Integrating Our Corporate Philosophy

Encouraging understanding and resonance with our vision statement, which articulates our corporate philosophy, and proactively embodying it are essential for bolstering our organizational foundation and ensuring sustainable business management.
Over 90% of the Group's organization comprises mid-career hires with diverse backgrounds. We believe that having our employees deeply understand and resonate with our corporate philosophy fosters a strong desire to find meaning and pride in their work with us and to contribute as valued members of the organization.

Initiatives for integrating our corporate philosophy

Vision Statement booklets

We give all officers and employees booklets that articulate our corporate philosophy, ensuring it is readily available for reference at any time. We also publish a detailed version summarizing the background and context of our corporate philosophy on the corporate intranet to foster more profound insight.

Vision Meetings

We hold Vision Meetings where all new employees can speak directly with our CEO to delve into the meaning of our corporate philosophy. Moreover, before and after the Vision Meeting with the CEO, HR facilitates preparation and conducts follow-up, making the meeting even more effective.

Corporate philosophy integration workshops by department

Departments hold quarterly workshops, led by the department head. These workshops provide regular opportunities for the entire unit to deepen their understanding of the corporate philosophy, encouraging everyone to internalize it as their own.

Behavioral evaluations

All officers and employees receive 360-degree evaluations, with scores based on compliance with the Group's Code of Conduct. We announce the average scores for each action item at the company level and by layer. Every officer and employee has the opportunity to reflect objectively on their behavior and share the results with their superiors.

Perception surveys

We regularly conduct internal corporate philosophy surveys to monitor understanding, resonance, and embodiment.

Developing Human Resources

Approach to developing human resources

SPARX Group's business foundation is underpinned by the employees who work here.
We regard our employees as our most important capital. We remain committed to managing our organization so that our diverse employees can continue to work securely, healthily, and energetically with a high degree of expertise and motivation to realize the SPARX Group's purpose of "making the world wealthier, healthier, and happier."
As a professional firm, we value on-the-job training (OJT). We believe employees learn and grow by gaining practical experience through real-world business scenarios in their assigned areas of expertise.
Moreover, the milieu around the Group is becoming increasingly diverse, with technological innovations advancing at an astonishing pace and individual values changing. It is crucial that we, as an organization in such an environment, create a workplace in which highly professional personnel with extensive knowledge and education can maximize their abilities.
In this era of rapid change, maintaining sustainable growth requires diversifying our organization's human resources while simultaneously developing individuals who understand and practice the values and Code of Conduct we hold dear.

Systems for developing human resources

While we emphasize on-the-job training (OJT), we also offer a variety of off-the-job training programs. We have introduced training and frameworks to deepen understanding of our vision statement and Code of Conduct and to encourage employees to feel unified in organizational operations.
We also provide training programs, such as management skills enhancement, targeting the next generation of middle management who will drive future business growth.
Moving forward, we will strive to enhance departmental training to systematically develop employees with specialized knowledge and skills in all departments.
We also believe that bringing in human resources with diverse backgrounds and knowledge across different fields will introduce new perspectives and novel ideas, leading to innovation.
To this end, we will endeavor to provide learning opportunities where individual employees can learn autonomously and satisfy their intellectual curiosity in a wide range of areas, even outside their area of expertise.

Human resource development-oriented initiatives

The Buffett Club

Through this internal study group, we learn and discuss the philosophies and methodologies of renowned investors, including Warren Buffett, with the aim of passing down our CEO, Shuhei Abe's, investment philosophy--the DNA of the Group since its founding--to the next generation. It serves as a place for employees to share the values of aiming to be "the most trusted and respected investment firm in the world" and bringing economic prosperity and happiness to clients. Furthermore, the essence of the investment philosophy born from these study sessions is compiled as the "Buffett Club's Maxims."

