Employee growth
Basic approach
Our company's Management Philosophy, "Truly inspired," is based on the idea that "our company's purpose is to develop people who are useful and respected in society, and business is a means to that end." Action Mindset verbalizes what we expect from our employees based on this Management Philosophy and summarizes it into seven elements. We believe that each employee's deep understanding and embodiment of each item in Action Mindset will lead to the sustainable growth of our employees and, ultimately, our company.
●New Action Guideline
| Action Mindset /Evaluation Items | definition | |
|---|---|---|
| Basic posture | complete sense of ownership | The attitude of seeing the matters involved as one's own and taking responsibility to see them through to the end |
| constant desire for growth | Always look back at yourself and try to learn and grow from everything. | |
| deep regard for sincerity and mutual trust | An attitude of considering the positions of people involved both inside and outside the company, and respecting and improving each other | |
| ability | take on new challenges boldly | We are not bound by precedents, and we are not discouraged by failure. We boldly set high aspirations, set high goals and challenges, and continue to take on challenges. |
| think thoroughly and make confident decisions | We think things through from multiple perspectives, and make decisions with unwavering conviction and determination without missing the timing. | |
| overcome differences | A skill that allows you to negotiate and adjust while understanding the other person's position, and overcome differences in position and conflicting values to overcome difficult situations. | |
| empower people | We believe in the potential of everyone, accept and embrace the values and characteristics of others, draw out people's strengths, and make the most of them. | |
Strategy
Educational system concept
The education and training system is based on the three pillars of our human resources strategy: "Embodying Management Philosophy," "Deepening DE&I," and "Bringing out the full potential of each individual."
Based on this policy, in order to promote the realization of Vision for 2030 and Vision for 2050, we are particularly strengthening support for self-directed career development which is key to Bringing out the full potential of each individual.
Each employee thinks about the career path they want to pursue, and the company provides support to help them achieve their dreams.
The education and training system is developed in collaboration between Career Design Department and the Human Resources Department.
※Image of division of roles
・ Career Design Department: Providing opportunities for employees to independently develop their careers and gain experience
・Human Resources Department: Providing learning and experience opportunities for employees to take courses that are required by the company
●List of educational training programs for 2025
Metrics and targets
Educational training results
Educational training is held both online and in-person, taking advantage of the merits of each. We support participants' professional and personal growth through training and learning opportunities linked to "developing competencies," "executive personnel development," "support for self-directed career development," and "reskilling and other support for employee growth."
●Training time/investment results
| Unit | FY2022 | FY2023 | FY2024 | 2030 | ||
|---|---|---|---|---|---|---|
| (Target) | ||||||
| Training hours | Total | hours | 74,722 | 68,252 | 92,304 | — |
| Per person | 12.8 | 11.8 | 15.8 | — | ||
| Education investment | Total | Thousand yen | 247,810 | 299,138 | 318,488 | — |
| Per person | 43 | 52 | 55 | 100 | ||
Initiatives
Developing competencies
Mentor training
Starting in fiscal 2019, we have introduced a mentor system for the purpose of training new employees. A "mentor" is a senior employee who serves as a training instructor, and we conduct mentor training with the aim of improving their training and leadership skills. We survey new employees about their own mentor development guidance, and provide feedback to the participants during training, which also helps to raise the awareness of mentors.
Executive personnel development
Cross-industry exchange training aimed at leadership formation
We have been conducting cross-industry exchange training since fiscal 2016 with the aim of developing human resources who can demonstrate leadership based on their own beliefs.
During the six-month training course, employees gain exposure to diverse values and ways of thinking through mutual learning with employees from different industries, and acquire the ability to think creatively about the future. At the same time, through experience they acquire a sense of mission to embody the company's DNA and a unique leadership style for the next generation.
support for self-directed career development
Basic Concept of Autonomous Career Development (Career Design)
Overview of major policies and systems for supporting self-directed career development
As employees work on their career design, we are implementing support measures to help them think about where they want to be and to acquire the experience and skills necessary to realize that goal. In addition, if employees have doubts or issues with their career design, we provide consultation support such as individual interviews at Life-Career Support Center. Furthermore, to support supervisors, who are the biggest supporters of their subordinates' careers, we provide training to improve their ability to talk to their subordinates. We are promoting the strengthening and expansion of various measures that contribute to supporting employees' career development.
Initiatives to consider the ideal career path
In our age-specific "Career Planning Seminars," which help employees think about their "desired career goals" and how to achieve them, we use a "Career Design Sheet" to help them visualize their career plans, including their skills, experience, and financial plans.
Additionally, we have visualized the diverse career paths of employees active in various fields and are developing career paths that combine the experiences (turning points and breakthrough events) and skills of 23 employees in order to provide hints for the future career aspirations of employees.
In addition, we support each individual in thinking about the ideal career path by holding lectures by experts, supporting the holding of "Career Workshops" at departmental levels where employees use career design sheets to think about their desired career paths and share their realizations, and supporting the holding of "Life Career Forums" where employees can talk about turning points in their careers with familiar colleagues who are active at each location.
