Since the Group’s subsidiaries cover a wide range of businesses and duties, each company uses its own balanced scorecard to make business strategies visible. Each company takes a management by objectives approach to assess the achievement of individual KPI.
As indicators of team outcomes, bonuses reflect financial results on a short-term semiannual basis, while results on KPIs based on action plans from the perspectives of customer satisfaction, business processes, and personal growth and development are reflected in increases or decreases in monthly remuneration as assessments based on long-term skills development.
Evaluations are performed semiannually through interviews with supervisors. Any doubts or concerns regarding evaluations are resolved in these interviews to strengthen employee buy-in, as are gaps in understanding or expectations regarding evaluations.

To develop personnel who will advance our businesses, we have prepared a road map for growth. This identifies the specific steps for growth and describes the essential business experience and training programs in the three aspects of business generation, business growth, and management, by tier. Required job rotations and training are implemented in line with the road map.

This special program for those hired as new graduates covers their first three years with the Group company. Based on our road map for growth, the program is planned and implemented to enable all eligible persons to acquire the minimum skills needed of leaders and managers. After the development of leadership and management capabilities, trainees complete a program centered on knowledge and frameworks that would be difficult to master through practical experience alone, as well as coaching and other skills.

As part of our training for managers, we conduct line-care training to help supervisors and managers consider the mental health of their subordinates. In this program, managers learn the basics of mental health and the importance of early intervention, enabling them to respond appropriately when signs of mental or physical distress appear among their team members and to prevent such conditions from becoming severe. Furthermore, in harassment prevention training, conducted as part of our diversity and inclusion initiatives, managers review their everyday communication practices together with their peers and work proactively to prevent issues such as bullying and power harassment in the workplace.

To ensure that the personnel needed for establishing new subsidiaries and creating internal companies can be developed in-house, we offer a year-long training program in which participants acquire the knowledge and mindset required of corporate managers. Through lectures and discussions, selected employees aim to cultivate both the capabilities to advance businesses and the interpersonal qualities needed of leaders. In this way, the program promotes the identification and development of future executive candidates who will support the growth of the Group.

The Group designs initial career paths for employees based on their career orientations at the time of joining, assigning them to appropriate companies, roles, and business areas within the Group. But as people continue working, career orientations can change, or family and other restricting factors emerge. In response, we have established the Career Challenge System under which employees can switch careers in line with changing orientations or conditions, choosing from the full range of jobs available at Group companies. This system is intended to provide employees with environments in which they can work with peace of mind and enable reskilling as needed in an era marked by rapid change.

For new employees, many aspects of working life are new, and anxiety often prevents them from fully demonstrating their potential. To address this, we assign mentors to first-year new graduate employees and require them to meet at least once a month in order to help alleviate work-related stress and concerns. In addition, by mainly appointing second-year employees as mentors, the system also helps improve the human resource development capabilities of the mentor employees themselves.

In addition to improving business performance, each Group company faces challenges aligned with its business stage, such as human resource development, operational improvement, and business development. To accelerate business promotion, we organize creative contests and campaigns at the company level, incorporating initiatives that enable employees to enjoyably achieve results while fostering innovation and growth.