Human Resources
Policy and Basic Approach
We plan to develop human resources who will contribute to corporate value as we pursue both profits and contributions to social progress.
In Japan, since transitioning to a job-based system in HR evaluations of managerial personnel—a measure intended to transform the traditional HR system based on seniority to one based on actual job ability—we’ve been making improvements to its operation. We have made considerable progress through means including publishing the job descriptions of managerial personnel companywide, implementing assessments, and updating the HR system for general staff personnel. Together with these systemic reforms, we’re carrying out activities to address the issues identified by engagement surveys and developing training systems to develop the human resources we need.
Structure & System
In line with the type of human resources we are looking for, we have concretely defined the ideal attitudes and behaviors (competencies) required of each employee, and are working to organize the knowledge and skills necessary to realize such changes in attitudes and behaviors. Going forward, we will identify development issues for each and every employee through personnel evaluations and assessments. We will then build a new system that incorporates training programs that meet the needs of the individual. In order to accelerate these strategies, we established the Human Resources Development Department under the HR and Administrative Division on June 1, 2023, and began activities.
Initiatives
- An HR system incorporating job descriptions
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strong focus on seniority has long been an issue for the Group’s HR system. In FY2023, by adopting a new HR system that incorporates job descriptions for core personnel in company managerial posts, we began to establish an evaluation system based on actual job capabilities. After clarifying the roles expected of each individual through these job descriptions, we undertook evaluations based on various points related to performance in these roles. The results are reflected in pay, promotions, and demotions. By preparing a cascade of job descriptions from unit heads and below based on the goals to be achieved, the new HR system more fairly and effectively rewards personnel for their individual contributions according to their roles and weighting of duties. The addition of assessments by an independent outside agency in evaluations for promotions to core posts helps identify aptitudes and strengths from an impartial perspective, unconstrained by the company’s traditional outlook. This new HR system introduced for core personnel was first expanded to include general staff personnel in FY2024. We will use this system to build a cycle in which the system and its operation are steadily improved based on interviews, allowing all company employees to demonstrate their true abilities to the fullest and to be evaluated appropriately based thereon.
