KOSÉ

Human Resource Development Philosophy and Policy for the Development of Skills

The KOSÉ Group Code of Conduct clearly states that we will respect the human rights, diverse capabilities, individuality, and values of each person. Based on this code, we have formulated the Human Resource Development Philosophy and the Policy for the Development of Skills.

Supporting the Development of Expertise and Independence in Individuals

Human Resource Development Program

To put into practice the “self-improvement” that is promoted in the Policy for the Development of Skills, KOSÉ emphasizes an approach based on learning and growing while utilizing the diversity of each individual, sharing its philosophy and goals with employees. As a support system, many employees have realized their dreams by utilizing the human resource open recruitment system and self-reporting system that allow them to consider and realize their careers on their own. In addition, we have a wide range of training systems and correspondence education subsidies in place for employee growth. From the time of joining the Company, we conduct level-specific training that includes career planning regularly at each milestone, along with training for skills development that is conducted according to role.

Education and training hours for administrative and non-administrative employees：Sustainability Data

To transform the customer experience through digital innovation

As we aim to transform the customer experience through digital innovation, the results of an IT skills assessment conducted in 2023 highlighted the need to first raise the level of digital transformation (DX) literacy among our employees.
In response, we introduced an educational platform to build a learning environment and implemented DX training for approximately 1,000 employees—primarily younger staff—to enhance their digital capabilities.Going forward, we will continue to utilize the educational platform across diverse areas of learning, thereby supporting employees in proactively advancing their expertise.

Supporting Employee Well-Being

Earned Highest (Third) Level of “Eruboshi” Certification from Japan’s Ministry of Health, Labour and Welfare

Promoting flexible work styles that respect diverse values

Since 2017, the “Create a Great Place to Work” committee, has been actively engaged in improving employee well-being, with full commitment from senior management for all initiatives.

Message from CEO and Diversity & Inclusion Promotion Structure

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 remote work and the IKUPAPA Support System, which encourages paternity leave.

INITIATIVE 1: Gender Diversity (actively engaging women in the workplace, LGBTQ+, gender equality)

To support flexible work styles, we have implemented a flextime system for employees based at our headquarters and research centers.

To Promote Employee Health and Appropriate Working Hours

Practice of Health and Productivity Management

We promote employee health through initiatives such as stress checks and mental health support, as part of our commitment to practicing health-oriented management.In addition, we regularly share healthcare information internally to raise awareness about health among employees.

Health and Productivity Management
Healthcare Managment Data

Reduction of Long Working Hours/Competitive Wages

In addition to accurately ascertaining employee working hours, we have set overtime reduction targets and are working to reduce long working hours and optimize working hours. A system is in place to accurately ascertain and visualize the working hours for all employees, including management, with information about working status shared between management and the employee. This system allows implementation of specific measures to reduce long working hours, such as controlling the amount of work as needed according to an employee’s workload and achieved productivity.
Governing laws are also followed—for example, domestic business sites and affiliated companies that have concluded labor-management consultations on overtime work for each business site notify the relevant administrative authorities. The conclusion of such labor-management agreements is based not only on legal restrictions on working hours but also on administrative guidelines on the risk of long working hours.
Regarding wages, in addition to complying with the statutory minimum wage, we strive to provide a living wage that is competitive for the labor market in the region and for the industry.

Initiatives to Empower Diverse Individuals to Create Value Through Their Differences

Under its ”Diversity, Equity, and Inclusion Declaration”, we believe that by creating a work environment that accommodates the diverse backgrounds of each employee, everyone can perform at their full potential. Moving forward, we will continue to develop systems that enable all individuals—regardless of gender, age, nationality, or lifestyle—to thrive and succeed.

Diversity, Equity, and Inclusion (DE&I)
INITIATIVE 1: Gender Diversity (actively engaging women in the workplace, LGBTQ+, gender equality)
INITIATIVE 2: Addressing Diverse Personalities
Support for the normalization concept