Personnel Development
Hakuto's approach
Hakuto strongly believes that the true source of sustainable growth for companies is the talent and capabilities of their individual employees, even when the business environment is radically changing every day and forecasting the future is difficult. Believing this, we work hard with personnel development at the core of our corporate strategy.
Our Medium-Term Management Plan, Hakuto 2028, calls on us to secure and develop human resources who can become facilitators, serving as a pillar of our strategy for bolstering the foundations of our human resources.
Facilitators are people who are able to bring new ideas to Hakuto, facilitate innovation, proactively contribute to solutions to the issues faced by customers and society, and also just do the tasks at hand. Facilitators must have the creative thinking and problem-solving abilities that are essential in constantly evolving markets. We aim to enable our employees to display their potential to contribute to society.
Hakuto continues to actively support and invest in human resources, beyond the following initiatives, so that our employees are able to demonstrate their value and become indispensable to our customers and society.
Main initiatives
Transformation of our training programs and development of a culture of learning
We introduced the online learning platform for all employees in FY2025, in addition to the grade-based practical skills training that we provide, and we foster global human resources under our vision, "providing value to business and continuing to develop diverse human resources that contribute to results." In the area of digital skills in particular, we developed an original in-house training program to enhance our personnel development activities to develop facilitators. Positioning our training platform as a place of learning at Hakuto, we have built an environment where employees can select what they wish to learn in line with their careers or the challenges they are facing and continue to improve their performance.
Visualization of the engagement and activation of the organization
We carry out an engagement survey every year and improvement activities within each division so that employees can take pride in their work and feel connected to the organization. We are establishing initiatives focusing on dialogue for change and quantifiable information by identifying the factors behind the results by providing feedback training to the heads of our divisions.
Positioning the engagement score as a management KPI, we will increase the vitality of the entire organization through fixed-point observation and using the PDCA cycle in our implementation of our initiatives.
Support in the development of global human resources
To continue our accelerated global expansion, we are fostering global leadership personnel by facilitating the development of their abilities to respond to different cultures, in addition to their language skills, by seconding them to overseas subsidiaries and providing practical training. We will continue to provide opportunities for mainly young and middle-ranked employees to address and solve local business issues.
Development of the next generation of management personnel for the future growth of Hakuto
We are fully operating selection-based succession plans to train the human resources that will be responsible for the management of Hakuto in the future in a systematic and continuous manner. Clarifying the requirements for management-level employees, we enhance the training we provide to facilitate employees acquiring practical management skills, such as the development of leadership skills based on an understanding of the perspective of managers and the strengths of individuals, hypothetical thinking, and the development of interactive organizations.
We are also developing management personnel by holding open discussions of the challenges our business is facing that the Nomination and Remuneration Committee participate in, including the committee's external directors.