The JAMCO Group constantly undertakes to respect the human rights of all persons in its business.
In order to continue to be “a sincere company that respects personnel,” JAMCO will support the growth of all employees, and promote a workplace environment where everyone can actively work.

* “International standards” refers to ‘international standards regarding business and human rights’ that are represented by the following:
・”Universal Declaration of Human Rights & International Covenants on Human Rights” (United Nations)
・“ILO Declaration on Fundamental Principles & Rights at Work” (International Labor Organization/ILO)
・”Guiding Principles on Business and Human Rights” (United Nations)

Per our Compliance Code, JAMCO Group pledges to observe applicable laws, international rules, internal regulations, and other regulations, and behave properly in accordance with firm ethical standards and a sincere social conscience. On the basis of this code, we observe Japanese laws and ordinances in accordance with our respect for the rights denoted in the International Bill of Human Rights and the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, prohibiting any and all discrimination on ethnicity, religion, sex, age, sexual orientation, disability, nationality, etc., as well as child labor, forced or excessive labor, and harassment. We also respect the fundamental rights of employees, including freedom of association, collective bargaining, and a minimum wage. We also call on these matters to be observed throughout our supply chain.

The CSR Promotion Committee centrally supervises matters relating to labor and human rights for the Group. With the Executive Officer in charge of Sustainability Promotion as Chairperson, the CSR Promotion Committee convenes periodically and otherwise as required to promote overall activities relating to human rights, including training and responses to risks to such rights.

The JAMCO Group operates reporting points appropriately and undertakes continually to build efficacious policies to allow prompt discovery and correction of human rights violations.
We have established internal and external compliance hotlines (contact points for whistleblowing and consultation and inquiries concerning harassment, etc.), which accept anonymous inquiries. Staffers with a strict duty to uphold confidentiality, for consultation both internally and externally, strive to respond to whistleblowing and inquiries as sincerely and promptly as possible in cooperation with relevant internal departments and external consultants and attorneys. Our internal regulations, which stipulate specific operating procedures, mandate the protection of whistleblowers to prevent unfavorable treatment toward them, as well as periodic training and other methods to ensure accurate understanding and widespread awareness of the whistleblowing and consultation hotlines and how to contact them. They also require that efforts be made to improve operation.

Since FY2023, the JAMCO Group has been conducting human rights due diligence in accordance with the United Nations Guiding Principles on Business and Human Rights.
The status of progress is as follows.

In FY2024, for target locations in Japan and overseas, we reviewed applicable laws and regulations and internal
company regulations and conducted interviews with top management as well as human resources and procurement departments. We also conducted a survey of all executives and employees at overseas locations. Together with external specialist organizations, we identified and assessed human rights risks within our business. We also initiated study seminars within and outside the company to promote understanding of human rights.
Additionally, we performed basic information analysis of major supply chains in order to visualize their human rights risks and conducted surveys of 10 selected representative companies. We share the results of such risk analyses with people in charge of procurement within Group to validate the information and exchange opinions.
Note also that we conduct annual CSR surveys of all those we do business with, including a risk assessment
relating to human rights.

The JAMCO Group will continue to conduct human rights risk assessments on an ongoing basis, discuss appropriate responses with the people involved based on the results, and otherwise bolster our efforts to promote human rights due diligence initiatives.

In its efforts at instruction relating to human rights, JAMCO Group distributes its Compliance Handbook to all officers and employees. It presents Guidelines for Action relating to respect for basic human rights as follows.

In addition to regular training for officers and employees, in FY2023 we conducted training for management and executives at our overseas Group companies. Awareness of human rights among officers and employees is improving annually.
In our regular business activities, there are opportunities for contact with persons having various outlooks and values, including customers, business associates, and persons in our local communities, as well as our coworkers on the job. As a foundation of social responsibility, we instruct our employees to meet with all persons with mutual understanding and respect and dignity, rather than rejection.

Anchored in the aviation industry, JAMCO Group devotes infinite consideration to the safety and quality indispensable to expand our business, supplying high added-value products and services positioned to harness our rich technical expertise. This is our bold aspiration to excel as a sustainable corporate entity, thereby contributing to the creation of an equally sound and sustainable social fabric. To achieve this goal, we believe it is essential that the human rights of our officers, employees and customers (including business partners; the same applies hereinafter) are respected and that an appropriate working environment is secured. The JAMCO Group “Guidelines on Customer Harassment” have been formulated with this belief in mind.

