Sustainability Initiatives
- Human Capital
- Intellectual Property
- Information Security
The Capcom Group prioritizes initiatives related to human capital, the source of our corporate value creation, as one of our top priorities. We have established a Chief Human Resources Officer (CHO) position to drive our talent investment strategy.
(*Edited from Integrated Report 2025)
Governance and Risk Management in Human Capital
The Personnel Committee, chaired by the Representative Director and Chairman (CEO), convenes approximately once a month. It focuses on discussing human capital investment strategies and determines policies and measures. Based on the committee’s discussions and decisions, the CHO and the Human Resources Division oversee cross-functional collaboration among the R&D Human Resources Department, Tokyo Human Resources Administration, Health and Productivity Management Department, the Corporate Planning Department’s People Strategy Team, and Human Resources Department to advance specific initiatives.
Securing and Developing Talent to Support the Future
The Capcom Group has been promoting the growth of our development workforce by over 100 personnel annually. Starting in 2022, we implemented measures for our regular employees, including an average 30% increase in base annual salaries, the introduction of an enhanced performance-based bonus system, as well as a stock compensation system. These efforts have helped us grow the number of development personnel to 2,846 by the end of March 2025.
In April 2025, we raised the starting monthly salary for new graduates to 300,000 yen to enhance our recruitment competitiveness in terms of compensation. We are also striving to secure outstanding talent through initiatives such as industry-academia collaborations aimed at early discovery and development of globally competitive young creators, and expanding mid-career hiring channels. We are also strengthening and training talent to support our future by enhancing OJT/Off-JT programs for young talent development and providing training to improve management skills for managerial candidates.
Reorganization and Improvement of the Work Environment
The Capcom Group is increasing personnel to facilitate larger-scale development and evolving technology. We are pursuing growth investments, such as acquiring real estate as business assets, to enhance the environment and facilities that support our development structure.
We are also striving to foster a corporate culture that respects human rights and to create a comfortable working environment. This includes promoting awareness among executives and employees through training and implementing various initiatives. Since 2022, we have utilized opportunities for direct dialogue between management and employees to facilitate mutual understanding through communication, such as Q&A sessions and opinion exchanges. By making these sessions regular, we are working to ensure these initiatives take root within the company and to more accurately grasp employee needs.
Moving forward, to prevent employee turnover and enhance engagement, we are continuously expanding welfare programs by implementing measures including an internal recognition program to honor contributions to the company, enhanced harassment prevention training, globally accessible consultation channels, and employee recreational facilities.
Ensuring Workforce Diversity
To further expand our development personnel, we must create an environment where individuals from diverse backgrounds can maximize their abilities. The Capcom Group strives to secure and nurture diverse talent by conducting recruitment and evaluations regardless of gender, nationality, age, or other factors.
Promoting a diversity-conscious workplace environment
Capcom actively recruits women during the hiring process, provides career development training for managerial candidates, and promotes the active appointment of female managers. To create a more supportive environment for women, we promote maternity leave, childcare leave, and reduced working hours, along with paid menstrual leave and internal training to prevent harassment. Furthermore, to ensure equal treatment in our welfare programs regardless of sexual orientation or gender identity, we have introduced a partnership system.
Initiatives including the active utilization of foreign employees
Capcom actively recruits foreign nationals, supports career advancement for foreign employees, promotes their active appointment to management positions, and provides Japanese language education programs. The company assists with securing housing for those relocating to Japan from overseas, has introduced a special leave system for temporary return visits to their home countries, and holds opinion exchange meetings with management to understand the needs of foreign employees.
Ratio of Female Employees and Ratio of Foreign Employees
As a result, women account for 21.5% of Capcom’s employees, with female managers comprising 11.9% of the company’s managerial positions. Additionally, our foreign employees come from 36 countries and represent 7.6% of the company’s workforce.
Capcom established its General Business Owner Action Plan in April 2024, setting targets of achieving a male childcare leave uptake rate of 85% or higher and a gender pay gap ratio (calculated as the average salary of female regular employees divided by the average salary of male regular employees) of 88% or higher by the end of March 2029.
We will continue to promote various initiatives and expand our systems to foster an environment where individuals from diverse backgrounds can thrive.
Childcare and Caregiving Support
Capcom promotes work-life balance for its employees by encouraging the use of childcare and caregiving leave, establishing the on-site childcare facility Capcom Juku, conducting caregiving seminars, and enhancing childcare and caregiving support systems through telework and other measures.
