{"id":21666,"date":"2023-02-16T14:18:04","date_gmt":"2023-02-16T05:18:04","guid":{"rendered":"https:\/\/www.capcom.co.jp\/ir\/?page_id=21666"},"modified":"2023-12-08T17:26:12","modified_gmt":"2023-12-08T08:26:12","slug":"cho","status":"publish","type":"page","link":"https:\/\/www.capcom.co.jp\/ir\/english\/data\/oar\/2022\/cho.html","title":{"rendered":"The CHO Discusses Our Human Resources Strategy"},"content":{"rendered":"\n<div class=\"oarBnWrapper\">\n        <div class=\"oarBnBody oar2022\">\n            <div class=\"fixedHeader\">\r\n\r\n        <section class=\"fixedTop\">\r\n\r\n            <div class=\"container\">\r\n                <h1><a href=\"\/ir\/english\/data\/oar\/2022.html\"><img decoding=\"async\"\r\n                            src=\"\/ir\/english\/assets\/images\/data\/oar\/2022\/top\/top_title01.svg\"\r\n                            alt=\"INTEGRATED REPORT 2022\"><\/a><\/h1>\r\n\r\n                <div class=\"ticker\">\r\n                    <img decoding=\"async\" src=\"\/ir\/assets\/images\/data\/oar\/2022\/top\/top_title02.svg\"\r\n                        alt=\"Invested in People, Committed to Growth\">\r\n                <\/div>\r\n                <!--\/\/ticker-->\r\n\r\n            <\/div>\r\n            <!--\/\/container-->\r\n        <\/section>\r\n        <!--\/\/section-->\r\n\r\n\r\n        <section class=\"globalnav\">\r\n\r\n            <ul>\r\n                <li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_02.pdf\" target=\"_blank\">Value Creation <br class=\"is-pc\">Story (PDF)<\/a><\/li>\r\n\r\n                <li><span class=\"openPopup\">CEO<br>Commitment<\/span>\r\n                    <div class=\"navPopup\">\r\n                        <div class=\"container\">\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li class=\"txtB txt18\"><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html\">CEO\r\n                                                Commitment (Top)<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                            <\/nav>\r\n\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec01\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->1.\r\n                                                Aiming to be #1: delivering the world\u2019s best content\r\n                                                \u201cFrom Osaka, to the world\u201d<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec02\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->2.\r\n                                                Game industry forecast<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec03\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->3.\r\n                                                Investing in human resources and development\r\n                                                equipment to create world-class games<\/a><\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n                            <\/nav>\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec04\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->4.\r\n                                                The strongest IP assets in our history and the\r\n                                                capabilities to continue creating high-quality content<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec05\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->5.\r\n                                                Increasing corporate value by building healthy\r\n                                                relationships and a sturdy framework<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/ceo.html#sec06\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->6.\r\n                                                Strengthening our corporate governance structure<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n                            <\/nav>\r\n\r\n                        <\/div>\r\n                        <!--\/\/container-->\r\n                    <\/div>\r\n                    <!--\/\/navPopup-->\r\n                <\/li>\r\n\r\n\r\n\r\n                <li><span class=\"openPopup\">COO Growth<br>strategy<\/span>\r\n                    <div class=\"navPopup\">\r\n                        <div class=\"container\">\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li class=\"txtB txt18\"><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html\">COO Growth\r\n                                                strategy (Top)<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                            <\/nav>\r\n\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec01\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                1\uff1aAccelerating global market expansion<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec02\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                2\uff1aContinue producing the world\u2019s best content<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec03\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                3\uff1aLong-term sales and improved profitability\r\n                                                in the global market<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n                            <\/nav>\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec04\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                4\uff1aDiversification and streamlining of sales\r\n                                                measures with a shift to digital business<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec05\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                5\uff1aBrand expansion (1)\r\n                                                \u2013Strengthening coordination with\r\n                                                peripheral businesses<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec06\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                6\uff1aBrand expansion (2)\r\n                                                -Strengthening our licencing, eSports,\r\n                                                movie businesses<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n                            <\/nav>\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/coo.html#sec07\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->Measure\r\n                                                7\uff1aSupport for new areas,\r\n                                                such as cloud gaming and the metaverse<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n                            <\/nav>\r\n                        <\/div>\r\n                        <!