If we determine that a customer's demand, speech or conduct fall under the “Definition of Customer Harassment” set forth below, we may discontinue further transactions or dealings with that customer.
We will take a firm stand against customer harassment, including reporting same to the police and taking other appropriate legal measures as necessary.

Our Group defines customer harassment as actions taken by customers that meet the following three criteria:

We consider the following conduct by customers to constitute customer harassment based on the above definition:

• Violence, slander, insults, threats, discriminatory speech or conduct
• Intimidating speech or conduct, excessive demands
• Prolonged restraint (refusal to leave or not letting an employee return to work), repeated unreasonable demands, persistent inquiries
• Excessive demands for apologies
• Photographing employees or facilities without permission
• Posting and slander on social media and/or the Internet
• Sexual remarks or conduct
• Attacks or demands directed at individual employees

We will implement the following measures to prevent customer harassment incidents, ensure a smooth response to any incidents that do occur, and provide support to
victims.

• Establish a response system for customer harassment incidents
• Implement internal training to familiarize employees with what constitutes customer harassment and the system for responding to it, and to ensure employees do not engage in customer harassment against personnel at external companies such as our contractors or partner companies
• Provide care to employees who have experienced customer harassment

The JAMCO Group will contribute to the Group’s sustainable growth and creation of a better society by promoting diversity, equity, and inclusion of human resources, setting up a workplace environment where employees with various backgrounds can play an active role.

JAMCO Group has established various systems to promote the work-life balance of our employees in order to create a workplace environment where our diverse human resources can work vigorously and rewardingly, and maximize their abilities.
We have devised a General Employer Action Plan, promoting balancing work with raising children, thereby responding to such matters as questions of returning to work after childcare leave and children on daycare waiting lists. We are establishing an environment at our Tachikawa primary business facility allowing preferential use of the corporaterun daycare center run by tenant owners. We are also adopting telecommuting to respond to employees’ needs regarding childcare, which is widely used by male as well as female employees.
JAMCO will continue to evaluate and enhance the creation of a comfortable work environment together with its employees.

On May 13, 2024, we were notified by the Director of the Tokyo Labor Bureau of our qualification as a general employer that satisfies the standards of Kurumin certification. Kurumin is a certification granted by the Minister of Health, Labour and Welfare that recognizes companies supporting childcare. It is granted to companies that have formulated a general employer action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children, have achieved the goals set in
their plan and met certain criteria.

We introduced a GLTD system starting in FY2022, creating an environment where employees can enjoy peace of mind as they focus on their recovery if they had become unable to work, helping them to return to work as soon as possible.

To create an environment where all employees can manage both work and childcare, and can demonstrate their abilities to the fullest. Also, to support the development of the next generation, and to promote activities by female employees, we have formulated the following action plan:

We aim for all employees, including managers, to take 8 or more days of annual paid leave, and the achievement rate as of March 2025 is 100%. Starting in fiscal 2025, we have begun reviewing our systems to accommodate diverse annual leave needs. This includes making it possible for employees to take annual leave in hourly increments.

We regularly hold meetings of an Overtime Reduction Council, with participation from both labor and management, aimed at reducing overtime hours. We continue to hold discussions based on the actual situation regarding various issues faced by each organization.

We are able to prevent overwork and other problems by simplifying overtime management by employees and managers alike by such attendance system functions as alerts.

In addition to undertaking toward making better workplaces on the basis of coordination between labor and management, we secure work agreements with the JAMCO Labor Union, having sincere discussions on concerns to be resolved and directions for the company to take, including wages, hours, health and safety, and employee welfare and benefits, thereby building a positive trust relationship.
We also periodically convene meetings of the Central Labor-Management Council, where opinions and information are exchanged on various subjects to improve the contents of programs and policies on the basis of attendance by the President and CEO and the rest of core management.
As of the end of FY2024, 706 employees were JAMCO Labor Union members, accounting for 100% of eligible employees.

In FY2024, we established our “Guidelines for Remote Work.” We are working on measures to enable flexible workstyles for employees, including the ability to work from home one day a week without any specific reason.

The JAMCO Group is continuously working to create employment opportunities and promote the active participation of people with disabilities.
Each Group company strives to create a work environment in which people with disabilities can work together in comfort. We are also actively promoting employment at Orange JAMCO Corporation (100% owned by our company; 32 employees as of March 2025), a special subsidiary established in 1999 that is entrusted with auxiliary work within factories. The employment rate of people with disabilities is 3.3% (as of March 2025), well above the legally required rate of 2.5%.
We will continue our efforts to promote the abilities of those with disabilities and increase their motivation to work.

