Nankai Group Human Resources Strategy Leads to Value Creation Investing in people to realize innovation in the Nankai style
Approach to human capital management
The Group regards human resources as its greatest capital and believes that people are the source of corporate value creation. Based on this belief, we actively invest in people and are promoting human capital management.
Nankai Group Human Resources Strategy
In order to further accelerate our human capital management efforts, in fiscal 2024, our Group formulated the Nankai Group Human Resources Strategy which is linked to our management strategy. This human resources strategy consists of a policy for securing and developing human resources and a policy for improving the internal environment. The themes for securing and developing human resources are "improving diverse human resources and diverse expertise" and "spreading common values across the Group and improving skills," while the themes for improving the internal environment are "creating an environment where people can work enthusiastically and healthily" and "creating an environment that encourages innovation." We will plan and implement various human resources measures based on these themes.
Our goal as a result of implementing personnel measures based on our human resources strategy, in other words "investing in people," is to create an environment where each employee can feel happy, fulfilled, and grow. Furthermore, by creating an environment where diverse human resources can work enthusiastically, we hope to create a situation where all employees, regardless of their business responsibilities, duties, or position, can work on "innovation in the Nankai style."
In this way, we hope to enhance our people and organization, which are our greatest capital, in order to realize our business strategies, sustainably increase our corporate value, and realize our Group's vision of a "sustainable society" and "Corporate Image in 2050 "
By implementing our human resources strategy, we will create an environment in which people working in the group feel that "something is good," and by allowing employees and the company to grow together, we will be able to create "Bound for Good Times" for society and customers.
Nankai Group Human Resources Strategy: Connecting the "good feeling" of employees to the "good feeling" of society and customers
*Indicators 1 to 7 are listed in the table on investment in people to work on "innovation in the Nankai style."
| Human Resources Securing and Development Policy | ①We will position all human resource acquisition and development activities as an "investment" in innovation. ②We will support each employee's independent career development and skill acquisition and improvement, making the most of their diverse personalities and aspirations. ③We will establish a "human resources portfolio" that shows the desired state of individuals and the organization, and promote human resources development measures linked to recruitment, placement, evaluation, and treatment to achieve this. |
| Internal environment improvement policy | ①We will create a system, culture and working environment that allows all employees to continue working with enthusiasm. ②We will place emphasis on DE&I and create an organization where people from diverse backgrounds and life stages can fully engage in innovation. ③We will monitor and maintain the health status and working environment of all our employees, and promote compliance with laws, regulations, and ethics, so that all employees can maintain their physical and mental health. |
What is "innovation in the Nankai style"?
The innovation our group aims for is for each employee to take a fresh look at the business and operations they are currently engaged in, and identify and realize what society and customers truly want, regardless of the scale of the business. We call this "innovation in the Nankai style."
We believe that by working on this, we will see results such as "business creation," "value-adding to existing businesses," and "business reform." To realize the vision our group aspires to, all employees will work on "innovation in the Nankai style" in all businesses and operations.
Nankai Group's Innovation (innovation in the Nankai style)
We will reexamine the businesses and operations we are currently working on, and identify and realize what society and our customers truly want, regardless of the scale of our business.
・Development of new businesses and services in new areas/areas surrounding existing businesses
・Improvement of revenue and profits
・Review of business structure
・Improvement of customer satisfaction, recognition, and attachment
・Contributing to and supporting "business activities," "business creation," and "increasing the value of existing businesses"
・Fundamental review of business processes and effective use of time (reduction of effort)
・Improved clarity and accuracy, etc.
eSports business
Railway staff assistance
Advance online application service
eSports business
Railway staff assistance
Advance online application service
Investing in people to tackle "innovation in the Nankai style"
The Group will invest in its people based on its human resource securing and development policy and its internal environment improvement policy. The themes for securing and developing human resources are "improving diverse human resources and diverse expertise" and "spreading common values throughout the Group and improving skills," while the themes for improving the internal environment are "creating an environment where people can work enthusiastically and healthily" and "creating an environment that encourages innovation," and the Group will implement measures to address these themes.
