Human Resources Management
Basic approach
artience group 's Corporate Philosophy (business philosophy) is "People-oriented management". We respect the diverse values and career aspirations of our employees, and strive to develop human resources who can take on new challenges in new fields and practice high-quality work. In addition, in order to contribute to society by leveraging the Group's strengths, we aim to create a workplace where diverse human resources, regardless of gender, nationality, age, or disability, can maximize their individual abilities and work with satisfaction.
To achieve People-oriented management, we have established the "Basic Policy on Human Resource Management" (established on May 10, 2024) and are implementing various personnel measures throughout the Group.
The artience Group (hereinafter referred to as the “Group”) has established the Corporate Philosophy of People-oriented Management as the starting point of all of its corporate activities. In addition, employees are the Group’s most important and indispensable asset, embodying Our Principles (action guidelines) and implementing our Brand Promise of “Creating value that resonates with the senses and building a future where all people can live enriched lives.” We regard them as a driving force for value creation and sustainable growth.
To enable each and every employee—as the driving force for value creation and sustainable growth—to play an active role with independence and energy, the Group will fulfill the three responsibilities of respecting the diversity of its employees, supporting employee growth, and enabling employees to work with peace of mind.
Based on this basic approach, we have established this Basic Policy on Human Resource Management (hereinafter referred to as this “Basic Policy,”) and will develop strategies and implement measures relating to human resource management on a global basis in accordance with this Basic Policy.
Three Pillars of Human Resources Management
- Fostering a Culture that Empowers Diverse Human Resources
We believe that we can create new value to provide to the world by respecting the human rights and diverse values, ideas, and ideas of employees with diverse backgrounds, regardless of gender, age, nationality, disability, etc., and by having all employees engage in their duties to the fullest. The Group will create a corporate culture in which such diverse human resources can play an active role.
- Building a System that Allows Independent Career Choices
The Group will establish and operate a human resources development system based on its responsibility to hire human resources who empathize with the Group’s philosophy and want to grow as individuals within the Group, and to continuously provide employees with opportunities for practice and growth toward the career development they envisage.
- Creating a Work Environment Where Employees Can Work with Peace of Mind
For employees to maximize their abilities, workplace health and safety, appropriate and fair labor management and evaluation, employee health, and necessary and sufficient welfare are essential. The Group will create a workplace environment that takes these factors into consideration, and work to continuously improve it so that each and every employee can work with peace of mind.
Issues to address in human resources management
(1) Respect for human rights
We recognize that respect for the human rights of each and every employee is of the utmost importance, taking precedence over all corporate activities.
(2) Legal compliance
We will comply with the laws and regulations of the countries and regions in which we conduct business activities, and respect and comply with international codes of conduct relating to human rights and labor.
(3) DE&I (diversity, equity and inclusion)
We will work to create a work environment in which all employees can recognize, accept, and respect each other's diversity and demonstrate their abilities, with fair and equal opportunities, by fostering a corporate culture and reforming personnel systems.
(4) Personnel development
In order to support self-fulfillment for the growth of our employees, we provide opportunities for education, training, and self-development, multi-functionalization, and voluntary challenges.
(5) Personnel system
We will implement a personnel system that leads to the growth and motivation of individual employees, and fair evaluation and treatment.
(6) Labor management
Based on mutual cooperation between the company and employees, we will establish labor management rules and systems in compliance with the laws and regulations and labor practices of each country, and will work tirelessly to improve them.
(7) Health and productivity management and the employee welfare programs
We will aim to balance work and personal life by ensuring labor productivity through health promotion, and expanding welfare programs with an emphasis on well-being.
Scope of application
This Basic Policy applies to all employees directly employed by the Group. For this reason, all Group companies shall engage in human resources management in accordance with this Basic Policy. Some items of this Basic Policy also apply to job seekers wishing to gain employment with the Group.
Revision, abolition and management
Decisions regarding the revision or abolition of this Basic Policy shall be made by the Board of Directors of artience Co., Ltd.
The department in charge of the revision and abolition of this Basic Policy shall be the department that oversees the human resources management of artience Co., Ltd.
Established on May 10, 2024 (resolved at the Board of Directors on May 10, 2024)
Promotion system
artience Human Resources Department Co., Ltd. takes the lead in promoting various initiatives for human resources strategy, including the formulation and implementation of company-wide personnel policies, the formulation of human resource development and career development plans, the planning and implementation of training, the promotion of DE&I, and health and productivity management. 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 FY2024, we established a new Global Support Unit (GSU) to strengthen human resource support for overseas subsidiaries.
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Introduction of a new personnel system and a new human resource development system
In January 2025, the Group (Japan) launched a new HR system, "artience HR CANVAS," to encourage challengers. In order to create a personnel system that maximizes the capabilities of each employee through independent career autonomy and growth, we have established a new personnel system with three directions.
| New Personnel System "artience HR CANVAS" | ||
|---|---|---|
| Towards a personnel system that maximizes the capabilities of each employee through independent career autonomy and growth | ||
| Direction of the personnel system | ||
| (1) Appropriate treatment according to role and results | (2) Support for challenges and growth | (3) Creation of a comfortable working environment |
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Fair evaluation and treatment
The Group respects and evaluates actions that lead to the Group's achievements and performance. Wages should be simple so that they consist mainly of basic salary and bonuses, and allowances should be complementary to the business practices of each country. In order to return a portion of the profits to employees when the company's performance improves, we have established a remuneration system according to the results of each employee and review it through discussions with employee (union member) representatives.
In addition, based on the labor laws and regulations of each country and region, wage rules stipulate appropriate wages, allowances, and other conditions such as salaries paid on an ad hoc basis, and the Basic Policy on Human Resources Management also stipulates that labor management rules and systems shall be established in accordance with the laws and regulations of each country and labor practices.
Dissemination of policies regarding labor standards
In Japan, we have established a personnel-related information site to disseminate personnel information such as personnel regulations, personnel systems, and welfare benefits, which are three points of our policy for personnel management: setting up work rules, building labor-management relations, complying with laws and regulations, and preventing labor risks.
Regardless of whether in Japan or overseas, each Group company is working to ensure that all employees understand it by implementing appropriate labor management and disseminating policies.
Risk management and violations related to labor issues
The Group (Japan) disseminates information to employees for the purpose of complying with labor-related laws, and operates a management council that discusses matters with labor unions and companies to improve work styles.
In order to manage and monitor risks related to the occurrence of overwork, we promote the use of annual paid leave and monitor working hours through the employment management system. To reduce long working hours, we have established standards for overtime working hours that result in long working hours in the Overwork Guidelines, and if the standards are exceeded, risk management is carried out through notification from the employment management system and the conduct of interviews. In addition, the Safety and Health Committee meets monthly at each site in Japan to confirm and supervise the overwork situation (including correction of long working hours) and report to the upper management.
Optimization of working hours
We comply with the laws and regulations regarding working hours in each country and manage working hours by applying work arrangements that are appropriate to employment conditions and job descriptions. In the event of a temporary increase in working hours, the Group (Japan) takes into account the health of employees and work-life balance as much as possible, and manages labor within the legal tolerance agreed upon in advance through prior discussions between labor and management.
Labor-management consultation
The Group (Japan) holds management councils at least twice a year consisting of representatives of employees (union members) and company representatives to discuss issues that need to be resolved by labor and management, and provides opportunities for timely labor-management consultations depending on individual projects. In addition, regarding the revision of personnel systems, we provide as many opportunities as possible for mutual proposals and opinions, such as holding consultations at the secretariat level in advance.