We have set down implementation programs, educational systems, etc., relating to education and training in our internal regulations for education and training. The educational system consists of the following items. The positioning of each training program is shown in the educational system diagram on the next page.

Hierarchical training is configured of entry-level training for newly promoted employees and follow-up training. Its objective is comprehension of the roles expected of these positions, improvement of corresponding abilities, and acquisition of thoughts, techniques, etc., of solving problems confronting them at work.

This is training for selecting candidates for future management and developing them at early opportunities.
It imparts realization while making such employees recognize business environments and motivating selfawareness and changes in actions, and aims to improve management abilities.
Another crucial management concern is promoting women’s activity, and we are carrying out training through training programs for female leaders and leadership candidates that motivates them to comprehend and have
self-awareness

We conduct various curricula toward improving corporate international competitiveness including overseas dispatch programs, training programs at language schools, e-learning and online English conversation.

We are systematically conducting specialized skill education by each Group for our employees to acquire internal and official qualifications and specialist knowledge, skills, techniques, etc., as required for their work.

We conduct training as called for with the objective of cultivating general and specialist knowledge in such areas as compliance and information security according to changes in various laws and ordinances, changes in societal conditions and business environments, etc.

We are building programs for self-directed learning in selfdevelopment, including various types of remote education and e-learning contributing to individual career enhancement and skills improvement.

We believe that each and every one of our employees are the most important management resource, and that employee growth drives JAMCO’s sustained progress. We are undertaking the human resource development that forms the basis thereof and promoting creating an attractive workplace environment where employees can work energetically. We are also instituting a fair and equitable evaluation program whereby employees can work in a highly motivated manner.
We survey employee awareness every two years unless otherwise indicated, and communicate findings companywide, including to management. Turning to annual stress checks, we work to elevate employee satisfaction and engagement, through such as distributing detailed feedback reports to concerned parties and giving guidance on specific measures for improving workplace environments.

For sustainable growth, we are working to acquire human resources that meet our desired image of having a globallyoriented viewpoint and mindset, being strong-willed and able to think and act on their own, able to cooperate with their surroundings and generate greater power, and striving to the utmost with a sense of responsibility.
We impart our particular image of working at JAMCO in the hiring process through such efforts as symposia, interviews, and keeping in touch with probable recruits, thereby avoiding mismatches after hiring.
Turning to keeping human resources in place, we conduct such policies as new employee support programs and new employee supplemental education to drive improved post-hiring ease of working and job satisfaction.
We also have career development programs in place and operate career rotation programs and succession plans to keep each and every employee’s motivation up and allow them to exercise their abilities.
In terms of benefits, we are establishing such initiatives as providing full-fledged leave programs for work-life balance and services for finding carer support, as well as telecommuting and reduced hours programs, to effect a balance between childcare and caregiving on the one hand and work on the other.

* In JAMCO, the people in charge of safety and health in each district (supervisors of safety and health managers, safety managers, health managers, safety and health promoters and industrial physicians) are all assigned according to the number of employees.
* JAMCO assigns a dedicated operations chief as stipulated in the Industrial Safety and Health Act of each district.

In FY2024, JAMCO strived to create a “safe and secure” working environment and worked on the following priorities.

To protect the health of employees, JAMCO has set in place an environment for maintaining health. This includes providing employees with education on hierarchical mental health in addition to mandatory stress checks. We have also made it compulsory for all employees to have physical health examinations, provide support for employees who are over a certain age to have a comprehensive medical checkup, and have established an external helpline that accepts health consultations 24-hours a day.

We are working to raise employee safety awareness every day, such as by informing employees about how to respond to occupational accidents and earthquake disasters, implementing safety and health education for employees at factory sites, and conducting employee safety confirmation drills.
In January 2025, Group company Tokushima JAMCO Corporation attained 7,000 consecutive accident-free days.
For over 28 years since December 1996, the Corporation has operated without a single work-related accident that necessitated an absence from duty. This remarkable record was made possible by the safety awareness and efforts of all past and present employees.
Going forward, we will work to extend such accidentfree records by elevating safety awareness and providing comprehensive safety education.

JAMCO contributes to society by providing high quality products and services that meet customer satisfaction, all while prioritizing safety and quality.