--\/\/container-->\r\n                    <\/div>\r\n                    <!--\/\/navPopup-->\r\n                <\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2022\/cho.html\">CHO <br>Commitment<\/a><\/li>\r\n\r\n\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2022\/cfo.html\">CFO <br>Commitment<\/a><\/li>\r\n\r\n\r\n\r\n                <li><span class=\"openPopup\">Development<\/span>\r\n                    <div class=\"navPopup\">\r\n                        <div class=\"container\">\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li class=\"ntitle\"><a href=\"javascript:void(0)\">Development<\/a><\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                            <\/nav>\r\n\r\n                            <nav>\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/devtop.html\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->The Head of\r\n                                                Development Discusses Strategy<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n\r\n                                <div class=\"unit\">\r\n                                    <ul>\r\n                                        <li><a href=\"\/ir\/english\/data\/oar\/2022\/development.html\">\r\n                                                <!--img src=\"\/ir\/data\/oar\/2017\/img\/Menu\/know_05.jpg\"><br-->The Head of\r\n                                                Technical Research Discusses Development<\/a>\r\n                                        <\/li>\r\n                                    <\/ul>\r\n                                <\/div>\r\n                                <!--\/\/unit-->\r\n\r\n                            <\/nav>\r\n                        <\/div>\r\n                        <!--\/\/container-->\r\n                    <\/div>\r\n                    <!--\/\/navPopup-->\r\n                <\/li>\r\n\r\n\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2022\/comment.html\">Corporate <br class=\"is-pc\">Governance<\/a><\/li>\r\n\r\n            <\/ul>\r\n\r\n        <\/section>\r\n        <!--\/\/section-->\r\n\r\n    <\/div>\r\n    <!--\/\/fixedHeader-->\r\n\r\n    <div id=\"hideGnav\"><\/div>\n\n            <main id=\"rs_read\" class=\"cho oarMain\">\n                <div class=\"cho_header\">\n                    <div class=\"visual\">\n                        <div class=\"fvGroup is-cho\">\n                            <div class=\"imageBlock\">\n                                <img decoding=\"async\" src=\"\/ir\/assets\/images\/data\/oar\/2022\/cho\/cho_mv01.png\" alt=\"Satoshi Miyazaki\">\n                            <\/div>\n                            <div class=\"textBlock\">\n                                <h2><img decoding=\"async\" src=\"\/ir\/assets\/images\/data\/oar\/2022\/cho\/cho_mv02.svg\" alt=\"CHO COMMITMENT\">\n                                <\/h2>\n                                <div class=\"titleBox\">\n                                    <p class=\"title\">Restructuring our human resources\n                                        investment strategy means investing\n                                        in people to achieve sustainable growth<\/p>\n                                    <p class=\"name mT25\">Satoshi Miyazaki<\/p>\n                                    <p class=\"position mT10\">Director and Executive Vice President,<br>\n                                        Chief Human Resources Officer (CHO)<\/p>\n                                <\/div>\n                            <\/div>\n                        <\/div>\n\n                        <!--\/\/titlebox-->\n                        <!--\/\/container-->\n                    <\/div>\n                    <!--\/\/visual-->\n                <\/div>\n                <!---\/\/ceo_header-->\n\n                <div class=\"container\">\n                    <p class=\"mT30 txtC\"><img decoding=\"async\" src=\"\/ir\/english\/assets\/images\/data\/oar\/2022\/cho\/cho_cont01.svg\" alt=\"Overview of Human Resources\u2019 New Functions\">\n                    <\/p>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">Capcom exerting its presence in a\n                            continuously growing game market<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        In my previous career in the world of banking, I had\n                        the opportunity to see a variety of corporations. When\n                        looking at the companies in the game industry, I had\n                        the impression that the industry\u2019s global market was\n                        expanding as it shifted to digital. Within that market,\n                        I was aware that Capcom had extremely high potential\n                        for growth due to its strong IPs and superior R&amp;D\n                        capabilities.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        I then joined Capcom myself in 2021, and my\n                        understanding of the company remained much\n                        the same; from an insider perspective, I could see\n                        firsthand that the level of management and the\n                        company were definitely rising.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        However, no matter how good a company\u2019s\n                        trajectory, it will still have issues.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        Since 2013, we have been hiring more than 100\n                        new graduates each year, while also aggressively\n                        carrying out mid-career hiring to acquire personnel\n                        who can hit the ground running. As a result, as of\n                        the end of June 2022, the company has 3,350\n                        employees on a consolidated basis and 3,052\n                        employees at Capcom alone, of which 2,494 work in\n                        the development division. In recent years, attitudes\n                        toward work among younger employees has\n                        diversified, and it is essential that we have an accurate\n                        understanding of these employees\u2019 values and\n                        respond to their needs. In addition, we have gathered\n                        talent from 33 different countries here in Japan, so\n                        not only do we have to respond to the diversifying\n                        values of Japanese employees, but it is also critical\n                        for sustainable growth that we meet the needs of\n                        our foreign national employees.