The Buffett Club's Maxims (Japanese only)

Improving middle management and developing the next generation of human resources

Middle management leads at the front line and serves as the nexus between general employees and the company, making their development and improvement vital to our efforts. Bolstering and improving their management skills is crucial for organizational operations.

1. Manager training

We encourage middle management--those who operate the organization close to the front lines--to reaffirm and become more aware of their role as managers. We aim to have them improve and bolster their management skills by visualizing their strengths and weaknesses, developing concrete action plans to reinforce their strengths and improve their weaknesses, and implementing the PDCA cycle of practice, review, improvement, and further practice.
Additionally, we incorporate evaluator training to provide the appropriate feedback needed to help develop and motivate members.

2. Leadership training

To cultivate the next generation of middle management, we support the growth of our leader-level employees--those in roles close to management--by helping them visualize their strengths and weaknesses. They translate their leadership actions into action plans, implement them, reflect on the outcomes, improve, and practice again. This process fosters early awareness of team management, enabling us to develop their leadership skills.

Onboarding initiatives

The Group prevents mismatches with newly hired talent. It supports new employees in quickly adapting to the workplace and becoming productive contributors. This initiative fosters an early sense of belonging to the organization and a sense of contribution while also preventing early turnover.

1. Interviewer training

Because human resources are our most valuable capital, we consider recruitment (screening) vital.
To improve the accuracy of our screening and recruit human resources who fit our culture, we conduct interviewer training across the organization, from general staff to department heads.
Rather than judging candidate screening on vague reasons or impressions, interviewers learn the STAR model to screen candidates and ask questions that help evaluate them.

2. Mentor appointment and training

We appoint senior employees to serve as mentors to help relatively inexperienced new hires contribute to the organization early on.
Unlike OJT, these mentors are appointed from a different job category (department) from the new employees. Appointed mentors receive mentor training, including the basics of one-on-one interviewing.
We have established a system where mentors are available for consultation at any time and provide continuous follow-up during the period immediately after joining the company, when anxiety and stress are highest.

3. Providing new employees with opportunities for inter-departmental connections

We have introduced a Welcome Lunch system as part of our onboarding program. It provides new employees with opportunities to have lunch with colleagues from other departments, so they can introduce themselves to different workplaces. New employees have ample opportunities to interact with other departments, gaining insight into their work. It helps foster a sense of belonging within the organization early on and contributes to increased engagement.

4. Guidance provided by department heads

To ensure new employees succeed quickly, the heads of each business division conduct guidance sessions. These sessions help them understand the roles and responsibilities of each business division and how these relate to their own duties, thereby enhancing their sense of belonging and motivation to contribute.
New employees from overseas subsidiaries are also invited to the Tokyo headquarters for similar guidance sessions. That fosters a sense of unity across the entire group, including overseas locations.

Providing opportunities for self-development

・Qualification Incentive Program

We demand highly specialized knowledge and skills to promote our business.
We have introduced a system that offers incentives for obtaining public qualifications that are particularly relevant to our business. It is part of our support for employees' desire to grow by developing and improving their highly specialized skills.

<Qualifications eligible for incentives>

Training in DX

The development of digital technology is changing our lives, personally and professionally.
This trend shows no signs of stopping, so we must utilize digital technology in both our business and our individual tasks.
To this end, we will work to raise IT literacy among our officers and employees and build an IT-literate organization.
Additionally, we regularly share educational content to continuously raise employee awareness of network security and bolster information security across the entire organization. We also conduct practical IT training through targeted-attack email simulations.

Compliance training

We demand the utmost compliance given that the Group holds client assets in trust. We conduct regular compliance training to ensure strict adherence to laws, regulations, and social norms, enabling fair and appropriate business operations. This approach fosters professionals with integrity and a high level of compliance awareness.
The scope and content of such training are diverse, including mandatory sessions for all officers and employees, executive training, and programs for specific officer and employee groups. Broadly, they fall into the following categories:
・Sessions aimed at explaining laws, regulations, and company rules;
・Sessions featuring outside lawyers or experts providing instruction on relevant specialized fields;
・Sessions aimed at explaining our overall compliance framework to new hires and employees transferring to the company.