As the top priority in its Basic Principles of Management, JAMCO spares no effort in working to “Ensure flight safety and strengthen our quality.” Anchored in the aviation industry, we devote infinite consideration to the safety and quality indispensable to expand our business, supplying high addedvalue products and services positioned to harness our rich technical expertise. This is our bold aspiration to excel as a sustainable corporate entity, thereby contributing to the creation of an equally sound and sustainable social fabric.

JAMCO directly contributes to safe operations by manufacturing and maintaining aircraft and aircraft equipment. We strive to improve the quality of our products and services, guarantee safety, and build customer trust by creating a solid framework for the safety and quality management systems of the JAMCO Group, working to foster a culture of safety and to improve quality across the Group, and reliably implement the PDCA cycle.

JAMCO works with Group companies to promote aviation safety together. Departments with responsibility for promoting aviation safety take a comprehensive and integrated approach to hazards, risks, and unsafe ncidents
while all personnel work together to ensure customer safety and drive progress in aviation.

In order to fully ensure quality control, JAMCO is focused on strengthening the quality management system by establishing a good cooperation between the manufacturing, quality assurance, quality audit, and inspection divisions.

JAMCO is actively committed to providing high quality products and services that satisfy customers by establishing, implementing, and maintaining quality policies that align with the business of each organization in accordance with the requirements of JIS Q 9100 and the quality policy established by the top management.

Our business requires an advanced quality assurance system that is specific to the aerospace industry. So, we have acquired JIS Q 9100 “Quality Management System” and ISO 27001 “Information Security Management Systems” certification, as well as certification from aviation bureaus in Japan and other countries, and are building quality assurance and other systems that are suited to the various demands of our business.
Please see our corporate site for more details on acquisition of certifications.

The JAMCO Group strives to build fair and sound relationships with our business partners by always conducting business honestly so that we can develop together with them.
JAMCO has been promoting procurement that adheres to social norms in accordance with the laws and ordinances of each country and region. However, in response to growing social demands in recent years, we think that it is necessary to work with our business partners on CSR and to fulfill our responsibilities to society more actively. We share procurement policies with our Group companies and are cooperating with our business partners to promote initiatives throughout the supply chain.

The JAMCO Group has established a procurement policy, requires business partners to comply with it, and promotes CSR activities throughout the entire supply chain.

We hereby declare that we will concentrate our efforts on the following matters in order to build new Partnerships by promoting business tie-ups, and co-existence and coprosperity, with our supply chain and value-creating business partners.

We have been conducting CSR surveys since FY2017 to assess the current state of CSR at our Group companies and business partners. In FY2024, we conducted surveys using the CSR/ Sustainable Procurement Self-Assessment Questionnaire (Common SAQ)* formulated by the Global Compact Network Japan (GCNJ). We have used this questionnaire since FY2021.
Fifty-four companies (15 business partners of the Aircraft Maintenance and Manufacturing Group, 36 business partners of the Aircraft Interiors Group, and three Group companies) responded to the surveys. The survey results are shown in the figure below.

The average score across all items has continued to increase, from 71 points in FY2022 to 73 points in FY2023 and 74 points in FY2024. We will continue working to support subcontractors who we determine need to improve, by mutually confirming issues together and aiding them in making improvement.

* The CSR/Sustainable Procurement Self-Assessment Questionnaire (Common SAQ) deepens mutual understanding among all companies involved in the supply chain, and enables them to practice CSR Procurement on a global level, by having them answer SAQ questions. It was designed to be consistent with international standards such as the ten principles of the United Nations Global Compact (UNGC), ISO 26000, and the GRI.

Tantalum, tin, tungsten and gold are four minerals (conflict minerals) produced by the Democratic Republic of the Congo and surrounding countries, and the funding of armed insurgents causing atrocities in these countries through the sale of these minerals has become an international problem.
So as to not facilitate conflicts in those areas, JAMCO declares we do not use materials recognized as conflict minerals, and we are responding appropriately to requests for reviews and reports on conflict mineral regulations from customers.
We are also requesting suppliers of raw materials related to these four kinds of minerals to submit a pledge that the materials we purchase not to contain conflict minerals.

As member of local communities, the JAMCO Group values its relationships with everyone in those communities. JAMCO promotes volunteering and other social contribution activities such as interaction with local residents, education/academic support, and joint research and development through industry-government collaboration.

One of our materiality items is “Enhancement of trusting relationships with our supply chain,” and we believe that it is essential to cooperate with all our suppliers to contribute to sustainability.
In this feature, we look at some of our suppliers, selected from those that respond to our annual CSR surveys, who are pursuing their own sustainability activities.