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        In the last five years, we have sold our content\n                        to a maximum of 234 countries and regions, which\n                        means that on a business basis, we can consider\n                        ourselves to have already joined the ranks of global\n                        corporations; however, in order for us to expand our\n                        business to all the corners of the world, we need to\n                        transform ourselves into a truly global corporation.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">Restructuring our human resources\n                            investment strategy for sustainable growth<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        Today, the success of Capcom\u2019s digital strategy has\n                        led to achieving nine consecutive years of increased\n                        operating income. In addition to the strong IPs and\n                        development capabilities Capcom possesses, we\n                        have been working on expanding sales through the\n                        utilization of past sales data in recent years. The\n                        results of running various forecasts with this data\n                        have shown that there is still sufficient potential for\n                        further sustainable growth.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        It is our development division that underpins our\n                        strong IPs and our development capabilities, and\n                        the labor costs that appear in our financial statements\n                        are in one sense an expense, but in another they are\n                        also an investment in our growth. We also need to\n                        digitalize operations in our operational, sales, and\n                        administrative divisions in order to identify issues and\n                        devise solutions that are in line with the changing\n                        business environment.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        Recognizing the need to review and restructure\n                        our human resources investment in order to maintain\n                        sustainable growth, we have recently revised our\n                        human resources investment strategy. Allow me\n                        to explain the main elements of the strategy that is\n                        currently underway.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">1. Revision of compensation policy\n                            and introduction of stock-based\n                            compensation system<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        Capcom has long had a system of compensation\n                        based on contribution to business performance.\n                        However, while we achieved significant year-on-year\n                        increases in operating income of 51.6% in fiscal 2020\n                        and 24.0% in fiscal 2021, the compensation granted\n                        based on the conventional system was not sufficient.\n                        We therefore looked beyond the constraints of the\n                        scheme, and subsequently revised the compensation\n                        system itself, resulting in an average 30% annual\n                        increase in base compensation for fiscal 2022. In\n                        addition, we introduced a stock-based compensation\n                        system with the objective of helping our employees\n                        understand that it is their efforts that lead to an\n                        improved market reputation for the company, and\n                        that this will be reflected in their compensation.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        To sustainably achieve our objective of a 10%\n                        increase in operating income each fiscal year, we\n                        designed a system where the improvements in the\n                        company\u2019s business performance will lead to an\n                        increase in personal compensation, so each individual\n                        employee will be rewarded according to their\n                        contribution. We will continue to refine the new\n                        compensation system in line with changes in the\n                        management environment and employee sentiment.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">2. Reorganization of human\n                            resources-related operations<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        <strong>(1) R&amp;D Human Resources Department<\/strong><br>\n                        In terms of organization, the Human Resources\n                        Department had been responsible for all human\n                        resources operations at the company, including that\n                        of the development divisions. In particular, work in\n                        the development divisions, which accounts for more\n                        than 70% of the company\u2019s employees, is different\n                        from that of the operational, sales, and administrative\n                        divisions, and the development divisions have a unique\n                        organizational structure that has been cultivated\n                        over many long years. In terms of the organizational\n                        chart, the structure is organized by operations, such\n                        as programming and graphics, but in actual content\n                        production, it resembles a kind of project team, where\n                        the team produces content in a dynamic manner.