needs of partner companies that we can address to help improve issues they are facing, and work on activities to improve quality and costs with a technical approach.

Production of Komori's printing presses, which consist of approximately 50,000 parts on average, would not be possible without the support of its many high-quality partner companies. As we marked the 100th anniversary of our founding, Komori honored our long-standing business partners.

The Komori Group aims to be an organization where each and every person of our diverse personnel can autonomously grow and continue to play an active role. So we promote the hiring and effective use of diverse talent regardless of gender, nationality, age, and disability, and work to provide well-designed assistance programs for life events, along with pleasant workplace environments.

We have been actively hiring international human resources as part of our global expansion plan. We are also working on a framework for training human resources and assigning them to the right jobs, so that our employees in Japan and overseas can achieve their full potential in their roles. We also hold an annual Global Human Resource Development Council meeting attended by all executive officers and division heads to review and discuss the progress of human resource development in each division to advance continuous human resource development. During FY2025, we appointed two operating officers with foreign citizenships as Group General Managers at the headquarters organization. We also hired three new graduates and mid-career professionals with foreign citizenships (South Korean, Indonesian, and Chinese) during FY2025 and 2026 each. Furthermore, we launched global training programs geared toward executive and middle-level employees, including global executive training (11 employees in the inaugural cohort) and Global Komori Academy (19 employees in the 7th cohort), and introduced educational sessions on crosscultural management and global business management. We also have a trainee program (international training and assignment program) for younger employees to train them to become global human resources going forward.

Making collaborative efforts with overseas subsidiaries and improving personnel systems

The Global HR Meeting we hold brings together HR managers from our Group companies. At the meeting, local subsidiaries share their HR issues as well as information about their human resources, so that the Group’s personnel divisions work even more closely. We also interview these local subsidiaries overseas about HR matters to gain a clear understanding of challenges to meet in an effort to find potential next-generation leaders. We evaluate and train executive employees of local subsidiaries overseas based on management by objectives (MBO) to establish stronger human resources management by the standard we have set to apply globally.

We have also been diversifying our recruitment activities as part of our plans to move our businesses to more advanced and specialized levels. We should emphasize that we make effective use of headhunting and job search websites with scouting features, in addition to hiring more mid-career job applicants, to secure specialized talent with skills and experience we scarcely have internally as well as high-class talent. With this effort, we employ human resources prepared to hit the ground running as a way to develop our businesses and organizational capabilities.

Through diverse HR measures, we actively create environments that enable our employees to fulfill their potential in their own life stages.

Facilitating women's successful careers

To help our women employees pursue their successful careers, we constantly improved and expanded our support programs for working parents, earning the Kurumin certification (in 2021 and 2025), which is awarded to companies that provide support for childrearing. For example, we have introduced a program that would allow male employees to do part of their work while they were on paternity leave after birth (family leave) when the relevant law was revised, encouraging men to flexibly take parental leave. We have also set up an advisory office for working parents intended for employees on maternity/parental leave and those who have returned to work after the leave. The advisory office offers free consulting services by external consultants, such as child-care specialists and certified consultants. Since FY2025, women executives have acted as instructors to deliver lectures on career development and other training geared toward women employees. These lectures and training sessions serve as opportunities for our employees to have conversations with their role models.

Senior employment

We have made improvements in stages to working conditions for employees rehired after retirement (e.g., a reviewed and updated pay scale, expanded use of accumulated annual leave) to maintain and boost senior employees’ motivation.

Since we believe that each employee’s growth and greater motivation lead to higher corporate value, we work to strengthen human resource management as our priority measure. We make efforts to establish a well-developed personnel system and training measures aligned with human capital management in order to boost employee engagement, and hire and retain talented human resources.

Enhance employee engagement

During this fiscal year, we conducted our first engagement survey (attitude survey) of all employees at five Group companies in Japan. The results showed that engagement scores considerably varied between divisions and job levels in particular. It became evident that scores from administration and sales divisions at headquarters were higher than average, whereas those from production and service sites, which constitute the heart of the manufacturing business, tended to be low. The survey results were sent to management and heads of the divisions, and we have continued to share and analyze issues since. We held improvement reporting meetings hosted by the President to discuss what to do to improve engagement in the divisions that had low scores, among other actions taken. We plan to conduct the employee engagement survey regularly to keep track of long-term trends, so that we will make continuous improvements in workplaces.
Our efforts yielded certain effects. For example, we customarily check the levels of our employees’ stress. We used the analysis of this checkup to take measures to boost communication in a department with highly stressed employees. Consequently, the percentage of those with high stress levels dropped. We intend to improve our employee engagement through the cycles of improvements based on survey results, thereby achieving positive outcomes, including greater productivity and business performance.

