Respect for Employees: Development of Self-Motivated Talent (Human Resource Development)
Based on our group HR policy, Toyo Seikan Group is working to foster an organizational culture where individuals can thrive regardless of nationality, human rights, gender, disability, or career, optimally allocate and develop globally "competitive and challenged" talent, and realize flexible work styles that adapt to changes in life stages, thereby establishing a talent platform that leads to new value creation.
Collaborative Human Resource Development within the Group
Toyo Seikan Group promotes human resource development through collaboration within the group. We conduct logical thinking training for young employees to acquire logical thinking methods, management training for newly appointed managers, and TLP (Technical Leaders Program) based on MOT (Integration of Technology and Management) for young technical leaders. These programs promote talent exchange within the group, foster a sense of unity beyond individual companies, and build personal networks. To support employees' self-development, we have established a system that fully subsidizes course fees for those who complete correspondence courses.
In fiscal year 2025, a total of 3,174 applications were received from 18 group companies. Additionally, to promote language proficiency enhancement, we have introduced a full subsidy system for TOEIC exam fees.
To develop next-generation leaders who will lead the group, we conduct the "Next-Generation Management Development Training" and "TSGBC (Toyo Seikan Group Business College)" (for department managers and section managers) targeting department and section manager levels at our core companies, aiming to acquire management knowledge and establish a "core" for leaders. This term, 22 members selected from seven group companies participated, divided into four teams, exploring themes and proposing business solutions addressing their own company challenges.
Group-wide training system
Group-wide in-house training (FY2025 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) | Training time per person (hours) |
|---|---|---|---|---|---|
| Selective training | Next-Generation Business Leaders Training Program (12th Term) | From June 2025 March 2026 |
12 (12 men, 0 women) |
930 | 77.5 |
| TSGBC (12th period) | From June 2025 July 2026 |
twenty two (21 men, 1 woman) |
3,009 | 136.8 | |
| TLP (18th period) | From July 2025 February 2026 |
28 (25 men, 3 women) |
3,038 | 108.5 | |
| Level-specific training | New senior management training | 3 days, 6 times in total | 36 (35 men, 1 woman) |
837 | 23.3 |
| New manager training | 3 days, 8 times in total | 115 (100 men, 15 women) |
2,674 | 23.3 | |
| New section chief training | Online for 3 days, 8 sessions in total | 122 (104 men, 18 women) |
2,837 | 23.3 | |
| Logical Thinking and Presentation Training | Online for 3 days, 7 sessions in total | 122 (88 men, 34 women) |
1,891 | 15.5 | |
| Total | 457 (385 men, 72 women) |
15,216 | - | ||
- 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-group side job system and a cross-border leadership development program (based on the concept of "cross-border learning" where employees learn outside the company and in external settings) to enhance skill development, motivation, and career autonomy through mechanisms where employees can raise their hands voluntarily.
Under the group-based side job system, participation in other departments' work is expected not only for personal growth but also for the host department to introduce diverse perspectives to improve operational efficiency and create new value. The Cross-Border Leadership Development Program aims to acquire leadership, team building, and problem-solving skills by tackling real social issues.
In fiscal year 2025, 30 people engaged in 16 business themes under the group's internal side job system, and in the cross-border leadership development program, 8 participants participated in solving five social issue themes recruited from 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 covering skills, qualifications, languages, and more, which individuals can freely choose and enroll in. If you complete a course within the designated period, the full tuition fee will be refunded.
Furthermore, starting in May 2025, we have introduced the online English conversation service "NativeCamp" for our employees to encourage English language learning. We are promoting motivated learning for various purposes, such as applying English to work, obtaining qualifications, and simply wanting to relearn English.
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.
Training and interviews aimed at enabling mid-career hires to quickly succeed (onboarding *)
In recent years, there has been an increase in mid-career hires with diverse external knowledge and experience. We support their immediate contributions as valuable assets by leveraging their individual strengths through on-the-job training (OJT) in their assigned departments, and we also conduct training programs specifically for mid-career hires to deepen their understanding of the company philosophy and expected behaviors. Rather than typical lectures, the training is conducted in a game format that allows them to experience the company's history, fostering horizontal connections through interaction with other mid-career hires, and encouraging interest in other departments and organizations, as well as the acquisition of a cross-group perspective. Within one year of joining the company, we also conduct interviews with the human resources department to support their integration into the organization and career development.
* An initiative to support new employees in quickly adapting to the organization and contributing to its success.Initiatives by Operating Companies
Toyo Kohan 's Initiatives
Toyo Kohan held a technical exchange meeting in July 2025 at the headquarters building to promote interaction among employees beyond their business domains. On the day, young employees from Kudamatsu's technology development base visited and introduced their advanced technologies to headquarters employees, fostering lively exchanges that transcended the boundaries of location and business.