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        To manage these operations, we believe there\n                        is a need for a specialized human resources\n                        organization in the development divisions that can\n                        respond to their various needs. We therefore\n                        established the R&amp;D Human Resources Department\n                        under the supervision of the director in charge of the\n                        development divisions.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        <strong>(2) Health and Productivity Management\n                            Department<\/strong><br>\n                        Next, we established the Health and Productivity\n                        Management Department to identify the diversified\n                        work attitudes and needs of employees and solve\n                        issues. We are aiming to not only address employees\u2019\n                        wellbeing, but to also respond to their various\n                        concerns and issues, such as overtime management\n                        and harassment. Therefore, we have established two\n                        consultation desks within the Health and Productivity\n                        Management Department; one for support in Japanese\n                        and one for other languages. The department was\n                        placed under the supervision of the director in charge\n                        of corporate management so that awareness of\n                        problems and issues in the field can be directly\n                        communicated to management.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        <strong>(3) Corporate Planning Department Human\n                            Resources Strategy Team<\/strong><br>\n                        Next, we established the Human Resources Strategy\n                        Team within the Corporate Planning Department to\n                        take on a human resources planning role with respect\n                        to items such as hiring and compensation. The team\n                        promptly identifies issues related to securing human\n                        resources in the medium- to long term, including\n                        systemic problems, and formulates countermeasure\n                        policies. Thus, we have created a system to identify\n                        and respond to issues within the Corporate Planning\n                        Department, which is directly linked to management.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        <strong>(4) Human Resources Department<\/strong><br>\n                        The Human Resources Department is primarily\n                        responsible for improving human resources operations\n                        and employee services. The Human Resources\n                        Department compiles human resources-related data\n                        in cooperation with other departments, and works\n                        in a steadfast manner to carry out training, hirings,\n                        resignations, and job rotation practices while working\n                        with other human resources-related departments\n                        to identify and address issues related to personnel\n                        operations.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">3. Improving the work environment<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        We must proactively respond to the changes and\n                        diversification of employees\u2019 work attitudes and\n                        values. At Capcom, we conduct the stress check\n                        stipulated by the Ministry of Health, Labour and\n                        Welfare, and utilize the results to identify the issues\n                        in each department and work site.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        In addition, we held a harassment prevention\n                        training session for executives and managers in fiscal\n                        2022, where we shared the changes in attitudes among\n                        younger employees in recent years, our awareness\n                        of issues with how to engage them. Although this\n                        may be dismissed as an issue with corporate culture,\n                        we are committed to proactively working to better our\n                        corporate culture to enable it to respond to changes\n                        in employees\u2019 attitudes toward work, even if the\n                        endeavor takes time.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        In the last several years, the employee turnover\n                        rate had been hovering around 4%, but last fiscal\n                        year, it rose to the 5% level. We believe that this is\n                        due to a convergence of various factors, including\n                        recent changes in work attitudes, headhunting, and\n                        dissatisfaction with company policies. At Capcom,\n                        when an employee leaves, the responsible human\n                        resources department conducts an exit interview.\n                        Within those interviews, we have been able to identify\n                        company issues and reflect them in our policies, one\n                        of which was compensation. In addition, there have\n                        been many cases where foreign national employees\n                        have made us aware of issues with our benefits\n                        programs and lifestyle support for living in Japan.\n                        We will work to provide quicker responses and make\n                        improvements to these issues.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">4. Personnel diversity<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        As our content spreads throughout the world, it is\n                        essential that our employee composition is diversified\n                        in terms of nationality, and we need to promote\n                        further diversification in our workforce to support\n                        Capcom overall. For our game content to reach\n                        throughout the far corners of the globe, the company\n                        itself must proactively gain an understanding of the\n                        situation in the many countries of the world. In this\n                        respect, the issue of diversifying the nationality of\n                        our employees has become clear. When we look at\n                        game user data, personal attributes such as gender\n                        and age composition are all changing significantly.