Harassment training

We regularly hold harassment prevention training for all officers and employees.
We provide opportunities for all officers and employees to consider harassment by learning about it in all its forms before discussing it in groups and making presentations on issues such as unconscious bias and the generation gap, which may be factors in harassment.

Human rights initiatives

Recruitment

Approach to recruitment

We have established common groupwide selection criteria and hire based on the individual, seeking not only experience and skills but also people with high aspirations who can resonate with and embody our vision statement.
Our selection process is fair and unrelated to attributes such as gender, nationality, or industry background.

Recruitment initiatives

During interviews, as many officers and employees as possible meet with candidates to give everyone a chance to get to know each other. Executive officers, directors, and the CEO join department heads and team members in the selection process. Recruitment decisions are made from various perspectives, including not only the candidate's potential contribution and retention within the department, but also their personality and their compatibility with our vision statement and organizational culture.
Furthermore, to recruit a broad range of talent, we have introduced an employee referral program and established a system that allows candidates to apply directly through our company website, automatically entering our selection process.

• A casual interview may be conducted before the first formal interview.
• The first interview may consist of multiple sessions.
• An aptitude test or reference check may be conducted.

We hire on an ongoing basis.
Access the following page for the latest job openings and ways to apply:

Career Information

Evaluation & Compensation

Approach to evaluations

The Group evaluates performance and contributions based on the skills, abilities, and responsibilities required for each role, regardless of attributes such as years of service, gender, or nationality.
Our fundamental approach to evaluations involves conducting comprehensive assessments that encompass both quantitative metrics and qualitative aspects such as compliance, client-centricity, talent development, and collaboration.
Moreover, we conduct 360-degree evaluations of how all officers and employees follow our Code of Conduct, providing each individual with an opportunity for self-reflection on their actions. We believe evaluation results must foster growth and motivate all employees, from new hires to veterans, to strive for greater achievements on a larger stage.

Approach to compensation (structure)

Our compensation structure consists of a base annual salary, performance bonuses, and stock-based compensation.
We do not offer attribute-based allowances, and we only pay allowances for commuting and overtime. Our compensation structure is based on the concept of "pay for performance."
Job grades determine base annual salaries based on each individual's duties, role, and responsibilities. Compensation amounts may be revised based on comprehensive evaluations of factors such as individual performance and the ability to fulfill one's duties.
Performance bonuses are allocated based on individual performance evaluations and company and departmental performance.
An additional stock-based compensation grant is provided as a medium- to long-term incentive, based on company performance, individual qualification levels, and performance.
We maintain competitive compensation levels in the labor market, using external research organizations to compare and verify them against market standards for each job and position.

Providing a Comfortable Workplace

We believe that creating an environment where people can work comfortably and enthusiastically is essential for achieving sustainable growth.
Unifying our investment philosophy and sharing common values is a crucial foundation, especially for an investment group like ours that employs diverse investment strategies. Therefore, we go beyond simply upgrading physical facilities to creating mechanisms that facilitate smooth communication and natural interaction among employees. We provide such an environment to improve operational efficiency and productivity, ultimately maximizing corporate value.
We also advance initiatives respecting human rights and establish various systems to ensure that our diverse talent can work with mutual respect and peace of mind, as we strive to create a comfortable working environment both physically and mentally.

Building a communication-oriented workplace environment

Office environment initiatives

1. Promoting spontaneous encounters and groupwide communication

The central work area features an open, wall-free design, eliminating barriers between departments. That creates an environment where employees naturally understand each other's work and can easily engage in conversations. This daily interaction lays the foundation for instilling our group's values and behavioral patterns, enhancing unity across the entire organization.
Moreover, we have established multipurpose areas separate from the work zones, such as cafe spaces and refreshment areas, to encourage spontaneous encounters and conversations across departments. These spaces provide natural settings for casual conversation and the exchange of ideas.