Providing a skill development menu
We are strengthening our skills development menu, which encourages employees to raise their hands to help them realize their ideal state. For example, we are offering "Team Communication Improvement Training (for personnel)" to strengthen the communication skills required for building organizations and teams, "English Language Skills Improvement Measures" centered on online English conversation in preparation for future global expansion, and the "Manabi Challenge" system, which subsidizes half the cost of voluntary skill improvement.
cross-boundary learning
The program aims to broaden employees' perspectives by exposing them to diverse values and ways of thinking through "experience" in different environments outside the company, encouraging them to further demonstrate their abilities and thereby breaking down barriers such as vertical divisions within departments while strengthening organizational capabilities. In fiscal 2024, a total of 13 programs (51 courses) were implemented, with a total of 43 people participating (up 140% from the previous year). In fiscal 2025, we are working to expand cross-border programs for seniors and new businesses. In addition, we are actively developing activities such as "Weekly Teacher," in which our employees are sent to junior high schools once a week to address issues in the educational field.
Support for self-reflection through career counseling and strengthening superior interview skills
Nationally certified in-house career consultants who are familiar with our company's business and culture support the process of verbalizing each employee's thoughts and "ideal image," encouraging autonomous career development. From fiscal 2024 onwards, we are working to improve our system by setting up new career consultation desks at manufacturing bases where issues were identified in the engagement survey, so that employees can think more about their own careers. In addition, we are introducing various measures to improve the support and communication skills of supervisors, who are the greatest supporters of their subordinates' career development. In fiscal 2024, we introduced the active listening program "Listening Training 8" to all 1,400 managers.
Self-management training
Among employees who are scheduled to retire from their positions (managers who are 59 years old as of April 1 of the fiscal year), we conduct training to think about how to work after retiring from their positions and who wish to continue working after their retirement. Masu.
Nationally qualified career consultant interview (Life-Career Support Center)
The Life-Career Support Center does not have any authority over personnel matters such as evaluations or treatment, and operates as a dedicated consultation service bound by confidentiality. Nationally qualified in-house career consultants work closely with each employee to strengthen and promote support for finding a solution and taking the first step, for example, "I want to clarify my true self and thoughts" or "I want to resolve my worries and doubts." Depending on the content of the consultation, after a one-on-one interview with a career consultant, we also coordinate a three-way interview with a non-executive advisor with the client's consent.
Furthermore, we extract common organizational issues from the many consultations we receive, make recommendations to management, and work toward resolving them.
● Positioning of Life-Career Support Center
●Career consultation support system
* Select employees who are familiar with the work content of each department or who have overcome life events.
In addition, in response to issues that have come to light through individual interviews, we are creating opportunities for employees to think about their careers, such as by having General Managers publish their "career reports (my career)" and by holding "life career forums."
Career challenge
The Career Challenge System, which began operation in fiscal 2020, allows departments seeking talent to recruit internally, and employees to voluntarily apply, leading to transfers. By providing an opportunity to reexamine one's own strengths, weaknesses, and life career plans, the system aims to encourage autonomous career development and increase engagement satisfaction.
Going forward, we will further expand the range of fields and job types available and stimulate cross-departmental human resource exchanges, thereby working to create an organization that generates diverse innovation.
Reemployment of voluntary retirees
Through our mid-career recruitment scheme, we welcome back employees who have previously left the company. After rejoining the company, he has contributed to building a diverse organization and is playing an active role by leveraging his experience and skills from working in different industries and companies.
Job festival
As a measure to support autonomous career development, we held a Job Festival in July 2025. In the event zone on the 32nd floor of our head office building, 50 workplaces and affiliated companies, more than last year, exhibited booths, and special booths were set up related to initiatives promoted by our company, such as "cross-boundary learning" and "a secondary job in-house." The event was held in a hybrid format that combined face-to-face communication with online distribution, and employees who visited the booths deepened their understanding of the various work and roles that span the company, and it also served as a place for internal communication across departments. A total of approximately 1,100 employees participated over the two days, including those who participated online.
Providing side job opportunities within the company
We provide opportunities for employees to work on cross-department projects and work in other departments while remaining in their current positions. The purpose is to utilize the knowledge that employees have in their own career development and to expand the knowledge that employees have beyond their departments and within the company. In the future, in order to further promote cross-divisional activities, we will expand the number of projects and number of participants and aim for full-scale development.
Outside side job
If an employee engages in work for another company outside of working hours, the Human Resources Department will approve this after confirming that it does not violate the company's compliance rules.
Once-a-week secondment program
The weekly secondment and weekly teacher initiatives were launched in fiscal 2023 with the aim of utilizing employees' experience and skills to contribute to solving local and social issues and improving operations. Working with a variety of stakeholders in an unconventional environment not only leads to new ways of working, but also gives employees an opportunity to think about their future life careers. In fiscal 2025, we will work to solve various issues in the local community through a weekly secondment to Nagato Yumoto Onsenmachi Co., Ltd. in Yamaguchi Prefecture and the efforts of three weekly teachers in Matsudo City, Chiba Prefecture.
As a result of our efforts to spread and establish autonomous career development, in a survey of all employees conducted in fiscal 2024, 25% of employees responded that they have a concrete vision for their career, and 58% responded that they have just started to think about it, for a total of 83% (approximately 2,300 respondents). We have confirmed that efforts to consider the "ideal career" have spread to a certain extent, and in fiscal 2025 we will strengthen support that takes into account the characteristics of the diverse job types and issues specific to each department and office at our company.