WORLD MODE HOLDINGS

SUSTAINABILITY

Our direction

We realize the exciting
future of fashion.

People create value, and that value circulates outward in ever-widening circles: to our partners, to our clients, to consumers, and on to the industry and society. This is the future we aim for.

VALUE CIRCULATIONWidening the circle as value circulates

When our client companies grow, so do the possibilities for our people. As our people grow, they deliver better experiences to consumers. And that value spreads across the entire industry.

We see sustainability as part of this cycle.

WHY

Why we take on sustainability

Our Group’s sustainability initiatives began as a project in 2020. We work to solve challenges in the fashion industry through solutions in areas such as human resources, education, and marketing, and through these businesses we deliver value to a wide range of stakeholders, including our employees, clients, consumers, and local communities. Rather than measuring results by financial indicators such as sales and profit alone, we also regard the value we provide as an outcome, and we pursue these initiatives as an integral part of our management strategy under our medium-term plan toward 2030 and our long-term goals for 2040.

  1. 2020Sustainability
    project launched
  2. 2030Medium-term goals
  3. 2040Long-term goals

MATERIALITY

Our four materialities

Taking into account stakeholder expectations and changes in the industry environment, we have identified the social issues we will focus on.

01

Sustainable development of the fashion and beauty industry and the community

Providing quality personnel and solutionsPromoting industry-wide changeCreating ideal careers and work opportunitiesInfrastructure connecting fashion lovers and companiesRevitalization of local communities

02

Realization of a society where all human rights are respected

Achieving diversity and inclusionRealization of gender equalityMental and physical healthProtecting and nurturing future generations

Human Rights Policy
03

Reduced impact on the global environment

Achieving carbon neutralityBreaking away from mass production, consumption, and disposalRealization of a circular economy

04

Strengthening of management base

Compliance and risk managementTransparent, sound, fair, and equitable managementStrengthening information security

Our materialities are reviewed and updated on an ongoing basis. See how we identified them.

Policies and commitments

REPORT

Sustainability Report

These reports summarize our initiatives for the sustainable growth of the fashion industry. You can view and download them below.

PROCESS

Materiality identification process

We quantified 21 issues on two axes, plotted them on a matrix, and identified the highest-scoring issues as our four materialities.

  1. 1Identify
    stakeholders
  2. 2List sustainability
    issues
  3. 3Discussion by
    committee members
  4. 4Quantify and map
    on a matrix
  5. 5Identify four
    materialities
  6. 6Approval by the
    Board of Directors

Stakeholders

1World Mode HoldingsDirectors, employees, and job seekers
2ClientsClient companies, vendors, business partners, competitors, financial institutions, shareholders, investors, and consumers
3International and local communitiesGovernments, local governments, the UN, international organizations, NPOs, and NGOs
4Future generationsStudents and children

How we examined the 21 issues

Committee members quantified the sustainability issues they had raised on two axes: (1) importance to society, stakeholders, and our business, and (2) likelihood of occurrence. Starting from the issues rated highest on both axes, we grouped related issues together and identified four materialities.

Sustainable issue matrix

Click a legend item to show only its issues. Click again to clear. You can select more than one.

45678910345678910Importance to society, stakeholders, and our business (impact) →Likelihood of occurrence → Creation of businesses that drive the fashion industry Increasing the value of fashion human resources Creating workopportunities to makethe most of your career Contribution to and coexistence with local communities Response to globalization Collaboration with business partners Nurture and support future generations Gender equality Mental and physical health A culture that respects and recognizes diversity Global warming Mass production and mass consumption Pollution andconservation of water Disposal of goods and materials Compliance with laws and regulations and risk management Strengtheninformation security Sound, fair and impartial management Strengthen teamwork across organizations and countries Using digital to support business growth Evaluation and development system to maximize the power of each individual to achieve the best results Aging population combinedwith decreased birthrate

Likelihood of occurrence

02468100246810 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Importance to society, stakeholders, and our business (impact)

01 Sustainable development of the fashion and beauty industry and the community

  1. 1Creation of businesses that drive the fashion industry
  2. 2Increasing the value of fashion human resources
  3. 3Creating work opportunities to make the most of your career
  4. 4Contribution to and coexistence with local communities
  5. 5Response to globalization
  6. 6Collaboration with business partners

02 Realization of a society where all human rights are respected

  1. 7Nurture and support future generations
  2. 8Gender equality
  3. 9Mental and physical health
  4. 10A culture that respects and recognizes diversity

03 Reduced impact on the global environment

  1. 11Global warming
  2. 12Mass production and mass consumption
  3. 13Pollution and conservation of water
  4. 14Disposal of goods and materials

04 Strengthening of management base

  1. 15Compliance with laws and regulations and risk management
  2. 16Strengthen information security
  3. 17Sound, fair and impartial management
  4. 18Strengthen teamwork across organizations and countries
  5. 19Using digital to support business growth
  6. 20Evaluation and development system to maximize the power of each individual to achieve the best results