2. Spatial design balancing concentration and interaction

We have installed numerous private concentration booths that block out surrounding conversations and noise, creating an environment suitable for tasks that require high concentration, such as document preparation and analysis. This approach aims to improve operational efficiency and productivity.
Meanwhile, we have placed multiple casual meeting spaces within the work areas, fostering an environment where employees can easily exchange opinions and consult with others as an extension of everyday conversation. These spaces enable idea sharing and swift decision-making, enhancing the organization's overall flexibility and responsiveness. They also serve as spots where our group's values and behaviors are naturally embodied in daily operations.

Communication initiatives

1. Seat rotation

We rotate office seating every three months. Changing adjacent departments fosters new communication and creates cross-departmental connections.

2. Happy hour

We hold a monthly "Happy Hour" after work in the lounge, where employees enjoy light snacks and drinks to promote cross-departmental interaction. It fosters a relaxed atmosphere with flowing, natural communication.

Comprehensive benefits for secure employment

We strive to enhance our benefit packages and other systems to ensure employees work healthily and energetically, designing flexible systems that adapt to different life stages. An overview of some of our programs is below.
*Note that the information provided is current as of June 30, 2025.

Paid and unpaid leave systems

・Annual leave

We grant up to 21 days (42 days including carryover) based on employment type and years of service.
Employees may also take leave in half-day or hourly increments (for up to a maximum of five days).In their first year of employment, employees receive up to 14 days of leave, depending on the month of hire, and can take it immediately upon joining the company.

・Wellness leave (paid)

Employees may take five consecutive days of wellness leave after six months of employment.

・Sick leave (paid)

Employees may take up to 10 days of sick leave per fiscal year due to illness, poor health, or medical appointments.
This leave may also be taken in half-day or hourly increments.

・Backup leave (paid)

Employees may accumulate up to 6 days of unused annual paid leave each year, with a maximum accrual limit of 30 days. This accumulated leave can be used for illness, childcare, or nursing care.

・Maternity leave/Childcare & caregiver leave

Refer to the section on "Supporting Work-Life Balance."

・Long-service leave (paid)

Employees can take long-service leave based on years of service as a token of appreciation for their long-standing contributions. We also provide travel vouchers as part of the leave.

*10 years of service: Two days
*20 years of service: Five days
*30 years of service: Seven days

Asset formation assistance

・Employee Shareholding Association

Employees can voluntarily contribute a fixed amount monthly (deducted from salary) to purchase shares of SPARX Group Co., Ltd.
We provide an incentive of 10% to 50% of the employee's contribution.

・Company-managed investment trust contribution subsidy

We fund 10% to 50% of employees' voluntary monthly purchases of SPARX investment trusts.

・Employee Stock Ownership Plan (ESOP)

Employees are awarded points annually based on company performance, individual performance, and qualifications. After three years, we grant shares of SPARX stock in kind based on accumulated points.
As company performance improves and stock prices rise, the asset value of these shares also increases.

Systems supporting work-life balance

・Maternity leave

Employees giving birth are entitled to 6 weeks of leave before delivery (14 weeks for multiple pregnancies) and 8 weeks after delivery.

・Childcare leave

Employees may take childcare leave until the day the child turns two. (Excluding those with less than one year of service)
Additionally, employees can take newborn childcare leave (postnatal paternity leave) for each child, up to twice within 8 weeks after birth, for a total of 4 weeks (28 days). (Excluding those with less than three months of service)

・Caregiver leave

Employees may take leave up to three times to care for a family member requiring nursing care, within a total of 93 days per family member.

・Leave for infertility treatments (paid)

Employees may take up to 10 days of leave per year, in addition to their sick leave, to receive infertility treatments.
This leave may also be taken in half-day or hourly increments.

