KOSÉ

In pursuit of our vision—“Embracing each other, we color our lives with beautiful moments”—we believe that the wisdom and sensibility of our employees are essential to creating unique value. Our Group regards employees as important stakeholders, and we strive to create an environment where individuals from diverse backgrounds can fully leverage their strengths.We are exploring initiatives to strengthen KOSÉ’s unique culture of mutual support and growth, with the aim of fostering positive changes in employee mindset and behavior.

For a virtuous cycle created by the increasing employee engagement

At KOSÉ, we regard employees as an important asset and foundation that supports the enhancement of corporate value. We believe that increasing employee engagement and willingness to contribute will revitalize the organization and strengthen competitiveness. Therefore, with the aim of creating a comfortable and rewarding workplace, we regularly conduct employee awareness surveys and 360-degree evaluations. The results of the survey are reported to management and the Management Policy Review Committee, where the results are analyzed, issues organized, and measures examined and taken. The fiscal 2024 survey found that loyalty to the Company and sense of fulfillment in work tended to be higher than the average value for society as a whole, also show that while our employees take pride in working for KOSÉ and feel a strong connection to our products, there is room for improvement in cross-departmental collaboration.
Moving forward, we will promote more cross-functional projects and activities to increase collaboration across departments and further enhance organizational cohesion.

*Excerpt from the FY2024 Employee Engagement Survey results.

Engagement Scores

Target by 2030: "Collaboraton with other departments" score of 3.46 or higher

5-point scale

Survey scope: Domestic Group companies excluding ALBION

Nurturing Corporate Culture

Job Satisfaction Excutive Committee

Since 2017, we have established the Job Satisfaction Executive Committee, chaired and co-chaired by senior management and the head of the Human Resources department. We appoint a diverse group of members from across departments to foster a workplace culture and systems where all employees can thrive and take on new challenges. Through these efforts, we aim to enhance each employee’s sense of purpose at work and continuously generate new ideas and value that go beyond conventional extensions of our past approaches.This committee has already given rise to a number of systems and initiatives directly tied to improving the employee experience, such as the introduction of Job Return System and the IKUPAPA Support System, which encourages paternity leave.We are also fostering an inclusive workplace culture where employees from diverse backgrounds and perspectives can thrive, for example by launching internal communities that strengthen peer connections among working parents.

Second Home System

Since 2022, we have implemented a unique initiative proposed by a first-year employee, designed to support the onboarding and integration of new hires. Under this program, first-year employees are grouped into “company families” consisting of members from various departments and generations. Through regular gatherings known as “Family Days,” participants build close, home-like relationships that encourage both professional and personal support. The initiative has been well received by employees and contributes to fostering a sense of belonging from the early stages of employment.

Communication between management and employees

We recognize that dialogue between senior management and employees is essential to fostering a strong corporate culture. As one of our key communication initiatives, members of the executive team regularly share messages with employees to communicate our management policies and business strategies. These efforts help enhance employee engagement and strengthen organizational cohesion.
In addition, we host an annual internal awards program in which senior management honors employees who have delivered outstanding results in their respective roles. This initiative encourages a spirit of challenge and helps sustain employee motivation.

Conceiving amechanism for "serendipitous engounters"

By enhancing communication and collaboration both within and outside the organization, we aim to spark new value creation through flexible, unconventional thinking and by fostering serendipitous encounters that lead to unexpected ideas beyond conventional trajectories. Established in 2010, KoCoLabo at Nihonbashi HQ serves as a versatile space for employee refreshment, information exchange, seminar hosting, prototype evaluation, and proof-of-concept testing for new business initiatives.Additionally, our online in-house magazine, PLAZA KOSÉ ONLINE, functions not only as a channel for company-wide communications but also as a platform for employees to learn about activities and initiatives across different departments, thereby fostering cross-functional collaboration.

KOSÉ Collaboration Laboratory, “KoCoLabo”

Online in-house magazine “PLAZA KOSÉ”

Promotion of education and awareness about human rights and diversity management

Creating a healthy work environment is important for the growth of a company and to the employees who are the source of its competitive edge. As a cosmetics company, KOSÉ promotes human rights awareness training and diversity management, with the aim of fostering a work environment in which diverse personalities can flourish. The KOSÉ Human Rights Policy and KOSÉ Group Action Guidelines stipulates respect for the human rights of every individual, and does not engage in any activities that lead to discrimination. We promote awareness and understanding in the workplace, and strive to create a healthy work environment that respects diversity. In addition, the KOSÉ Group respects the rights of its employees. In accordance with international principles such as the ILO Declaration on Fundamental Principles and Rights at Work, which prohibits discriminatory treatment, child labor, and forced labor, and calls for respect for the principle of equal pay for equal work as well as for freedom of association and the right to collective bargaining, we comply with labor-related laws and labor-management agreements in the countries and regions where we operate, engage in sincere dialogue and consultations with employees and employee representatives, and strive to build constructive relationships. With regard to raising awareness about human rights internally, we conduct various forms of activities in order to foster knowledge and awareness that is considered necessary in each specific department and employee position.

Diversity, Equity, and Inclusion (DE&I)

Human Capital Management

Human Capital Management
1.Securing key talent to drive business strategy
2.Supporting Individual Development and Independence
3.Deepening and evolving organizational culture
4.Optimal talent placement
Health and Productivity Management
Support for the normalization concept