The Group views its employees as creators of new value and sources of business competitiveness. We consequently seek to be a company that accepts and respects diversity, where every employee finds their work meaningful while working together to achieve optimal organizational performance.
Our medium- to long-term HR strategy states "Enhance the management of the Group by securing and fostering adaptive human resources and forging a healthy organizational culture and promote sustainable growth by implementing measures for improving social value." We consider it essential for corporations to continuously develop personnel who excel as leaders and diverse, adaptive human resources in order to maintain competitiveness and sustain growth.
In February 2016, in order to clarify the competencies and skills common to leaders in our Group’s various businesses, we drew up “Leadership Values in the Group” (“Leadership Values” hereinafter), which is to be used as a set of guidelines for our leadership development.
Among the three Leadership Values listed, “Integrity and Spirit of a Leader” has especially deep roots in our tradition of commitment and responsibility for the safety and livelihood of our employees. Our Group traces its roots back to the era of coal and metal mining, where the workplace sometimes put ones’ life in danger. This value is therefore universal among requisite leadership qualities that have been passed down unbroken through generations in the Group, and was selected as one of core values through keen discussions among management.
Our Leadership Values are reflected in performance assessment of managerial employees in the Company. This is aimed at encouraging higher-ranked employees to lead the awareness reform and embody the Leadership Values. The Company’s manager training programs have been redesigned in accordance with our Leadership Values, which afford Group employees opportunities for leadership development appropriate to the various stages of their careers.
In fiscal 2006, we established “Advanced Leadership Development Programs,” which seek to develop qualified candidates for our Group’s senior management positions. General managers considered as potential candidates for the executives of the Company or presidents of major Group companies are identified as “Superiority Talents,” while managers considered as potential candidates for general managers, plant managers or presidents of Group companies are identified as “Advancing Talents.” Their professional capabilities are developed accordingly through both training and experience.
The development programs were enhanced in fiscal 2018. Their contents were expanded based on the Leadership Values to ensure that the personnel development methods were implemented more systematically and continuously. An annual HR meeting held by each business division brings the executive officer responsible for HR and the general manager of the Human Resources Department together with the executive officer responsible for each division to assure coordinated implementation of the development programs, such as confirming individual career development and assignment plans for each of Superiority and Advancing Talents.
The training for the Superiority Talents includes a program that employs members of the Company’s current management executives as instructors to train participants directly as a means of engendering a management mindset, including risk awareness and mental preparations. In fiscal 2020, 12 participants made presentations on the future and visions of the Group to the management executives on the final day of the training program, which inspired lively discussion between them.
For the Advancing Talents, we provide a special training program in which they develop business strategies for the individual businesses, and make systematic assignment based on individualized career development plans to broaden their experiences.