We are also working on a framework geared to fair and transparent performance evaluation and optimal personnel allocation. Each employee has a one-on-one meeting with their supervisor semiannually to thoroughly check the targets they have set against the progress they have made toward these targets using a target management sheet. The results are incorporated into their performance evaluation so that they receive feedback. A self-reporting system is also available to our employees. It provides opportunities for them to submit their transfer requests and/or the careers they aspire to pursue, so that personnel allocation will be aligned with their wishes wherever possible. In FY2025, we also introduced a new internal job posing system called the Career Challenge Program in order to foster a culture that would allow motivated employees to take up as many new challenges as possible. The first job postings consisted of 25 open positions in various departments, and selected applicants were transferred. This system that allows employees to apply for internal open positions of their own accord facilitates their proactive career development, along with the effective use of internal human resources.
We will remain committed to hiring and retaining talented human resources by continuing to operate our fair personnel system and improve benefits.

The above table can be viewed in its entirety by scrolling horizontally.

The Komori Group defines human capital as the asset of paramount importance. We work to support each employee in their self-development efforts and boost their engagement. We conducted our first employee engagement survey this fiscal year to gain an accurate picture of the present state and analyze issues, so that each division would pursue its improvement measures.
As globalization continues, we are also committed to developing international human resources. We have been expanding operational locations overseas and hiring and training diverse talent with greater speed than ever, promoting employees with foreign citizenships and holding global executive training. Furthermore, to advance diversity and work-style reform, we adopted remote work, staggered hours, and free-address seating, among others, thereby enabling employees to work flexibly.
We also actively work on health and productivity management to boost our employees’physical and mental health as part of our management strategy. We will remain committed to creating environments that allow all employees to thrive autonomously, which we believe will lead to continuous enhancement of our corporate value.

• 1.Diversity Promotion

  Employing diverse human resources and assistance with work-life balance aligned with life events

• 2.Enhancement of Human Resource Management

  Personnel and educational systems to enhance work ethic and skills

• 3.Establishment of a Comfortable Workplace Environment

  A workplace environment that allows a healthy and flexible work style

We adopted remote work and staggered work hours during the COVID-19 pandemic, and continued to use these arrangements even after the illness was reclassified in accordance with the Infectious Disease Act, so that they would serve as not only measures to curb the spread of an infection, but an established part of our employees' new work styles. Today, these work arrangements are officially among our standard internal systems. We are also exploring and promoting ways to expand the systems to facilitate flexible work styles free from constraints of time and place for motivated and talented employees.

As part of Komori's work-style reform, we opened a satellite office for Komori and its subsidiary SERIA CORPORATION at Tokiwabashi Tower in Otemachi, Chiyoda-ku, Tokyo. We plan to take advantage of the office’s convenient location in central Tokyo as we work to hire more human resources for product development , support diverse work styles, and pursue collaborative work with domestic and international customers and partners. This satellite office also functions as a workspace available to employees while they are traveling on business, contributing to our employees’ greater productivity and work efficiency.

Health and productivity management

Komori actively pursues ways to boost its employees' physical and mental health as part of its management strategy. We implement measures to ensure employees' greater health as part of our routine, including robust labor management, regular checkups for all employees, encouraging employees to receive specific health guidance, and radio calisthenics as a daily practice. In addition, we continue to provide on-site flu vaccination, among other measures, as part of our company-wide commitment to helping employees stay in good health, physically and mentally.

Promotional system

Komori is committed to working closely with local communities and is engaged in a wide range of initiatives aimed at realizing a sustainable society.

Sumida Aquarium “AQTION!” Supporter

Komori has joined as a supporter of “AQTION!” sustainability initiative promoted by Sumida Aquarium.
AQTION! is a project that provides opportunities to engage with local wildlife and the natural environment through workshops and events, while also offering educational programs focused on familiar ecosystems and endangered species.
Through this initiative, Komori deepens its connection with the community while supporting Sumida Aquarium's marine conservation efforts. This initiative is also positioned as part of Komori's efforts to address biodiversity.

Click here for details about AQTION! at Sumida Aquarium.

Donations to the International NGO WaterAid

Security Press Business Group continuously supports the international NGO WaterAid, as it relates to the organization's guiding principles.
WaterAid supplies water and installs toilet facilities to rural areas, schools, and healthcare facilities to provide clean water and hygienic environments in 22 countries in Asia, Africa, and South America, among others. Since our businesses use a large amount of water in the manufacturing of rolls for banknotes, there is a close affinity between WaterAid and Komori. We continue to support the organization as part of our efforts toward the creation of a sustainable society.

Click here for details on WaterAid