We will also set indicators corresponding to each policy and monitor efforts and progress toward achieving them.
| theme | Measures | index | the goal | Achievements FY2024 | |
|---|---|---|---|---|---|
| Human Resources Securing and Development Policy | With diverse human resources Improving diverse expertise | ・Diverse recruitment activities ・Career autonomy initiatives ・Initiatives to improve professional skills
| ①Ratio of female managers [Consolidated] *1 | Improved to about 10% (by fiscal year 2030) | 6.4％ |
| 2) Percentage of new hires Female ratio [consolidated] *1 | Improved to about 30% (by fiscal year 2030) | 22.6％ | |||
| ③Management Management Course *2 Percentage of new graduates hired Female ratio (non-consolidated) | Maintaining above 40% (Until fiscal year 2026) | 40.0％ | |||
| ④Career recruitment Managerial position ratio (non-consolidated) | As of fiscal year 2021 Maintaining above the standard (7.4%) | 9.8％ | |||
| Group-wide values | ・Instilling values and vision | ① innovation skills Proficiency [single] | The number of people who achieved the target level is 30% (until fiscal year 2026) | 18.0％ | |
| Internal environment improvement policy | Lively and healthy Creating a good working environment | ・ES (Employee Satisfaction) Improvement Initiatives ・Workstyle reform ・Support for childcare and nursing care ・Health and Productivity Management (Promoting physical and mental health) | ⑥ Annual paid leave acquisition rate [Single unit] | Maintaining over 90% (Until fiscal year 2026) | 94.9％ |
| ⑦ Childcare leave for male workers and childcare leave acquisition rate [Single unit] | 100% (by fiscal year 2030) | 97.7％ | |||
| To innovation Creating an environment for engagement | ・Appropriate resource allocation (people and time) ・Creating an organizational culture (Goal-oriented psychological safety, etc.) | Currently considering appropriate indicators according to the theme | |||
*1 The Company and 54 consolidated subsidiaries
*2 A career course aiming to become a manager or executive.
The ideal human resources for the entire Nankai Group to realize our management strategies
Our group is made up of a variety of business companies, including those in the transportation, real estate, distribution, leisure and services, construction, and other businesses. To transform each of our businesses in response to changes in society and our customers, we will secure and develop both personnel with managerial perspectives and skills (management personnel) and personnel with a high level of expertise who are familiar with each business (specialist personnel).
Furthermore, among the specialized human resources, those who will lead new strategies for each business are positioned as "strategic human resources," while those who are primarily responsible for existing businesses and operations are positioned as "core human resources." In particular, to strengthen the securing and development of strategic human resources, we have defined the required skills and experience as the "Strategic Human Resources Profile," established a "Strategic Human Resources Portfolio," and are monitoring the status of securing and developing these human resources to promote the creation of a fighting force that will realize our business strategies.
Skills required across the entire Nankai Group
Our group has defined "basic skills" as skills that all employees should acquire in order to work on "innovation in the Nankai style," and "advanced skills" as skills that it is desirable for the number of people possessing in order to promote future business strategies.
In particular, we have established an indicator called "innovation skills proficiency" that shows the ability and skills required to work on innovation, based on "business creation skills" and "data utilization and digital skills" among the developmental skills. We are implementing advanced skills to improve employee skills so that more employees reach the target level.
Towards creating a workplace and people where each individual can demonstrate their abilities
CAO, General Affairs and Personnel Office
Takashi Fujiwara
Our Group's greatest capital is our human resources. To move closer to realizing Corporate Image in 2050, it is most important that we attract a diverse range of human resources to our Group, where each individual can thrive and thrive based on diverse values.
To that end, we are actively working to create various personnel systems and a workplace culture that allows each employee to demonstrate their full potential through various "investments in people." In promoting these initiatives, we believe it is important that employees with various constraints, such as childcare, elderly care, or balancing work and medical treatment, can approach their work with peace of mind, and we strive to emphasize the perspective that "there are no employees without constraints."
Furthermore, deepening inclusion is essential to promoting diversity and making better use of the individuality and capabilities of our diverse human resources. By creating a vibrant workplace where each employee respects the individuality of others and brings out the best in each other, we hope to achieve sustainable growth for our company and continue to contribute to society.