Other (issues we continue to monitor)

  1. 21Aging population combined with decreased birthrate

TCFD

Disclosure based on TCFD recommendations

We disclose information based on the recommendations of the TCFD (Task Force on Climate-related Financial Disclosures). With the risks of climate change rising in recent years, investors around the world, starting with the Paris Agreement, have increasingly been assessing the financial impact of climate change on the businesses of the companies they invest in. While also respecting the intent of the new sustainability disclosure standards (IFRS S1 and S2), we follow the TCFD approach trusted by many investors: we assess risks and opportunities through climate scenario analysis of our core businesses and disclose the results. We will continue to update this information regularly and strengthen our governance and business strategy related to climate change.

01

Governance

Disclose the organization’s governance around climate-related risks and opportunities.

02

Strategy

Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning where such information is material. *Includes scenario analysis

03

Risk management

Disclose how the organization identifies, assesses, and manages climate-related risks.

04

Metrics and targets

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.

01Governance

We have established a Sustainability Committee chaired by the Representative Director, which reports and makes recommendations to the Management Committee and advises the Board of Directors. Currently, members of the Committee’s Climate Change Subcommittee lead discussions with external advisors to review and deliberate on basic policies and important matters related to climate change.

02Strategy

In line with the scenario analysis recommended by the TCFD, we examined and evaluated the climate-related risks and opportunities for our Group under below-2°C and 4°C scenarios, with 2030 and 2050 as target years*. Under either scenario, we do not expect a crisis that would require a fundamental change in our business strategy in terms of demand in our core businesses, the human resources and marketing fields. Although carbon taxes and other tax measures and stricter regulations may raise the costs of production sites and store operations, mainly for our clients, and lead to cuts in personnel costs, we expect energy-saving activities to spread across society and anticipate growing needs from clients across the human resources field, such as support for their recruitment challenges. We also concluded that these risks will be mitigated by expanding the Group’s business domains, including the advancement of our overseas businesses.

Businesses analyzed

We covered the Group’s core businesses in the human resources and marketing fields.

Time horizon

We set the periods in which risks and opportunities may materialize as roughly: short term, now to 2030 (the target year of the SDGs); medium term, 2031 to 2040; and long term, 2041 to 2050 (the target year for carbon neutrality).

TypeItemPeriodRisksOpportunities and measuresFinancial impact
Transition
risks		Changes in energy costs due to taxes and regulationsShort–LongThe introduction of a carbon tax and high-efficiency equipment, stricter regulations on fossil fuels, GHG emissions trading, regulations on fossil fuel use, recycling regulations, energy-saving policies, and other measures may increase supply chain and store operating costs, leading client companies to hold back investment.
  • Greater opportunities and demand in consulting to help prepare for these risks
  • Greater demand from client companies to convert fixed costs into variable costs to prepare for these risks
–
Market changesMedium–Long
  • Consumers come to prefer materials, products, and services with lower environmental impact, and fashion becomes a lower priority
  • Changes in consumer demand may reduce client companies’ sales and lead them to hold back investment
  • Higher profitability by providing high value-added services and capturing markets through environmental awareness training for sales staff
  • Greater demand for human resources at sustainable fashion brands
–
Changes in reputation among clients and investorsShort–LongLost opportunities with client companies, staff, and investors if our environmental management and disclosure of climate change initiatives are judged insufficient.Gaining the empathy of stakeholders and increasing corporate value by promoting ESG management.–
Physical
risks		More severe natural disasters such as typhoons and floods, and the spread of infectious diseases
(acute risks)		Short–Medium
  • Temporary closure of commercial facilities such as department stores, and disruption of transportation
  • Higher expenses from paying salaries during business closures
  • Impact on the head office and sales divisions from building damage and transportation disruptions
  • Greater demand for human resources and marketing suited to job seekers’ needs for remote work and to online retail businesses
  • More opportunities to meet demand arising from the shift from an urban to a decentralized society with operations across multiple locations and businesses
  • Higher BCP response costs
  • Lower sales and expenses such as salary compensation
Rising average temperatures and changing weather patterns
(chronic risks)		Short–Long
  • Weaker financial condition of client companies as purchases of heavy clothing decline
  • Lower demand for in-store sales as people stay home during warm winters and similar conditions and shop online more
  • Expansion of business domains as purchasing channels change
  • Expansion of business domains through the advancement of overseas businesses
  • Lower sales and higher costs
  • Higher sales from expanding services in the human resources and marketing fields

*Below 2°C: based on the IEA (International Energy Agency) APS (Announced Pledges Scenario). *4°C: based on the RCP8.5 scenario in the IPCC (Intergovernmental Panel on Climate Change) Fifth Assessment Report.

03Risk management

Climate-related risks are identified, assessed, and managed mainly by the Sustainability Committee and its Climate Change Subcommittee. The risks and opportunities identified are integrated into company-wide risk management and business strategy through reports to the Management Committee.

