Human resource development
Basic approach
artience group respects the diverse values and career aspirations of its employees, and has introduced the "artience Growth Field" based on the pillars of level-specific training, job type-specific training, global human resource development, training for overseas national staff, and self-development as various measures and environment to support the active participation of each employee. In the "artience Growth Field", we promote the independent career development and growth of all artience group employees and develop human resources who can play an active role at the world-class level.
Promotion system
artience Human Resources Department Co., Ltd. takes the lead in promoting various initiatives for human resources strategy, such as formulating company-wide human resource development and career development plans, planning and implementing training, and other initiatives. In addition, based on labor laws and practices in each region and country, we are implementing measures in cooperation with each base in Japan and overseas to develop human resources.
In fiscal 2024, we established a Global Support Unit (GSU) to strengthen human resource support for overseas subsidiaries. In addition to providing support to overseas bases from administrative aspects such as legal and general affairs, with a focus on human resources, we will promote the establishment of a system that treats all Group employees, regardless of their hiring in Japan or nationality, as human capital.
attempt
Human Resource Development through artience Growth Field
We opened TOYO INK Vocational School in 2007 with the aim of developing human resources and reforming our culture, and have been working to develop and develop human resources, but in 2024, we changed our name to "artience Growth Field" and started anew. Based on the pillars of level-specific training, job-specific training, global human resource development, training for overseas national staff, and self-development, we have established a basic policy of promoting voluntary skill development, developing next-generation human resources who will be responsible for the future of the Group, and acquiring practical skills. In FY2024, a total of 858 training days were held, and a total of 2,666 participants participated in the training.
Since FY2020, when the new coronavirus infection spread, we have been expanding our online training to educate a wider range of people, and are currently conducting it in various formats (face-to-face, online, and hybrid) depending on the purpose and content of each training.
Human resources rotation system
The human resource rotation system consists of "training transfers", "self-reported reflection transfers", "internal recruitment/career challenge system", and "overseas workshops". In "training transfers," individuals are developed through planned transfers. In the "Self-Reported Reflection Transfer", we strive to reflect the transfer based on the person's intention based on the "Self-Report Questionnaire" once a year. The "Internal Recruitment/Career Challenge System" is a system that allows employees to take on the challenge of the work they want to do, and multiple transfers are established every year.
Development of DX human resources
We are promoting DX human resource development in order to respond to environmental and market changes and promote business reform and creation with a future-oriented perspective. Since FY2022, we have introduced "Aidemy" to all employees, and a total of 1,219 people have taken IT literacy, AI, and machine learning curricula. In addition, RPA training began in FY2023, and by FY2024, 177 people have taken the course, achieving results in improving operational efficiency.
In addition, starting in FY2024, we will divide the use of generative AI into two categories: industry-specific areas (information retrieval, organization, efficiency, etc.) and industry-specific areas (technology, research, and intellectual property). In addition to training for management (33 people) for the use of generative AI, we aim to have 200 nuclear human resources in each department and 300 utilization human resources in each department as the 500 Generative AI Native by FY2027, and in FY2024, we trained 31 nuclear human resources. Since the use of generative AI is essential, we will develop human resources who can balance the benefits and risks of generative AI.
Developing Global Human Resources
The "Overseas Workshop" is an overseas training program aimed at developing global human resources, and trainees experience internships in overseas Group Companies to acquire adaptability to overseas business and cross-cultural communication skills. Although it was suspended due to the coronavirus pandemic, recruitment resumed in 2023, and 33 students took the course between 2012 and 2024. After returning to Japan, many employees gained further experience in departments related to overseas affairs, and then worked overseas as expatriates.
In fiscal 2024, we established a Global Support Unit (GSU) to strengthen human resource support for overseas subsidiaries. We will promote the establishment of an environment in which all Group employees, regardless of their Japan recruitment or nationality, are regarded as human capital and are developed, and an environment in which they can participate in training in English.
Voices from Overseas Workshop Participants
Through my experience in overseas locations, I realized that artience group is a global company and that Japan headquarters needs leadership to drive global business. In addition, I learned about the difficulty and fun of working with people with different languages and cultures through a series of new experiences every day, which greatly helped me develop my skills and career. Our Principles It was half a year of experiencing "with friends from all over the world".
Internal award system
The Group President's Award is held annually as a system to recognize business activities that have achieved outstanding results, and recognizes achievements that have made significant contributions to the business, such as the development and commercialization of new products, as well as the future potential for business expansion. In FY2024, a total of four outstanding activities were awarded out of 21 entries: the Group President's Award, the TOYOCHEM President's Award (1), the TOYO INK President's Award (1), the artience Excellence Award (1), and the artience Transformation Activity Award (1).
business idea contest
In 2024, the fourth edition of the Business Idea Contest "IPPO" was held, and a total of 114 entries were received, both domestically (97) and overseas (17). Awards will be awarded after the final screening in September 2025.
Through the Business Idea Contest, we will cultivate the ability to embody new ideas and ideas, and will lead to the cultivation of a culture of continuous challenge and continuous proposal.
Initiatives to improve employee engagement
In order to implement the new Our Principles (Action Guidelines) in line with Brand Promise, we believed that it was necessary to improve the engagement of each and every employee, so we conducted an engagement survey in August 2024 targeting some of the Group (in Japan) and some of our overseas bases.
We have set an increase in the score of the Employee Engagement Survey as part of the KPIs and measures for Group Materiality 2025-2030, and will continue to monitor and improve it in the future.