Talent Development and Workplace Reform Based on Humanity and Expertise

「こうした課題認識を踏まえ、次期中期経営計画策定に合わせて人材戦略の抜本的な見直し、すなわち「人事革命」を進めています。」

「Our Group has operated a job-based personnel system since 2019. In recent years, however, specialisation has progressed, and personnel management based on human capital that considers employees' expertise and roles, rather than job size alone, has come to be required. In response to these changes, we have been working to improve and review the current system within its existing framework, based on the current compensation-system design and criteria for salary increases and promotions. However, we analyse that the system does not necessarily meet employees' expectations sufficiently and may consequently lead to lower motivation.」

「As another topic for our Group during the interim consolidated accounting period, we implemented a salary increase from July 2025, following the previous fiscal year. This marked the fourth consecutive annual wage revision since 2022, helping to strengthen talent competitiveness and improve employee engagement while further enhancing services for customers. In addition, to attract and retain outstanding talent, we decided to raise the starting salary for new university-graduate employees joining in April 2026, thereby strengthening our recruitment competitiveness.」

「In addition, for the third consecutive year, following last year, we implemented a salary increase (base-pay increase) for regular employees and fixed-term contract employees under continued employment. Going forward, from the perspective of human capital management, we will work to strengthen talent competitiveness and improve employee engagement, while enhancing services for customers.」

「We have established as a KPI that 3% of the previous fiscal year's ordinary profit will be invested in talent and used for development.」

「For the second consecutive year, following the previous fiscal year, we implemented a salary increase (base-pay increase) for regular employees and fixed-term contract employees under continued employment. Going forward, based on the view that we will need to strengthen talent competitiveness and secure talent with high employee engagement, we will consider various attractive personnel initiatives that enable employees to achieve both ease and purpose in their work.」

「For the second consecutive year, following last year, we implemented a salary increase (base-pay increase) for regular employees and fixed-term contract employees under continued employment. Going forward, based on the view that we will need to strengthen talent competitiveness and secure talent with high employee engagement, we will consider various attractive personnel initiatives that enable employees to achieve both ease and purpose in their work.」

「For the second consecutive year, following last year, we implemented a salary increase (base-pay increase) for regular employees and fixed-term contract employees under continued employment. Going forward, based on the view that we will need to strengthen talent competitiveness and secure talent with high employee engagement, we will consider various attractive personnel initiatives that enable employees to achieve both ease and purpose in their work.」

「Finally, the company decided to raise salary levels (base pay) from July this year. As part of its talent strategy, the company places importance on employees' sense of purpose at work and aims to achieve compensation levels of which employees can be proud. Through this salary increase, it aims to secure outstanding talent and improve employee motivation, while working to further enhance services for customers.」

「These health-oriented management practices were recognised, and the company was certified for the second consecutive year as a 2021 Certified Health and Productivity Management Outstanding Organisation (large enterprise category) by the Ministry of Economy, Trade and Industry and the Japan Health Council.」

「We are also promoting staggered working hours and implementing telework.」

「To secure talent, our most important management resource, we abolished seniority-based employment and introduced a new job-based personnel system that provides treatment according to employees' high expertise and rich humanity, while also improving the working environment. In addition, the company established a Well-being Declaration, appointed a Chief Health Officer (CHO) and established a Health Management Promotion Council to promote health-oriented management. As a result of these initiatives, the company was certified as a 2020 Certified Health and Productivity Management Outstanding Organisation (large enterprise category) by the Ministry of Economy, Trade and Industry and the Japan Health Council.」

「In connection with the relocation of head office, we upgraded the intranet system as a system platform incorporating various functions to promote “work-style reform” by enabling a flexible working environment, stronger communication among employees, more efficient meeting management and greater convenience.」

「As a result of these and other initiatives, the company received the Grand Prize (Minister of Health, Labour and Welfare Award) in the “Good Career Company Awards 2018,” an award programme of the Ministry of Health, Labour and Welfare.」

「We are focusing on developing talent with both heart (humanity) and professionalism (expertise), while undertaking fundamental reforms to our personnel systems, including building a comfortable working environment, promoting the full participation of all employees, including senior employees, and reforming working practices.」