With a firm conviction that nurturing adaptable personnel capable of foreseeing and embracing change is pivotal for sustainable growth in an environment defined by volatility and rapid societal shifts, we're actively channeling investments into our human capital, including reskilling initiatives. This approach acknowledges the prevailing uncertainty and the accelerating pace of societal and lifestyle transformations. Central to our endeavor is fostering a "culture of embracing change," an ethos wherein our employees collectively revel in the process of providing value to our customers by assimilating and embodying change within our products and services. This culture not only fuels innovation but also connects our workforce to the profound sense of accomplishment that accompanies customer satisfaction.
Moreover, we're orchestrating reforms within our personnel and evaluation systems to establish a foundation for perpetuating our capacity to respond to and propagate change. This initiative could be likened to "constructing a framework for continuous change." This multifaceted endeavor envisions a comprehensive revamp of our systems to ensure that our adaptive capabilities remain robust and enduring.
- Creating people who anticipate change
- Creating a corporate culture that enjoys change
- Creating a framework that responds to change
We maintain a steady practice of hiring and providing training for experienced professionals as part of our human capital strategy. One of the pivotal initiatives in this regard is our "Group Mission Training" program designed for newly onboarded employees. The objective of this training is to instill a comprehensive understanding of both the core tenets that must remain unaltered and the aspects that necessitate transformation within our Group. To accomplish this, we employ a multifaceted approach that includes viewing a video outlining Gakken's historical journey and delving into "Moyo," a biography chronicling the life of our founder, Hideto Furuoka. Through these resources, new employees gain insights into the foundational ethos that underpinned
the establishment of our enterprise ‒ an unshakable belief , "There is nothing more important than education for post-war reconstruction." This narrative also illuminates the Group's evolution across its storied history, marked by resilience in the face of numerous challenges.
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- Training for new employees
In accordance with the provisions of the Group's Corporate Governance Guidelines, training is provided to all Gakken Holdings directors and officers. The training includes an understanding of the external environment and discussions on the company's long-term vision.
In the FY9/2023, three sessions were held on the themes below. Mainly through discussions, we clarified the Group's corporate value and medium- to long-term vision.
＜Training Themes for 2023＞
- Deepening understanding and penetration of the new MVV
- The current status and future of Gakken Holdings from an external perspective
- What is Gakken's materiality?
During FY9/2022, a cumulative total of 500 employees engaged in nine sessions of core skills training, centered around subjects like marketing and finance, under the overarching theme of "Management Business Administration (MBA) Knowledge."
To ensure broad participation, the training format was optimized, condensing it from half-day or full-day sessions to a more concise 2-hour timeframe. Furthermore, these sessions were conducted entirely remotely, with no restrictions on participant numbers and location, fostering accessibility and flexibility. By actively utilizing digital tools and text communication via chat, we provided a learning experience that did not compromise interactivity, even with a large number of participants.
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- Core skills training was attended by a total of 500 participants
Amidst an increasingly dynamic and unpredictable social landscape characterized by VUCA (Variability, Uncertainty, Complexity, and Ambiguity), our proactive approach to "Recurrent Programs" stands out, encouraging employees to practice our action guideline "Keep Learning." In FY9/2022, we took a significant step by designating the Tokyo University of Science as an official institution to support the pursuit of a Management of Technology (MOT) degree. Through an internal selection process, two successful applicants proceeded to pass the entrance exam and are now engaged in their studies during their spare time. Expanding beyond Tokyo University of Science, we've established a comprehensive framework to aid employees seeking degrees such as MBA, MOT, or others of their preference. At present, three employees are actively utilizing this system to further their educational aspirations.
（2023年9月末現在）
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- Online lecture by Prof. Akira Kato, Tokyo University of Science
A unique in-house event open to employees across all companies within Gakken Group, encompassing diverse business domains. Its primary objective is to foster mutual understanding of various roles within the organization. A notable instance is the "MVP Candidates" segment, where selected Group MVP candidates share their dedication to the Group's mission and operational insights on a biannual basis.
Moreover, the "Recurrent Education" session features lectures by university professors on continuous learning for working professionals, complemented by a panel discussion involving Group personnel engaged in pursuing degrees while working, all geared toward promoting the enjoyment of lifelong learning.
The event serves as a valuable platform for inter-departmental communication, enabling the exchange of business experiences
among different entities. The occasion featured insights into the Global Strategy Office's operations in Vietnam, Gakken Study et
ESD initiatives, and the synergistic collaboration of "Arukikata."
Within Gakken Group, we've instituted an internal open recruitment mechanism, encouraging each employee to explore personal career interests and match them with suitable roles and workplaces. This initiative supports individuals in charting their career paths and amplifying their personal aspirations. Apart from orchestrating strategic personnel transfers and placements, the system empowers employees to proactively seek role transfers and assignments, fostering individual professional growth and invigorating the entire organization.
Gakken LEAP, inaugurated on December 1, 2021, assumes a pivotal position in propelling the Group's Digital Transformation (DX) endeavors. As the competition for DX talent intensifies, a novel personnel framework has been devised and is actively being rolled out, diverging markedly from its predecessor. A distinct system has been established with the intent to foster an appealing work milieu centered around the concept of role-based employment. Roles are meticulously outlined in alignment with the "DX Promotion Skill Standards" sanctioned by the Ministry of Economy, Trade, and Industry. These roles are then scaled by designated tiers to gauge the requisite skill level of each team member. For instance, appraisals extend beyond mere performance, encompassing value, and conduct, a design poised to duly recognize employees demonstrating proactiveness and a penchant for embracing challenges.
Furthermore, our approach encompasses diverse evaluations that encompass insights from various angles involving project-related team members, peers, and subordinates. This approach aims to "foster self-awareness among employees regarding their strengths and areas for improvement and leverage these insights for their ongoing development."
Recognizing the significance of integrating non-financial assets alongside financial resources in propelling effective human capital management and yielding both financial and societal impact, the commitment of the management team stands as a pivotal element for expediting, stabilizing, and amplifying these achievements. In accordance with this principle, Gakken Holdings has instated a novel executive compensation framework for its directors, executive officers, and directors of major group entities, effective as of FY9/2023. This innovative system incorporates non-financial indicators alongside traditional financial metrics to align with this holistic approach.