\n                    <\/p>\n                    <ul class=\"imgGroup mT25\">\n                        <li class=\"is-50\">\n                            <p class=\"p\">\n                                The number of female employees as of March\n                                2022 was 637 (composition ratio of 21%), which is a\n                                42% increase compared to five years prior. Meanwhile,\n                                there are 191 foreign national employees (composition\n                                ratio of 6.3%), which is a 93% increase over the same\n                                period. Female managers account for 5.5% of female\n                                employees and foreign national managers account\n                                for 3.7% of foreign national employees. We have been\n                                proactively pursing diversification of our personnel\n                                these last five years, but when we think about the\n                                issues we are currently facing, I believe these numbers\n                                are not yet satisfactory, and we will work to further\n                                promote diversity.\n                            <\/p>\n                        <\/li>\n                        <li class=\"is-50\">\n                            <img decoding=\"async\" src=\"\/ir\/english\/assets\/images\/data\/oar\/2022\/cho\/cho_cont02.svg\" alt=\"Number and ratio of female and foreign national employees\">\n                        <\/li>\n                    <\/ul>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">5. Establishing the Chief Human Resources\n                            Officer (CHO) position<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        As the issues mentioned thus far must be handled\n                        at the management level, and because the four\n                        human resources-related departments fall under the\n                        supervision of different directors and executives, the\n                        company established the position of Chief Human\n                        Resources Officer (CHO) to coordinate all of the\n                        various human resources issues within the company.\n                        Our intent is to steadily implement reforms to respond\n                        to the issues that need to be addressed in order for\n                        Capcom to achieve sustainable growth.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">Capcom\u2019s digital transformation (DX) <\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        The cornerstone of our digital strategy is data analysis.\n                        Three years ago, the Data Analysis Section was\n                        established within the Marketing Strategy Department,\n                        and we have begun organizing data from the late\n                        2000s onwards, which can be tracked in the current\n                        system. Now, we are able to grasp the status of game\n                        sales in more than 200 countries and regions around\n                        the world by country\/region or title. We could have\n                        hired expert data analysts or system administrators\n                        from outside the company to do this work, but we\n                        found it necessary to organize and analyze the data\n                        with an understanding of the transaction practices,\n                        product traits, and service content that are unique\n                        to the game industry, and we therefore appointed\n                        employees from within the company who were judged\n                        to be suitable for these positions. We will continue to\n                        amass data going forward, and we expect to further\n                        improve the level of data analysis and utilization while\n                        enhancing the accuracy of business forecasting. We\n                        must also review our workflows in line with changes\n                        to our business model in the operational, sales, and\n                        administrative divisions.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        We will promote systemization and procedural\n                        reforms to eradicate outdated processes and build\n                        efficient workflows that can swiftly respond to issues.\n\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">Strengthening information sharing\n                            with employees<\/strong>\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        I can see clearly from the various data over the last\n                        decade that Capcom has moved up a stage.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        At Capcom, based on the management policy\n                        of our CEO, we are building a framework to quantify\n                        management information, identify issues, and develop\n                        measures to address them. This quantified data is\n                        shared with our employees, depending on their\n                        position. However, in today\u2019s rapidly changing\n                        environment, inevitably there will be differences\n                        among employees in their ability to read the numbers.\n                    <\/p>\n                    <p class=\"mT15 p\">\n                        Based on our awareness of this issue, from the\n                        fiscal year ending March 2023, we have been holding\n                        briefings for employees on the status of our business.