“Towards a Chosen Railway Company” Tokyo Metro Expands Various HR Systems!

Tokyo Metro Co., Ltd. (Headquarters: Taito-ku, Tokyo; President and Representative Director: Akihiro Kosaka; hereinafter “Tokyo Metro”) aims to become “a chosen railway company.” To achieve this, we will expand various human resources measures starting from fiscal year 2026. This initiative is designed to attract talent, build diverse work styles that accommodate various life stages, and create growth opportunities that draw out employees' motivation and abilities.

Since the era of Tokyo Underground Railway, when the “Father of the Subway,” Tokuji Hayakawa, opened the first subway in the East between Asakusa and Ueno approximately 100 years ago, Tokyo Metro has cultivated a culture that values “people.” Even in an era where the business environment is undergoing significant changes, we continue to create new value by prioritizing human capital. To this end, we have formulated a human resources strategy linked to our management strategy and have been implementing various HR measures.

We will continue to formulate and execute effective measures from the perspectives outlined in our human resources strategy: “Strengthening Recruitment,” “Improving Work-Life Balance,” “Creating Job Satisfaction,” “Talent Development,” “Enhancing Welfare Benefits,” and “Promoting Health Management.”

The following are the main contents of the diverse work style and career support systems that will commence on April 1, 2026.

【Scholarship Repayment Support】

To attract talent and improve the treatment of young employees, Tokyo Metro will support the repayment of a portion or the entire amount of scholarships for some employees who received scholarships. This will be done by utilizing the proxy repayment system of the Japan Student Services Organization (JASSO), an independent administrative agency.

Eligible Employees (must meet all conditions below)

Annual Cap

Maximum Repayment Amount

・Employees in their 2nd to 6th year after joining as new graduates

・Those hired for technical positions*1 or digital positions

・Those employed at the start of support

204,000 yen*2

1,020,000 yen*3

*1 Refers to rolling stock, civil engineering, architecture, track, and electrical positions.

*2 Varies depending on absence/leave status in the most recent business year (1 year).

*3 Amount when repaying for the maximum 5 years.

【Introduction of External Side Job System】

To provide employees with opportunities to actively acquire new knowledge and skills and to enable them to exercise greater career ownership, we will introduce an external side job system that allows employees to work side jobs for external companies.

Eligible Employees

Permitted Side Job Forms*4

・Field and head office employees with at least 2 years of service

Contract work

Entrepreneurship

*4 To avoid interference with main duties, activities that hinder labor provision, leak business secrets, harm company profits through competition, damage company profits or credibility, or destroy trust relationships are prohibited.

Work Style Image (Example): Day Shift

【Introduction of Reduced Working Day System for Older Employees】

To promote an environment where employees can continue to work with peace of mind, we will introduce a system that allows employees aged 61 and over to reduce their weekly working days by one day.

Eligible Employees

System Overview

・Employees aged 61 or older at the end of the fiscal year

・Ability to reduce weekly working days by one day upon request (effectively resulting in a three-day weekend)

【Establishment of Donor Leave】

To create an environment that encourages donor registration and cooperation in donor provision, we will establish a new leave system (up to 15 days per year) that employees can take for examinations, hospitalization, etc., associated with registering as a bone marrow/peripheral blood stem cell donor or providing donations.

【Establishment of Child-Rearing Leave】

We will integrate the existing “Child Nursing Leave” and “Child-Rearing Work-Life Balance Support Leave” into a new “Child-Rearing Leave.” This integration will increase the number of granted days and make the system easier for employees to understand.

Name

Eligible Employees

Granted Days

Purpose of Grant

Current

Child Nursing Leave

Employees with children from birth until junior high school enrollment

5 days per child per year

a. Treatment for injury or illness

b. Nursing care and hospital visits during recuperation

c. School closures due to infectious diseases, and participation in events such as children's entrance ceremonies, graduation ceremonies, etc.

Current

Child-Rearing Work-Life Balance Support Leave

Employees with children from age 3 until elementary school enrollment

10 days per year regardless of the number of children

Reasons to facilitate child-rearing

Revised

Child-Rearing Leave

Employees with children from birth until junior high school enrollment

15 days per child per year (an additional 5 days granted per child if there are two or more children)

a. Treatment for injury or illness

b. Nursing care and hospital visits during recuperation

c. School closures due to infectious diseases, and participation in events such as children's entrance ceremonies, graduation ceremonies, etc.

d. Other reasons to facilitate child-rearing

【Reference】Overall Picture of Human Capital Management