As a global organization, the Oji Group aims to go “Beyond the Boundaries”, while at the same time putting into practice its management philosophy, Purpose, and management strategies (including long-term vision) through “Growth to Evolution”.
In order to put these into practice and to continue to exist as a corporation that is sought after and indispensable to the world, we believe that the most important element is “people”. Based on the fundamental principle that “the source of a company’s strength is its people (human capital)”, we are working to secure and foster human resources in accordance with the Oji Group Human Resource Philosophy.
The Oji Group Human Resource Philosophy requires, first of all, that each and every employee possess high ethical principles. On top of that, we expect them to understand and practice our management philosophy, Purpose, and management strategies, to have an awareness of and make efforts for transformation, to engage in self-training and contribution to the organization’s growth and progress, and take actions with global awareness.
Our goal in enhancing human capital is to secure and foster human resources who embody the Oji Group Human Resource Philosophy, the basic premise of which is “ensuring compliance, safety and environment”, and “respect for human rights”, “inclusion and diversity”, and “utilization of human resources (fair treatment based on meritocracy and improvement of engagement)”. These three elements form the foundation of our human resource development and internal environment improvement policies.
With these three foundations firmly in place, we will promote the development of abilities and careers of diverse human resources and improvement in work-life management through change in mindset (behavior) of every employee as well as management in which management-level employees encourage growth and evolution of their subordinates.
These efforts will lead to the securing and fostering of human resources who embody the Oji Group Human Resource Philosophy by enabling the active participation and demonstration of the full potential of every employee, who is the source of value creation, as well as by achieving innovation based on diverse values and creative ideas. Accordingly, every one of our human resources will work to continuously enhance corporate value through practicing our management philosophy, Purpose, and management strategies (including long-term vision).
To develop human resources in line with the Oji Group Human Resource Philosophy, we are enriching in-house training in accordance with career stages. In particular, we are actively developing global human resources to fully carry out our management strategies. In FY2023, we conducted the Global Intensive Program for 22 employees over a period of about six months with the aim of expanding the pool of candidates for expatriate positions.In addition, steps were taken to conduct assessment training for 27 future executive candidates in the Southeast Asia area at the Oji Group Fuji Training Center, a base for the exchange and development of human resources, designed to support the development of local human resources at overseas companies.
＜Digital literacy education＞The Group conducted e-learning for approximately 7,000 employees of 40 domestic companies in indirect divisions and expatriate. The goals were to provide all employees with the digital literacy (basic knowledge, skills, and mindset) necessary to effectively solve management issues, create new value, and ensure the companyʼs ongoing existence, growth, and evolution by integrating business activities (from strategy to operations) and digital systems, information, and data.
| Goals | Name of training | Eligible employees | Outline |
|---|---|---|---|
| Global human resource development | Global Intensive Program | Expatriate Candidates |
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| Assessment training (Oji Asia Packaging) |
Executive Candidates for Southeast Asia Area |
|
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| Digital literacy education | Digital literacy education (e-learning) |
Employees of 40 domestic companies in indirect divisions, expatriates | Develop digital literacy |
| Management training | New manager training*1 | New managers | Manager duties, HR programs, and evaluator training |
| New general manager training*1 | General manager level | Town hall meeting with CEO and acquisition of knowledge and skills required to achieve division strategies | |
| Managerial personnel development | Career building training for employees on the generalist track*1 *2 | Pre-management employees on the generalist track | Understand the functions required of managers,and improve capabilities for setting and solvingissues |
| Career design | Career design training for young employees on the generalist track*1 | 3rd year employees in the generalist track | Assess their own abilities and establish goals for career self-reliance |
| Support for employee ability development | Personal-empowerment system | Qualified individuals | Support employees in their autonomous and continuing development of their abilities |
To promote autonomous career development based on employees’ intentions, and to strengthen business, revitalize the organization, and improve employee engagement by appropriately assigning and effectively utilizing highly motivated human resources, we have continued to implement an open recruitment system within the Group since FY2022 for regular employees and overseas expatriates of Group companies in Japan.
In FY2023, a total of 17 employees were transferred under the open recruitment system at three Oji Group companies and four divisions directly engaged in the "growing forest, utilizing forest" and efforts to promote globalization in a bid to bring our Purpose and long-term vision to fruition.
We have established a support system for degree and certification acquisition for our regular employees to actively support and recognize their voluntary and continuous learning and career development.
The Oji Group provides its employees with the opportunity to periodically assess their satisfaction with the company by including survey items such as "job satisfaction," "willingness to continue working," "vitality," and "pride" in multiple surveys of employees*1, 2, and 3. Survey results are fed back to each workplace and used to improve the working environment.
In fiscal 2023, we introduced teleworking based on the results of awareness surveys and questionnaires to employees. We also implemented newly CEO and the Holdings executive officers town hall meeting.