Human resources are positioned as a critical factor that determines the future of our business activities and are recognized as our most important management resource. Therefore, we are continually and systematically developing human resources who embody the ideal image of a "self-disciplined creative human resource" to achieve our Long-term Management Plan.
As part of our initiative to cultivate autonomous and creative talent, we are developing a skill map to visualize employee competencies. This map is based on clearly defined core skills (derived from the qualities required for such talent) and the technical skills essential to our Group's business areas. Through this activity, we support our employees' self-directed learning and promote individual growth. Furthermore, we aim for organizational growth by strategically placing the right talent to drive our business forward.
To promote business efficiency through digital adoption, our DX education focuses on skills training for key digital tools (no-code platforms, BI tools, and data warehouses). We have established in-house training programs capable of training over 100 employees annually. We are seeing a growing number of practical applications for these tools, which is beginning to enhance our operational efficiency. Moving forward, we plan to expand our training curriculum, including the exploration of new tools.
We have established an OJT (On the Job Training) program to acquire necessary techniques and knowledge through actual work in the workplace, and OFF-JT (Off the Job Training) to acquire new techniques, knowledge, and skills away from the workplace. OFF-JT includes a wide range of educational programs, such as position-based training to acquire the knowledge and skills required for each level and role, and specialized training in DX, quality, environment, safety and health, manufacturing, global education, and career support.
The programs were conducted for all Group employees in Japan, with a total of 53,892 participants in FY2024.
To cultivate future management talent, our Group runs key leadership development programs, including the global "HAGI" program and the domestic "Niterra Business School." Graduates from these programs now hold core positions within the Group. We also foster local leadership in each region through specialized selective programs. Furthermore, strategic appointments to core Group positions are discussed monthly in Management Meetings. This approach revitalizes our organization, accelerating sustainable growth and enhancing corporate value globally.
To foster next-generation leadership our Group launched "HAGI" a global next-generation leadership program, in 2016.
In this program, candidate leadership are selected from GM-class employees both in Japan and overseas. They are encouraged to explore their own principles as a business leader through the program.
"HAGI" is named after Hagi, the birthplace of the Shoka Sonjuku academy during the late Edo era, and our Chairman, Mr. Odo, serves as the school principal. We continuously hold this program as a forum for mutual learning that strengthens a company-wide perspective to foster talents with aspiration and a sense of mission to lead the future Niterra Group.
As a pathway to the "HAGI" program, we offer the "Niterra Business School" for selected domestic talent.
In this program, participants acquire business skills, such as management strategy and critical thinking through case studies. However, the program aims to develop well-rounded leaders, focusing not just on technical skills (Gi). Through self-exploration—such as helping participants articulate their core values ("Jiku" or personal principles)—we cultivate their mindset (Shin) and a sound character (Tai). Our goal is to foster talent who embody the holistic balance of "Shin-Gi-Tai" (Mind, Skill, and Character).
For the development of managers, we provide them with opportunities to review their past management approaches and observe the situation of their respective workplaces in an objective manner.
We implemented a 360-degree survey targeting departmental managers and those in higher positions in FY2018, and we will expand the survey target to include sectional managers and those in higher positions in FY2020.
Through the survey, we provide opportunities for "self-reflection" (understanding how one's actions are perceived by others) and "behavioral change " (changing one's behavior based on their behavioral strengths and weaknesses). Furthermore, to ensure the survey leads to individual growth, rather than simply assessing the status quo, we provide comprehensive follow-up support. This includes helping employees interpret their results, facilitating dialogue with their supervisors, and offering training to drive behavioral change.
We conduct an engagement survey every year to enhance the motivation and capabilities of each employee. The results allow our managers, who are responsible for workplace management, to grasp the state of their teams and the organization both quantitatively and qualitatively, enabling them to design and implement initiatives to foster a better environment.
To empower managers to take ownership of this initiative, we provide support through workshops where they analyze the survey results with their team members and develop concrete action plans, and offer management training that helps them tap into the aspirations of their team members and foster their growth through new challenges.