On-site childcare facility capcom juku
Capcom is aiming to create an environment where employees can raise children with peace of mind and continue working long-term. As part of this effort, alongside standard childcare, Capcom operates Capcom Juku, designed to nurture children who can learn independently and grow on their own.
Capcom Juku provides childcare for preschoolers aged 1-2 years old. For elementary and junior high school students, it offers diverse events during long vacations like summer break, including programming classes and game development experiences, and parent-child lunches. Furthermore, we provide learning spaces that promote children’s growth, such as English instruction and individual learning support, working together with our employees to support child-rearing. We also widely accept kindergarteners and elementary school students for after-school care. Currently, we provide monthly care for 23 children and accommodate temporary use for an aggregate total of 495 children (As of the end of March 2025).
Understanding Employee Needs and Enhancing Engagement
Capcom strives to measure engagement metrics to understand employee engagement and utilize this information in various initiatives.
Work engagement, an indicator of proactive behavior and positive feelings toward work, reached the same level as the previous period. Employee engagement, an indicator of attachment to the company, also showed a gradual increase. Furthermore, the turnover rate decreased compared to the previous period, with voluntary resignations at 2.2%, beating the target of approximately 3.0%. We believe this was contributed to by the revised compensation system and efforts to create a more comfortable working environment.
We will continue to improve the working environment to retain talented personnel.
| Fiscal year (ending in March) |
2021 | 2022 | 2023 | 2024 | 2025 | Target |
|---|---|---|---|---|---|---|
| Engagement (Non-consolidated) (t-score) (Note 1) | ||||||
| Work engagement | 52.6 | 51.8 | 54.4 | 54.1 | 54.7 | 55.0 |
| Employee engagement | – | – | 51.8 | 52.1 | 53.1 | 55.0 |
| Turnover (Non-consolidated) (Note 2) |
3.9% | 5.4% | 3.5% | 2.9％ | 2.8％ | – |
| Of which were voluntary resignations | 3.6% | 4.7% | 3.2% | 2.5％ | 2.2％ | about 3.0% |
*1 Engagement represents our t-score in the results of an engagement survey conducted by an external vendor of our employees (excluding short-time workers not covered by social insurance). For details see the Securities Report for the fiscal year ended March 31, 2025 (Japanese language only).
*2 Turnover is the ratio of the number of employees who left during the period (excluding employees who joined and left during the same period) to the total number of employees at the beginning of the period. Only full-time employees are included in the calculation.
Supporting employee health management
In addition to employee cafeterias offering healthy meals, each of our Tokyo and Osaka locations features a Clinical Room for consultations with occupational physicians and health counseling, alongside a Massage Room staffed by nationally certified massage therapists. Furthermore, we established a dedicated Health Management Promotion Department in 2022 to professionally enhance workplace environments and strengthen communication with employees. These initiatives are part of our commitment to creating a workplace where employees can work safely and healthily.
Fulfilling employee potential in a cutting-edge environment
One of the most important parts of motivating developers working in a creative field such as games is providing access to an environment that allows them to bring their ideas to life. Capcom maintains a cutting-edge development environment that includes 3D scanners, a motion capture studio, a dynamic sound mixing stage, and a Foley stage. In this way, we support our creators in fulfilling their vision. In 2023, we established and launched operations at our new Creative Studio in Osaka City, equipped with one of the largest motion capture studios in Japan. This enables greater expressive freedom and provides a better atmosphere to further unleash creativity on the development floor.
Capcom Voices
Foreign National Employees
Bridging the language barrier to create worlds
that resonate with fans
Alexander Erhart
Game Development Section 6, Game Development Department 2,
Consumer Games Development Division 1
As a concept artist, I work on the development of both Capcom’s flagship series and new IPs. My role involves designing a wide range of elements—from assets to the environment design of key locations—that help enrich the games’ world and deepen its narrative.
Growing up in Germany, I’ve been a fan of Capcom games since childhood. When I moved to Japan and joined Capcom, I didn’t have any Japanese language capability. However, it was clear from the beginning that communication and an understanding of the language was essential to creating designs that truly enhance the visual direction and storytelling. I want to express my ideas clearly in meetings and fully grasp the nuances of feedback, so I decided to enroll in Japanese language training. The lessons are held twice a week and are conducted online in a one-on-one format. By integrating the sessions into my weekly schedule, I’ve been able to continue learning without added stress. Two years since the beginning of the program, I’ve started enjoying casual conversations with colleagues and can feel my progress.
