Human Capital Enhancement

   Our Group is committed to sustainable growth and mediumto long-term enhancement of corporate value through the creation of an organization that makes the most of the values and perspectives of its diverse human resources.

   We aim to create an environment in which each and every employee can maximize his or her characteristics and abilities and continue to work with vigor and vitality by recruiting and training diverse human resources based on the dissemination of the corporate philosophy.

   We promote corporate identity (CI) activities in order to define our corporate philosophy and direction that we will continue to focus on in the future, and to achieve further growth and development. We clarify its important ideas and action guidelines based on the concept of “Above all, reach people's hearts.“
   The entire Group is involved in CI penetration activities, including communication by top management and executives, dialog in the workplace, branding activities mainly by young employees, and sharing of best practices.

   In the branding training, we learn specific practical methods through case studies and group discussions that help us to put the content of CI into concrete action.

   In the personnel system developed in conjunction with CI activities, we have clarified the expected image of human resources, including core human resources.

   The expectations of each position are defined in terms of responsibility for results, human resource development and growth, and culture development, to ensure that the right people are appointed and assigned to the right positions, and that the personnel evaluation is well- balanced.

   Under this personnel system, we encourage employees to make efforts and take on new challenges, and provides appropriate evaluation and treatment of results. We also promote the enhancement of educational systems to support employees accordi ng to their stage of growth, and the creation of an environment that makes work more rewarding and comfortable.

   From the perspective of ensuring diversity in human resources and diversity management, we place emphasis on respecting diverse attributes and values and making the most of its human resources, without being bound by conventional standards within society or our company.

   Specific efforts include “creating a working environment in which men and women can play equally active roles,” “employment without regard to gender or nationality,” “recruitment of career (mid-career) personnel in priority positions,” “creation of systems and environments that draw out the efforts and challenges of diverse members,” and “support for balancing work and family life.”

   In terms of promoting women’s empowerment, we have established an action plan based on “The Act on Promotion of Women’s Participation and Advancement in the Workplace,” and is working to “maintain and strengthen the recruitment of women in the hiring of new graduates” and “enhance the use of childcare leave by male employees.”

   As specific initiatives, we distribute the YUSHIN Childcare System Book to employees who are working parents, and holds lectures to promote childcare leave for men. We also hold information exchange events for employees on childcare leave in an effort to alleviate concerns about childbirth and returning to work.

   From the perspective of ensuring diversity on a global level, we have many overseas offices and promote localization, and we are actively working to utilize mid-career hires and foreign nationals.

   As a cornerstone of these efforts, we have formulated the “YUSHIN Group Human Rights Policy” as a guideline for promoting respect for human rights and fulfilling responsibilities throughout the Group, and are working to disseminate this policy to all stakeholders.

   In order to create an organization that will contribute to achieving medium- to long-term management goals and further sustainable growth beyond that, we held training sessions for department managers. They acquired the ability to formulate strategies on their own even after the training sessions, having learned about formulating strategies to become more proactively involved in management, move their own organizations, and realize the plans they have made.
   We will also work on new training programs to build strong people and organizations that support business growth, such as training for section managers to strengthen their organizational management skills and training for general employees to encourage autonomous career development.

   We are conducting an employee survey and an organizational diagnosis survey. The purpose is for us to identify issues and consider actions to further improve organizational capabilities while being aware of the PDCA cycle.

   Through its Elder Counselor System, we are committed to providing targeted support to younger employees. We also conduct career surveys of our employees. Our goal is to increase the level of “human capital” that can contribute to the sustainable growth of our company by utilizing the strengths and abilities that each individual possesses.

   We support employee-led activities to make suggestions and take on challenges, and have established a system to encourage such activities.

• “Kaizen Suggestion System” to promote business improvement
• “Innovation Project Activity Proposal System” to foster human resources with creativity and initiative

         e.g. Office Casual Wear Project

                  Project for the establishment of standards for the approval of side/secondary jobs

   We proactively listen to its employees’ “aspirations” and work to improve work-life balance and enhance employee benefits by reforming the way they work. We also emphasize the creation of office and plant environments that encourage teamwork and communication.

   We aim to create a work environment where employees can work in good health and vigor, and promote the development of an occupational health care system, the implementation of necessary safety and health education and training, and efforts to strengthen occupational safety in each department.

   For the time being, we will work on the following items to build a foundation for strengthening human capital.

< Building an Organization for Sustainable Growth >

< Securing and Developing Diverse Human Resources and Strengthening Diversity Management >

*Disclosed targets in the General Business Owner's Action Plan based on The Act on Promotion of Women’s Participation and Advancement in the Workplace (Japanese law).