human resources development

Basic concept of human resource development

Looking to the year 2038, with a new vision of "Go Far Beyond!" each one of us became adventurers. We have started creating a path forward into the future according to the Musashi Philosophy, for "a world where the earth and people coexist in prosperity and harmony."

To realize an organization which adapts to changes in times or business environment and creates innovations continuously, we aim to develop "highly-motivated and self-sustaining people who take on challenges for change," in other words, self-sustaining professional human resources.

We have set a new policy of developing "self-sustaining professional human resources." Following this policy, we have started various initiatives including changing the training structure "to create culture which allows each individual to develop their ability based on independence and autonomy" and "to produce human resources who understand and embody the Musashi Philosophy and management policy (Vision) correctly."

Regarding the Musashi Philosophy as a core competency of our human resource development, we will proactively provide new opportunities of developing abilities in the innovation or digital field under the theme focusing on accomplishing the Vision.

Also, we have reformed the training style by minimizing conventional programs by rank according to seniority. In FY2022 selective-base programs respecting the autonomy of the employees are available to allow each individual to choose a theme and learn when they want.

Boost-up to strengthen expertise and boss-subordinate communication

To develop self-sustaining professional human resources, we think it important to provide the employees with opportunities facing their career on their own initiative. We have introduced a CDP (Career Development Planning) system to discuss their career preference with their boss. The CDP helps matching the career goal the employees want with the expectation of their boss. We strive to make various opportunities of competence development available to fit each of the employees. We support the young employees in their 20s with career training sessions to allow them to shape their mid or long-term career.
Upon the revision of the human resource development policy, training programs for developing subordinates are implemented for all middle management people in FY2022.

Target setting and measurement of competence

Apart from bringing out the employees' competence in their expertise, we started disclosing the competence by rank in FY2021 and introduced new target settings for competence development. Job descriptions are updated on a regular basis to define the required competence of each area clearly. The employees set their target through a 1 on 1 meeting to improve their competence and skills in their expertise. The annual measurement of their competence can show their current competence level to allow them to set a new target for continuous development on their initiative.

Dialogue with Labor Representatives

We consider it essential to listen to our employees and exchange opinions for the sustainable development, thus dialogue with the labor union as labor representatives is a key. To accept employee needs and develop a better labor environment, we discuss honest opinions in monthly labor and management meetings and periodic committees to improve/apply labor conditions and various welfare systems. Employee survey is taken periodically to reflect its results in business plans of each division.

Training system in each category of expertise

Embodiment of Philosophy

Training for competence development

Based on Philosophy (Musashi Way), competence (expected behaviors) is set by level. With this competence as evaluation criteria, we provide the employees with selective-base training programs to allow them to work on the competence required for the next level. Some training programs are made mandatory as requirement for promotion.

Taking on challenges for Vision

Training by focused development theme

To create challengers for change, new training programs by theme are introduced to gain necessary skills and knowledge.

Other

Training by purpose or skill

Each division plays a main role for learning special knowledge or skills.

Concept and target for appointment of core human resources and assurance of diversity

Respecting diversity, we promote a fair and equal recruitment and appointment of people regardless of their gender, age, nationality, disability, etc.
At present, the target for the appointment of non-Japanese people or women in management has not been set due to a low ratio of candidates in all employees. We will continue forming a population of human resources through a stronger recruitment of assuring candidates and work on human resource development. The ratio of midcareer employees in management is approximately 50% in the Company alone. We will continue a fair and equal appointment of people based on their ability, whether midcareer employees.
In the entire Musashi Group, approximately 13,000 people work in 13 countries (except Japan) in the world. Diverse human resources are ensured by promoting or hiring locally. The ratio of non-Japanese people in top management is 40%.