\n                        At these briefings, we shared our growth trajectory\n                        based on the management policy for the last decade\n                        and its contributing factors and issues. Furthermore,\n                        the briefings provided the opportunity to not only\n                        send a message from management, but also to hold\n                        a Q&amp;A and opinion exchange session. Three briefing\n                        sessions have been held thus far, with a total of 385\n                        employees participating, and at the management\n                        level, we feel there has been a good response to\n                        sharing our awareness of issues. In response to\n                        requests from employees, we plan to continue holding\n                        these briefings regularly.\n                    <\/p>\n                    <div class=\"contBorder\"><\/div>\n                    <p class=\"mT35 p\">\n                        <strong class=\"is-green colorTitle\">The aim of our human resources\n                            investment strategy<\/strong>\n                    <\/p>\n                    <ul class=\"imgGroup mT15\">\n                        <li class=\"is-50\">\n                            <p class=\"p\">\n                                In following our proactive hiring policy, we have\n                                been striving to strengthen our development team,\n                                and we will continue to do so in order to achieve\n                                sustainable growth. On the other hand, we believe\n                                that the human resources we will require will change\n                                due to changes in the game industry and market, and\n                                we must address this. We must diversify the human\n                                resources we secure while strengthening our content\n                                production capabilities and improving productivity.\n                                There is also a need to evolve our system of\n                                data-driven management. Even greater changes are\n                                waiting for us in the next 10 years than those that have\n                                taken place in all the history of the game industry.\n                                We will promote our human resources investment\n                                strategy to create a foundation that can nimbly\n                                respond to those changes.\n                            <\/p>\n                        <\/li>\n                        <li class=\"is-50\">\n                            <img decoding=\"async\" src=\"\/ir\/assets\/images\/data\/oar\/2022\/cho\/cho_cont03.png\" alt=\"Satoshi Miyazaki\">\n                        <\/li>\n                    <\/ul>\n                <\/div>\n                <!--\/\/container-->\n            <\/main>\n\n\n<div class=\"contList\">\r\n<div class=\"contents\">\r\n<h3>CAPCOM INTEGRATED REPORT 2022<\/h3>\r\n<h4 class=\"mT30 comppdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_01.pdf']);\" rel=\"noopener\">\r\nPDF (Complete version) <span class=\"pdfmt\">(PDF: 12.2MB \/ 104 pages)<\/span><\/a><\/h4>\r\n<div class=\"sepbox\">\r\n<h4 class=\"mT15 separate\">PDF (by section)<\/h4>\r\n<div class=\"contBox mT15\">\r\n<div class=\"col heightLine-1\">\r\n<h4 class=\"mpdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_02.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_02.pdf']);\" rel=\"noopener\">Value Creation Story <br> \r\n<span>(PDF: 3.5MB \/ 24 pages)<\/span><\/a>\r\n<\/h4>\r\n<ul class=\"mT10\">\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_01.pdf']);\" rel=\"noopener\">Create Financial and Non-Financial Value<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_02.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_02.pdf']);\" rel=\"noopener\">Corporate Philosophy<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_03.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_03.pdf']);\" rel=\"noopener\">Value Creation Model<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_04.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_04.pdf']);\" rel=\"noopener\">History of Value Creation<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_05.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_05.pdf']);\" rel=\"noopener\">Major Intellectual Properties (IP)<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_06.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_06.pdf']);\" rel=\"noopener\">Effectively Leveraging IP<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_07.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_07.pdf']);\" rel=\"noopener\">Digital Strategy \/ Human Resources Strategy Performance<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_08.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_08.pdf']);\" rel=\"noopener\">ESG Highlights<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_09.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_09.pdf']);\" rel=\"noopener\">Business Segments Highlights<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_10.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_10.pdf']);\" rel=\"noopener\">Financial Highlights<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_value_11.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_value_11.pdf']);\" rel=\"noopener\">Medium- to Long-Term Vision<\/a><\/li>\r\n<\/ul>\r\n<\/div>\r\n<!--\/\/col-->\r\n\r\n<div class=\"col heightLine-1\">\r\n<h4 class=\"mpdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_03.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_03.pdf']);\" rel=\"noopener\">Medium- to Long-Term\r\nGrowth Strategy <br> \r\n<span>(PDF: 0.9MB \/ 22 pages)<\/span><\/a><\/h4>\r\n<ul class=\"mT10\">\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_ceo.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_ceo.pdf']);\" rel=\"noopener\">CEO Commitment<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_coo.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_coo.pdf']);\" rel=\"noopener\">The COO\u2019s discussion of growth strategies<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_cho.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_cho.pdf']);\" rel=\"noopener\">The CHO Discusses Our Human Resources Strategy<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_cfo.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_cfo.pdf']);\" rel=\"noopener\">Financial Strategy According to the CFO<\/a><\/li>\r\n<\/ul>\r\n<\/div>\r\n<!