・Childcare leave (paid)

Employees may take childcare leave up to five days per year per child (ten days if caring for two or more children) when parenting a child not yet enrolled in the third grade of elementary school, or to attend their entrance or graduation ceremonies. This leave may also be taken in hourly increments.

・Caregiver leave (paid)

Employees may take up to five days per year (ten days if caring for two or more family members) for caregiver leave to provide care and support to a family member who requires such care. This leave may also be taken in hourly increments.

・Reduced schedules

Employees may reduce their scheduled working hours to work shorter shifts due to childcare, caregiving, or other circumstances.
The child's age is not a factor in childcare.

・Staggered work hours

Employees may stagger their start or end times for their scheduled shifts due to childcare, caregiving, or other circumstances.

Health maintenance and improvement support

・Sports club allowance

Employees may join a sports club at discounted rates. This benefit extends to the employee's family members.

・Optional health check allowance

Male employees aged 40 and over who wish to do so can receive a PSA test for early detection of prostate cancer.

・Whole-body imaging cost allowance

To aid in the early detection of cancers and cerebrovascular diseases, which increase after age 40, employees with ten or more years of service who have reached a certain age and wish to do so can receive a whole-body imaging examination.

・Health consultations

Employees can directly consult with in-house and external doctors and nurses regarding health matters.

・Medical access support

Eligible employees can receive reports detailing recommendations from multiple specialists regarding treatment plans, as well as information on hospitals and physicians recommended by specialists in their region.

・Group accident/illness insurance

The Company acts as the policyholder, and employees can voluntarily enroll to receive medical coverage for injuries and hospitalization.

Diversity and Equal Opportunity Initiatives

SPARX Group respects diverse experiences, knowledge, and attributes and believes that possessing perspectives and values that reflect this diversity is indispensable for creating new value, fostering sustainable growth, and improving corporate value, while achieving the Group's purpose: "to make the world wealthier, healthier, and happier."

Recruiting and promoting human resources to become a diverse organization

From its outset, the Group has evaluated, hired, and promoted people, focusing on their ability to understand and support the values essential to the Group's purpose and vision. We hire employees for their character, ambition, and talent, with screening and promotion processes that ignore gender, nationality, or other similar attributes.
Furthermore, with its workforce primarily comprising mid-career professionals and more than 90% of management from mid-career hires, the Group creates an environment where everyone can demonstrate their abilities and play an active role. The Group aims to build an organization with diversity in experience and perspectives--not just gender, nationality, or other similar attributes--by incorporating human resources with values and knowledge beyond the financial sector, bringing in new hires and seconded employees with diverse employment backgrounds.

Employing people with disabilities

As mentioned above, SPARX believes that building a diverse organization and creating new value is essential, so we have been employing a para-table tennis athlete since 2017.
We believe that by encouraging our employees with disabilities to actively participate in athletic competitions and demonstrating how hard they work regardless of their disabilities, we are providing a good example and inspiration to other employees.

Gender equality

SPARX does not consider gender when hiring or promoting employees; we encourage those who are motivated and show ability.
We have also established internal rules regarding marriage that include common-law and same-sex marriage, with common-law and same-sex partners as spouses, so that no one is disadvantaged due to their sexual orientation. We also strive to create a workplace environment where everyone can demonstrate their abilities regardless of gender. An example is regularly holding harassment prevention training sessions for all executives and employees.
Moreover, we provide various support for childbirth and childcare. We help all employees with their work-life balance by introducing systems that offer flexible working styles suited to their life stages, regardless of gender, and support leave due to life events.

SPARX Health Management

We are committed to health management. SPARX Group's president and CEO takes ownership in promoting health management throughout the Group as its Chief Health Officer. With the director overseeing Human Resources as its lead, the Healthier SPARXON Project Team promotes health management, with support from industrial physicians and health insurance societies.
Access the following page for the information :

SPARX Health Management