Basic Approach
The Nihon Chouzai Group thinks of employees as human assets, a critical management resource. Since our founding, we have had a strong focus on education for our pharmacists and other employees. As we set out to achieve Long-Term Vision 2035, we will redouble our efforts to reinforce our human capital.
Our aim in reinforcing human resources is to deepen employee understanding of the Group philosophy and gain employee buy-in for it, as well as to create a vibrant workplace where employees can pour themselves in to their work. In this way, we will strive to contribute to society while enhancing our corporate value over the longer term.
Three Pillars for Reinforcing Human Capital
We have set out three key strategies to enhance the value of our human assets: ensuring diversity and building a sustainable organization, boosting employee fulfillment and satisfaction, and cultivating an environment that facilitates work.
We seek to maximize the potential of all employees by offering opportunities to learn and grow. At the same time, we are aiming for the sustainable growth of the organization by creating systems and an environment that foster employee buy-in and help employees derive fulfillment from their work, as well as pursuing initiatives to ensure diversity in the workforce, including promoting women’s empowerment.
Recognizing that supporting the active contribution of diverse personnel and securing and cultivating the human capital needed to take the reins of future management are indispensable to enhancing longer-term corporate value, we are planning and pursuing measures to create a working environment where employees can thrive regardless of race, nationality, age, gender, disability, or other characteristics.
We believe there are two ideal areas to strive for over the longer term: basing the development and placement of human resources on our business strategies and consistently ensuring the sufficient quality and quantity of personnel; and pursuing growth by understanding and bringing together diverse personnel in different positions.
To achieve this, we will foster an environment in which diverse personnel can flourish, including further increasing the ratio of female managers. In addition, we will work to build a human resources portfolio that contributes to sustainable growth, including formulating succession plans and cultivating leadership talent.
Having long regarded human assets as the most important source of value creation, the Group has focused on cultivating human resources and honing the expertise of our pharmacists in particular.
Our aim as we work to achieve our long-term vision is to maximize the capabilities of our employees by encouraging self-learning, which empowered employees to grow and chart new career paths. We are in the process of expanding our framework to better support career autonomy.
Furthermore, to boost employee engagement, we gauge gaps in engagement levels by carrying out regular surveys. Going forward, as a PDCA cycle based on survey results gets underway, we will seek to instill actions across the Group to further enhance employee engagement.
Creating an environment in which all employees can embrace their work with enthusiasm is essential to building the vibrant and energetic organization we aim to be.
Going forward, we will continue to consider various measures to improve the balance between work and private life by lowering restrictions on where and when employees can work and enabling flexible working styles, which will feed into higher labor productivity.
We believe that maintaining sound individuals and organizations contributes to the realization of the Group philosophy and, by boosting productivity across the entire organization, to the realization of our long-term vision. For this reason, we are investing in health and productivity management in a strategic and systematic manner.