--\/\/col-->\r\n\r\n<div class=\"col heightLine-1\">\r\n<h4 class=\"mpdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_04.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_04.pdf']);\" rel=\"noopener\">Latest Creative Report <br> \r\n<span>(PDF: 5.6MB \/ 6 pages)<\/span><\/a>\r\n<\/h4>\r\n<ul class=\"mT10\">\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_devtop.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_devtop.pdf']);\" rel=\"noopener\">The Head of Development Discusses Strategy<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_teach.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_teach.pdf']);\" rel=\"noopener\">Training Human Resources and Our Development Environment<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_tech.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_tech.pdf']);\" rel=\"noopener\">The Head of Technical Research Discusses Development<\/a><\/li>\r\n\r\n<\/ul>\r\n<\/div>\r\n<!--\/\/col-->\r\n\r\n<div class=\"col heightLine-2\">\r\n<h4 class=\"mpdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_05.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_05.pdf']);\" rel=\"noopener\">Foundation for\r\nSustainable Growth (ESG) <br> \r\n<span>(PDF: 2.0MB \/ 22 pages)<\/span><\/a><\/h4>\r\n<ul class=\"mT10\">\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_esg_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_esg_01.pdf']);\" rel=\"noopener\">ESG Information<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_environment_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_environment_01.pdf']);\" rel=\"noopener\">Capcom and the Environment<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_society_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_society_01.pdf']);\" rel=\"noopener\">Society and Capcom<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_member_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_member_01.pdf']);\" rel=\"noopener\">Directors<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_gov_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_gov_01.pdf']);\" rel=\"noopener\">Corporate Governance Structure and Initiatives<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_message_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_message_01.pdf']);\" rel=\"noopener\">Message from a Director and Executive Corporate Officer<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_gov_02.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_gov_02.pdf']);\" rel=\"noopener\">Key commentary on our human resources strategy\r\nfrom our external directors<\/a><\/li>\r\n<\/ul>\r\n<\/div>\r\n<!--\/\/col-->\r\n\r\n<div class=\"col heightLine-2\">\r\n<h4 class=\"mpdf\"><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_06.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_06.pdf']);\" rel=\"noopener\">Financial Analysis and\r\nCorporate Data <br> \r\n<span>(PDF: 0.8MB \/ 11 pages)<\/span><\/a><\/h4>\r\n<ul class=\"mT10\">\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_finance_01.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_finance_01.pdf']);\" rel=\"noopener\">An Analysis of the Market and Capcom<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_finance_02.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_finance_02.pdf']);\" rel=\"noopener\">11-Year Summary of Consolidated Financial Indicators<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_finance_03.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_finance_03.pdf']);\" rel=\"noopener\">Segment Information<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_finance_05.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_finance_05.pdf']);\" rel=\"noopener\">Stock Data<\/a><\/li>\r\n<li><a href=\"\/ir\/english\/data\/pdf\/annual\/2022\/annual_2022_finance_04.pdf\" target=\"_blank\" onclick=\"_gaq.push(['_trackEvent', 'JA PDF', 'OAR', 'annual_2022_finance_04.pdf']);\" rel=\"noopener\">Corporate Data<\/a><\/li>\r\n<\/ul>\r\n<\/div>\r\n<!--\/\/col-->\r\n<\/div>\r\n<!--\/\/sepbox-->\r\n\r\n<\/div>\r\n<!--\/\/contBox-->\r\n<\/div>\r\n<!--\/\/contents-->\r\n<\/div>\r\n<!--\/\/contList-->\n    <div class=\"f_bknumber\">\r\n        <div class=\"box clearfix\">\r\n            <p>Online Integrated Report Archives<\/p>\r\n            <ul class=\"mT10\">\r\n\t\t\t\t<li><a href=\"\/ir\/english\/data\/oar\/2025.html\" target=\"_blank\">2025<\/a><\/li>\r\n\t\t\t\t<li><a href=\"\/ir\/english\/data\/oar\/2024.html\" target=\"_blank\">2024<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2023.html\" target=\"_blank\">2023<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2022.html\" target=\"_blank\">2022<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2021.html\" target=\"_blank\">2021<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2020.html\" target=\"_blank\">2020<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2019.html\" target=\"_blank\">2019<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2018.html\" target=\"_blank\">2018<\/a><\/li>\r\n                <li><a href=\"\/ir\/english\/data\/oar\/2017.html\" target=\"_blank\">2017<\/a><\/li>\r\n            <\/ul>\r\n        <\/div>\r\n        <!--\/\/box-->\r\n    <\/div>\n        <\/div>\n    <\/div>\n","protected":false},"excerpt":{"rendered":"<p>Restructuring our human resources investment strategy means investing in people to achieve sustainable growth  [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":21419,"parent":21682,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"template\/other_onecol.php","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-21666","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"aioseo_notices":[],"lang":"english","translations":{"english":21666,"ja":21413},"pll_sync_post":[],"_links":{"self":[{"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/pages\/21666"}],"collection":[{"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/comments?post=21666"}],"version-history":[{"count":3,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/pages\/21666\/revisions"}],"predecessor-version":[{"id":21701,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/pages\/21666\/revisions\/21701"}],"up":[{"embeddable":true,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/pages\/21682"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/media\/21419"}],"wp:attachment":[{"href":"https:\/\/www.capcom.co.jp\/ir\/wp-json\/wp\/v2\/media?parent=21666"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}