Human Resource Strategies

We aim to be a highly ambitious corporate group that achieves sustainable growth for both society and the Group. To achieve this, we will promote a new human resource strategy that aims for business operations that are more closely connected to local communities, agile management, organizational restructuring aimed at expanding the fields of activity for employees, and reforms to our personnel and wage systems to respond to the growth and motivation of our employees.
The foundations of this new human resource strategy are DEI and health and productivity management. From the perspective of DEI, we believe that the Group’s greatest management resource is its diverse human resources. Based on this belief, we aim to create new innovation and enhance the value of the Group by combining the strengths of diligence and sincerity that we have built up to date with the diversity of each employee’s personalities, abilities, and values. By promoting DEI management, we will respond to diverse customer needs and changes in the world, and go beyond what is considered the norm in society.
Furthermore, from the perspective of health and productivity management, we believe that the foundation of the Group’s sustainable growth is the health of each and every employee. Based on the Group Health Vision 2029, we will roll out new health promotion initiatives across the entire Group, such as the visualization of health statuses using a health information system. By strategically promoting health and productivity management, we will secure happiness for our employees and their families, and work to resolve social issues such as the extension of healthy life expectancy and the optimization of medical costs.

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We have positioned DEI and health and productivity management as the foundations of our human resource strategy, and will promote measures based on the three basic policies of our human resource strategy: diversity, innovation, and flexibility. Through fundamental reforms to our personnel and wage systems, the acquisition of diverse human resources, individual, diverse, and autonomous career development, and individual support-based management, we will realize new engagement between employees and the Company.

To achieve sustainable growth for the Group through a dual-axis management, we will continue to cherish the existing relationships between employees and the Company, while also further increasing employees’ sense of participation in management and developing new relationships.
Specifically, in addition to continuing to develop highly disciplined and cooperative human resources, we will also support the autonomous career development of diverse human resources through individual support-based management. We will create a system for business management that integrates ideas from the senior management team with initiatives and the spirit of challenge from employees.

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We will continue to shift toward a hiring system that caters to the aspirations of each applicant, and by adopting a variety of hiring methods, we aim to acquire diverse human resources who will enhance the collective strength of the Group. As part of this, we have created new positions called “regional career-track positions” to replace area positions, taking into account the fact that traditional area positions are active in a wide range of fields. For these “regional career-track positions,” we will begin hiring on a prefecture-by-prefecture basis so that local-oriented talent can choose the Company, and we will also gradually transition to a prefecture-by-prefecture system for employees who have already joined the Company. Moreover, to recruit a wider range of diverse and talented human resources, we will expand the educational requirements for “career-track positions.” Furthermore, in order to strengthen the overseas railway business, we have created new “overseas strategic positions,” and are focusing on securing human resources with global perspectives and expertise.

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We have always placed importance on the relationship between employees and managers, and have promoted a human resource development cycle of “setting issues → implementing → tracing → evaluating.” However, in order to create new engagement between employees and the Company, we will further enhance the two-way nature of communication, improve the job satisfaction of each and every employee, and enhance evaluation feedback. Through daily two-way communication, we will improve the quality of relationships between employees and managers, respond to the motivations of each and every employee, and realize growth, improved job satisfaction and a revitalized workplace through bold challenges.

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