Human resource
development
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Basic approach
As “a Lifestyle Producer,” the Group promotes skill development and training for each employee in order to provide better services to customers. The Group has established an environment to maximize those abilities.
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Evaluation system
The Group examines multi-faceted criteria to support employee skill development, promote utilization of skills, accurately grasp the degree of achievement of duties, perform on-the-job training, give fair and accurate evaluations, support challenges and fair promotions to higher positions, and contribute to a fair treatment system in promotion, transfer, positioning, education, etc. through all skills.
Target management
Each employee sets their own targets twice a year. The Group has adopted a “target management” system to evaluate the achievement/contribution to those targets and provide proper benefits.
The Group performs multi-sided evaluations, including performance evaluations that assess the achievement of performance targets and important topics as well as achievement of duties that target sharing of organizational targets, operational status evaluations that asses the appropriateness of internal controls, and evaluations of individual contributions in each department and contribution and achievement of operations improvement targets.
Competency evaluation
In order to develop employees, the Group has adopted “competency evaluations” to grasp and realize actions expected in operational achievements once a year, and evaluate the degree of action / skill usage.
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Training system
Initiatives to improve employee capabilities
The Group has taken efforts to establish an employee capabilities improvement program that aims to improve the skills and motivation of employees.
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Contents |
Objective |
Frequency of implementation |
|---|---|---|
|
New employee training |
Training to develop the skills, knowledge, and mindset needed in working through learning Mitsuuroko Group management philosophy, business details, and basic business manners. | Once a year |
|
New management training |
Training aimed at learning duties expected of management, leadership in times of extreme external environmental changes, and communication skills with members, as well as the ability to use this knowledge in practice | Once a year |
|
Evaluator training |
Training for management to improve motivation of entire organization by once again raising awareness of appropriate evaluation methods and communication techniques with members | Twice a year |
|
Career training for junior employees |
Training for junior employees aimed at building independent and autonomous career design | Once a year |
|
Harassment prevention training |
Training for all officers and employees of the Group to reaffirm basic knowledge of harassment and how to respond to it, with the aim of preventing harassment | Once a year |
|
IT compliance training |
Education related to information security and personal information protection aimed at boosting awareness of security threats among each Group officer and employee | Once a year |
|
Career training for female employees |
Training aimed at maximizing each individual’s abilities and promoting the practice of career autonomy in order to achieve diversity | Once a year |
|
Maternity leave and parental leave training |
Training for managers with the aim of encouraging all employees to take parental leave through accurate understanding of parental leave by managers | Once a year |
|
Diversity training |
Training for all Group officers and employees aimed at promoting diversity throughout the Group | Once a year |
|
Human rights training |
Training aimed at recognizing that people are individuals before they are members of an organization, that people have rights as human beings (human rights), and that it is necessary to respect human rights in the development of business activities | Once a year |
|
Sustainability training |
Training to acquire knowledge and foster literacy on ESG | Once a year |
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Incubation system |
Foster a corporate culture where employees can freely take up challenges and expand opportunities for discovery of new businesses | As needed |
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MBA acquisition support |
Support system for acquisition of specialized and advanced knowledge and improvement of skills of employees | Applications received: Once a year |
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Law school support |
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Correspondence university support |
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Education at the time of employment |
Mandatory training at the time of hiring (for the construction and electrical industries, training on how to handle machinery and safety equipment and on work procedures is also provided) | As needed |
|
Sales presentation |
Improvement of proposal skills and discovery of new businesses | Once a year |
|
Training for energy company store managers |
Training for store managers aimed at sharing current issues and improving leadership and communication skills to involve others | Twice a year |
|
Harassment and mental health training for energy companies |
Training for managers aimed at improving communication skills and acquiring basic knowledge on mental health to prevent harassment | Once a year |
|
Training for energy company chiefs |
Training for chiefs aimed at acquiring the role expectations and support and leadership skills required of a chief, as well as to broaden the vision, perspective, and point of view, and to acquire team-building skills in light of company-wide optimization | Twice a year |
|
Energy company first year training |
Training aimed at helping employees realize growth through reflection on the work they have experienced and their own actions in the first six months of employment, and to motivate them to take the next step | Once a year |
|
Energy company pre-retirement training |
Training aimed at creating opportunities to think about both life and career aspects in the future after retirement, in the age where people live up to 100 years old | Once a year |
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Training for certification as an LNG technician |
Training to acquire certification as an LNG technician | Twice a year |
|
Class C chief gas engineer training |
Training to acquire certification as a Class C chief gas engineer | Once a year |
|
Foreman education |
Training for new on-site supervisors in the construction and electrical industries | As needed |
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Traffic and driving safety training (new drivers / drivers who have been in accidents, etc.) |
Training to ensure safe driving | Once a year |
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Escorted instruction on safe driving using a drive recorder |
Acceptance of practical training from various organizations and schools
Sweet Style Co., Ltd. considers it an important social responsibility for a company to support the development of the next generation of professional human resources, and in past years has accepted practical training internships from vocational schools.
We have provided them with practical training to deepen their understanding of the difficulties of working, the fun of bakery, and Azabujuban Mont-Thabor’s commitment.
Currently, due to the spread of COVID-19, we are not accepting students for practical training, but we plan to resume accepting students after the infection is under control.
- TOP
- SUSTAINABILITY
- Social
- Human resource development
