Respect for Employees: Development of Self-Motivated Talent (Human Resource Development)
Based on the Group's Human Resources Policy, Toyo Seikan Group will develop a human resources platform that leads to the creation of new value by fostering an organizational culture in which employees can demonstrate their individuality and thrive, regardless of nationality, race, human rights, gender, disability, career history, etc., by optimally allocating and developing human resources who "compete and take on challenges" globally, and by realizing flexible working styles that adapt to changing life stages.
Collaborative Human Resource Development within the Group
Toyo Seikan Group works together to promote human resource development. By implementing logical thinking training for young employees, management training for newly appointed executives, and the Technical Leaders Program (TLP) for selected young technical leaders across the Group, we are promoting human resource exchange within the Group, fostering a sense of unity across the Group that transcends individual companies, and building personal networks. We have also introduced distance learning to support employees' self-development. In fiscal 2024, we received 3,081 applications from 16 Group companies.
With the aim of cultivating the next generation of leaders who will lead the group, we are conducting the "Next Generation Management Development Training" and "TSGBC (Toyo Seikan Group Business College)" for general managers and section managers of our main companies. This fiscal year's TSGBC was held in two sessions, with 37 members selected from seven group companies participating, who explored themes and made business proposals to address their own company's challenges.
Group-wide training system
Group-wide in-house training (FY2024 results)
- The table can be scrolled left and right
| Classification | Training name | Implementation period and number of times | Number of participants (people) | Total time * (hours) |
|---|---|---|---|---|
| Selective training | Next-generation management training (11th session) | June 2024 - March 2025 | 14 (14 men, 0 women) |
1,551 |
| TSGBC (Advanced) | June 2024 - November 2024 | 17 (17 men, 0 women) |
1,007 | |
| TSGBC (11th term) | September 2024 - October 2025 | 20 (18 men, 2 women) |
2,735 | |
| TLP (17th period) | July 2024 - February 2025 | twenty four (20 men, 4 women) |
2,604 | |
| Level-specific training | New senior management training | 3 days, 6 times in total | 37 (37 men, 0 women) |
860 |
| New manager training | 3 days, 5 times in total | 100 (86 men, 14 women) |
2,325 | |
| New section chief training | Online for 3 days, 8 sessions in total | 117 (99 men, 18 women) |
2,720 | |
| Logical thinking training | Online for 3 days, 7 sessions in total | 107 (77 men, 30 women) |
1,659 | |
| Total | 436 (368 men, 68 women) |
15,461 | ||
- Calculated based on 7.75 hours per day, rounded up or down
In-House Side Job System and Cross-Border Learning Opportunities
Toyo Seikan Group Holdings has introduced an in-house side job system and a cross-border leadership development program, with the aim of improving skills, increasing motivation, and increasing engagement through career autonomy through a system that allows employees to volunteer.
Our internal side job system allows employees to participate in the work of other departments, which not only contributes to their own personal growth but is also expected to improve work efficiency and create new value in the host department by introducing diverse perspectives.Our cross-border leadership development program aims to develop leadership, teambuilding, and problem-solving skills by working to solve real social issues.
In fiscal 2024, 18 employees worked on nine business themes within the Group through our internal side job system, and 10 employees participated in our cross-border leadership development program to address eight social issues proposed by external organizations.
Correspondence Education System and Public Qualification Acquisition Incentive System
Toyo Seikan Group has adopted two systems to support the growth of its employees.
Correspondence education system
We offer over 400 correspondence courses every year, including courses on skills, qualifications, languages, etc., and each person can freely choose and take courses. If you complete the course within the specified period, you will receive a cash refund for the entire course fee.
Public qualification acquisition incentive system
The company will fully cover the costs (course fees, examination fees, transportation costs, etc.) associated with obtaining qualifications and licenses required for the job. In addition, for some highly difficult qualifications and licenses, we have established an internal system called the "Public Qualification Acquisition Incentive System" that provides incentives in addition to covering the costs, thereby providing full support to those who wish to learn and grow.
Overseas Initiatives
Peer to Leader training program
Stolle Machinery Company, LLC implemented a Peer to Leader training program to develop leaders and provide the skills and knowledge necessary to manage a team.