While there is still a long way to go, I’m committed to continuing my studies, evolving and gradually overcoming the lingual challenges—both in general, as well as regarding industry-specific terminology related to my work. By improving my Japanese skills, I aim to deepen my understanding of the culture and enhance communication within my team. Ultimately, I hope to deliver visually compelling experiences through my concept art—ones that leave a lasting impression on players around the world.
Young Employees
The challenge of creating titles that captivate
the world, born from diverse opinions and ideas
Shoko Kemmochi
Game Program Section 1, R&D Department 2,
Consumer Games Development Division 2
As a programmer, I have been responsible for implementing players, enemies, gimmicks, and UI programs. In my third to fourth year, I took on the role of training new hires, and by my fifth year, I served as a unit leader. Since then, while advancing pre-prototype verification implementation, I have also been involved in career counseling and evaluations for team members as a group leader.
A significant experience in my management of work tasks was the Mentor Training program. I completed ten one-hour online sessions, learning the qualities necessary for a leader to boost team member motivation. Participants ranged from group leaders to department heads, and discussing diverse perspectives and experiences broadened my horizons. I was particularly inspired by everyone’s attitude of "being open to any opinion at first."
In development, members with diverse backgrounds and roles come together to create a single work. While it’s a workplace where even junior members actively voice their opinions, failing to grasp the intent behind those varied perspectives would mean we couldn’t create games that people worldwide can enjoy. After the training, I became more conscious of first being open to any opinion before engaging in dialogue. As a prerequisite for this, I also put more effort into creating an environment where people feel comfortable consulting others. Now, I find great fulfillment in carefully understanding each member’s passion and requests while creating games I love alongside my colleagues.
Female Managers
Maximizing character appeal: product planning
capabilities born from team information sensitivity
Yuuki Seno
Manager
Product Planning Team, Arcade Product Department,
Arcade Operations Business Division
I plan and develop exclusive products for our company’s stores like Capcom Store and online services such as Cap Tore and Cap Kuji. As team leader, I also oversee overall product planning.
The character goods industry continues to thrive year after year, while social media—the primary means of product promotion—constantly shifts in trends and techniques. Consequently, products born from unoriginal plans or promotions risk getting lost among other products. To leverage our strength—creating products that capture the enduring appeal of titles beloved by a wide audience—I believe it’s crucial for each team member to maintain a broad perspective and engage with diverse information.
I take the initiative to keep my antennae tuned, consciously gathering even information that doesn’t seem directly related to my work as a source of ideas. I actively strive to share the information I gain within the team.
The interesting aspect of this role lies in the fact that the user base for a game title and the purchasing demographic for its merchandise don’t necessarily align. By approaching audiences beyond the title’s target users, there’s potential to significantly expand the purchasing demographic depending on the plan, which I find very rewarding.
Together with our team members, we pursue the unique value only our team can create. Guided by the motto "products you’ll be eager to share with others," we aim to provide merchandise that allows fans to delve deeper into the worlds of Capcom IPs.
Male Employees Taking Parental Leave
Contributing to organizational strengthening
through a workplace environment supporting
personal and professional growth
Yuma Nakanishi
Senior Manager
Corporate Strategy Section, Corporate Planning Department,
Planning and Strategy Division
After handling legal affairs at domestic and overseas subsidiaries, I now work in the Corporate Strategy Section, where I steer internal discussions on mid- to long-term strategy and execute dynamic initiatives that affect corporate growth, such as M&A and compensation system revisions. As the senior manager of the section, I engage in these high-impact tasks while also providing directions to a team manager and members and handling daily consultations. At Capcom, which competes globally, I find immense fulfillment in work brimming with growth opportunities.
While holding a position of responsibility, I took one month of childcare leave when my child was born. During this leave, my team manager took charge of my duties, supported by other team members. I am grateful for the supportive atmosphere that made taking childcare leave easy and for the smooth transition back to work. During my childcare leave, I maintained an early-to-bed, early-to-rise routine so that I can handle all household chores except for nighttime feedings. Though limited in time, intensively training myself in each household task allowed me to actively support childcare even after returning to work. I truly appreciate having an environment where I can value time with my family while also giving my all to my job.
To realize our vision to be a company that captivates people around the world with our best-in-class immersive content, I aim to work passionately on my duties. I also want to personally demonstrate how to balance work and private life regardless of position, and dedicate effort to creating an environment where members can easily follow suit.
