social

Human Resources Management

Basic Concepts

KOKUYO aims to continue taking on the challenge of creating new value that contributes to the realization of a sustainable society for the issues—which change with the times—faced by customers and society. To achieve this, based on the assumption of respecting diversity, we support challenges through work and place particular attention toward facilitating the growth of the company and each employee while bringing out the creativity of each person.

Systems

Creating an Environment that Facilitates the Growth of KOKUYO and Each Employee

The personnel system which started full-scale operation in fiscal 2018 focuses on improving the capabilities of employees. Core employees are divided into role grades based on the size of their roles and responsibilities regardless of age and experience, while union employees are divided into skill grades based on the level of their capabilities. KOKUYO matches and assigns the appropriate person to the appropriate position after clarifying organizations and roles according to company strategy. We also support the reflection of absolute evaluation for compensation in balanced manner regarding the degree of accomplishment of targets—established through dialogue between supervisors and subordinates at the company-level about what to do for what purpose.
In our second medium-term management plan, “Enabling sustainable growth-Smart & Sustainable Transformation 2021,” which was started in fiscal 2019, together with improving the implementation quality of our personnel system, KOKUYO will strengthen the development of systems that facilitate the growth of the company and each employee through promoting the assignment and appointment of the appropriate person in the appropriate position and capability development based on the assumption of acceleration in business growth in the medium- to long-term.
In fact, there are increasingly more cases of assignments and appointments unaffected by age, such as the appointing people in their early 30s as core employees responsible for a part of management, appointing people in their late 30s as general managers, and appointing people in their 40s as directors.
Going forward, KOKUYO will further facilitate and polish seamlessly our initiatives so far to build the foundation for realizing our 2030 vision planned to be disclosed in 2020.

Cycle Facilitating the Growth of KOKUYO and Each Employee

Using challenges through the work of teams and individuals, KOKUYO advances initiatives aiming at spiraling up while solving business issues and facilitating individual growth.

Growth Management System

To support challenges through the work of teams and individuals, KOKUYO is embarking on an initiative that seamlessly facilitates target setting and evaluation, application (assignment and appointment), and capability development with continued development of business leaders as its pillar.

Career Center Established to Strengthen Functions Supporting New Challenges of Each Employee

As an organization that supports new challenges by individual employees based on the will and capabilities of each employee while solving business issues and facilitating individual growth, KOKUYO established the Career Center in 2018 and is strengthening its operations. The center allows employees to utilize a system called “career challenges” where they declare their determination about work challenges they want to undertake or capabilities they want to improve at KOKUYO in the medium- to long-term. At the same time, the direction in which employees grow their career or skills is made more specific through individual career interviews with expert advisors. The center supports the undertaking of new challenges by understanding the will of each employee through individual dialogue and facilitating the assignment and appointment of the appropriate person to the appropriate position utilizing personnel data such as capabilities and career.

2019 Initiatives

Promotion of Capability Development

To support challenges through the work of teams and individuals, priority themes are set by matching against the working style that the entire company is focusing on for the direction that business is aiming for and its realization. Capability development is promoted with particular attention on behavioral changes at job sites.

â—ŹConduct of KOKUYO Marketing University for Younger Employees
Conduct of KOKUYO Marketing University for Younger Employees

For KOKUYO to continue providing unique value to society even as the environment and customers change, it is necessary to think about marketing skills centered on customers in all types of works—such as sales, manufacturing, and distribution—and not just in the areas of development and planning. KOKUYO conducts output-driven practical programs targeting younger employees who have entered the workforce for about three to 12 years. Immediately after learning about strategy and marketing methods, participants apply the knowledge they have learned in proposing new business plans for KOKUYO. Under the coaching of external strategy professionals, teams polish their proposals over a period of approximately half a year, eventually recommending their proposals to the management. This initiative started in 2017, and currently, more than 70 young employees have taken on this challenge while the format continues to evolve.

â—ŹEstablishment of KOKUYO Marketing Graduate School for Mid-level Leaders
Conduct of KOKUYO Marketing University for Younger Employees

To change toward a management model that can see 10 years into the future, KOKUYO hopes to take on the challenge of a working style that objectively perceives the future business environment and considers strategies without being limited by the circumstances of one’s own company. Therefore, we started a program centered on mid-level leaders in their 30s and 40s to support them in learning future scenario planning skills and applying them in their daily value creation process. Under the coaching of external strategy professionals, teams deal with themes that look 10 years into the future of KOKUYO, making refinements over a period of approximately nine months, and eventually recommending their proposals to the management. In fiscal 2019, the first batch of 24 participants is undertaking this challenge.

â—ŹConduct of Business Leadership Development Program for Core Employees
Conduct of KOKUYO Marketing University for Younger Employees

KOKUYO conducts a program to improve skills—problem-solving, leadership, and organizational management—necessary as business leaders of KOKUYO centered on employees who were appointed as core employees after the introduction of the current personnel system. In fiscal 2019, 24 employees participated in this program.