04Metrics and targets

Measuring and reducing greenhouse gas (GHG) emissions

Basic policy

We regard responding to climate change as one of our key management issues and work to reduce the environmental impact of our business activities. We will continue to measure and reduce our greenhouse gas emissions and, working with stakeholders including our clients and business partners, aim to contribute to the Paris Agreement and the Japanese government’s goal of carbon neutrality by 2050. With reference to the principles of the UN Global Compact, the GRI Standards, and other frameworks, we will also enhance our environmental management and information disclosure. Our reduction targets and management indicators are being reviewed in light of changes in our business.

Next steps: expanding the scope of calculation and resetting targets

In response to growing social demand for disclosure of greenhouse gas emissions across the entire supply chain, we will begin calculating Scope 1 and 2 emissions at the Group’s overseas sites as well as Scope 3 emissions in Japan, focusing mainly on upstream categories. By making our emissions visible and understanding the actual situation, we will reset reduction targets and management indicators that reflect our business and drive continuous improvement.

FY2025 resultsMarch 2025 – February 2026

  • GHG emissions (Scope 1 + 2)

    172t-CO₂

    −19.2% from the previous year

    0.043 t-CO₂/m² per office floor area

  • Total energy consumption

    570.8MWh

    −3.5% from the previous year

    0.142 MWh/m² per office floor area

  • Share of renewable energy in electricity

    22.1%

    Introduced in FY2025

    84.3 MWh out of 380.8 MWh of electricity used

GHG emissionst-CO₂ Scope 2 (market-based)Scope 1
050100150200250
  1. 147 2021
  2. 193 2022
  3. 205 2023
  4. 213 2024
  5. 172 2025
Scope 2 Scope 1
ItemUnitFY2021Mar 2021–
Feb 2022		FY2022Mar 2022–
Feb 2023		FY2023Mar 2023–
Feb 2024		FY2024Mar 2024–
Feb 2025		FY2025Mar 2025–
Feb 2026
GHG emissions (Scope 1 + 2)t-CO₂147193205213172
Scope 1 (direct emissions from fuel use)t-CO₂12.313.415.816.715.5
Scope 2 (indirect emissions from electricity, etc.)t-CO₂135180189196156
Year-on-year%–131.3106.2103.980.8
GHG emissions per office floor areat-CO₂/m²0.0470.0620.0640.0530.043
Total energy consumptionMWh369.3471.9527.2591.2570.8
Share of renewable energy in electricity%––––22.1
View detailed dataScope 2 (location-based), fuel and electricity use, breakdown of energy consumption, office floor area, and main factors behind year-on-year changes
ItemUnitFY2021Mar 2021–
Feb 2022		FY2022Mar 2022–
Feb 2023		FY2023Mar 2023–
Feb 2024		FY2024Mar 2024–
Feb 2025		FY2025Mar 2025–
Feb 2026
Scope 2 calculation basis
Scope 2 (location-based, for reference)t-CO₂134175196184182
Fuel and electricity use
City gasm³2,5763,1433,5803,8513,355
GasolineL3,0373,0133,7033,8593,803
ElectricityMWh308.0403.8447.1386.5380.8
of which renewable energyMWh––––84.3
HeatGJ–––431402
Breakdown of total energy consumption
ElectricityMWh308.0403.8447.1386.5380.8
HeatMWh–––119.7111.7
City gasMWh32.139.144.647.941.8
GasolineMWh29.229.035.637.136.6
Total energy consumption per office floor areaMWh/m²0.1190.1520.1640.1470.142
Offices
Number of leased officessites1919192020
Office floor area (end of fiscal year)m²3,108.63,108.63,204.94,029.44,029.4

Main factors behind year-on-year changes

FY2021
State of emergency declared due to COVID-19; remote work recommended
FY2022
Spread of the Omicron variant; remote work recommended
FY2023
COVID-19 reclassified as a Class 5 infectious disease in May 2023; the Minami-Kyushu and Sapporo offices moved to larger premises
FY2024
Futaba Communications joined the Group (November 2023) and has been included since FY2024; heat used for after-hours air conditioning at the Tokyo office is included from FY2024
FY2025
Renewable energy contract started and LED lighting introduced at the WMH Tokyo office

*Scope 2 emissions are calculated using the market-based method (location-based figures are shown in the detailed data).

*Energy consumption is calculated by converting city gas (44.8 MJ/m³) and gasoline (34.6 MJ/L) using their calorific values and 1 MWh = 3.6 GJ, and adding electricity and heat consumption. For city gas, the default calorific value under the Ministry of the Environment’s Mandatory GHG Accounting and Reporting System is used. Figures are rounded, so the sum of the breakdown may not equal the total.

INITIATIVE

Initiatives and external evaluations

To fulfill our responsibilities as a member of society, we take part in international initiatives and obtain external evaluations.

This page is based on the Value Creation Report 2026.