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Development of human resources, open and accommodating organizational cultureApproach to Human Resources and Organizational Culture

Our Goal

Our human resources are the most valuable management resources that support the growth of the Kirin Group. In the belief that employees and the Company are equal partners brought together by common business goals, the Kirin Group pledges respect for humanity as its basic human resources principle.

Our Goal

Reforming Our Human Resource and Organizational Structure to Create New Value

Guided by the theme of reforming our human resource and organizational structure, we aim to become a company with a “rigorous but warm” organization in order to create new value. Accordingly, we seek to provide employees that are thoroughly committed to their work with opportunities to take on new challenges and grow, regardless of their age or other attributes. In this pursuit, we aim to become a disciplined yet caring company that is passionately committed to developing its employees through their work.

1. Cultivating Leadership Skills

A corporate culture in which pursuing lofty targets and tackling new challenges is standard practice and essential to the Company’s ability to continue providing consumers with new value. The Group is aware of the massive influence that the words and deeds of leaders can have on the corporate culture and is thus dedicated to cultivating leadership skills. As one facet of these efforts, we are increasing opportunities for direct and reciprocal communication between senior management and division heads and the rest of our employee base. Furthermore, we have set up a program spearheaded by 130 prominent organization leaders aimed at encouraging leaders to act differently in order to better fulfill their responsibilities of accomplishing organizational targets and developing human resources.

2. Developing Human Resources

At the Kirin Group, we continually work to develop human resources, who we strongly believe are sources of value creation. To strengthen our competitiveness in a challenging operating environment and in an era that requires change, we must do our utmost to develop the people that will lead the growth of the Group in the future and people that can realize the creation of value linked to our growth strategies.

The Kirin Group’s fundamental belief regarding human resources development is that “people grow through their work.” Our policy for human resources development is to aim for autonomous, enthusiastic self-development by each individual in order to realize management reform. On that basis, we are taking steps to address the three high-priority challenges described below.

1. Leaders should have responsibility for the development of their people and implement on-the-job training.
2. Everyone should understand the human resources development system and actively use the system to work toward self-development.
3. People aiming to be management leaders of the future should take steps to develop their capabilities with self-awareness and resolution.

3. Reforming Working Styles

The Kirin Group has continued to push forward with workplace environment initiatives for ensuring the proper management of work hours, including promoting strict compliance with arrangements pertaining to Article 36 of the Labor Standards Act and encouraging employees to take multiple consecutive days off. In 2017, we will deploy measures to help create time for employees to tackle new challenges and engage in reflective thought. Through these initiatives, we are cultivating an environment in which pursuing lofty targets and tackling new challenges is standard practice and the lessons learned from such undertakings are utilized in future endeavors.

One specific initiative in this regard is the implementation of measures that enable all employees to work from home, which include making it possible for employees to connect to Company servers from their home computer via the Internet. These measures are helping to create more free time for employees through increased productivity and efficiency.

Meanwhile, Kyowa Hakko Kirin Co., Ltd., launched its “smart work” campaign following the July 2016 relocation of its head office as an initiative for cultivating its desired corporate culture and employee awareness.

Health-Oriented Business Management

As a conglomerate that delivers products and services contributing to consumer health and well-being, the Kirin Group will promote health-oriented business management and work to create an environment and opportunities that allow employees to proactively improve their own health. The end goal of these efforts is to thoroughly energize the organization. We are implementing measures that go a step further than our customary occupational health and safety activities (regular health examinations, stress checks, measures for preventing health issues from working excessive hours, etc.), with an eye to enhancing the effectiveness of these activities.

In 2017, the president & CEO of Kirin Holdings made a health-oriented business management declaration to employees. Our initiatives on this front are focused on four themes of particular importance with regard to occupational health and safety and employee healthcare: lifestyle diseases, mental health, workplace environment, and appropriate relationship with alcohol.

In February 2017, Kirin Holdings and Kyowa Hakko Kirin were recognized in the Excellent Enterprise of Health and Productivity Management—White 500 list released by the Ministry of Economy, Trade and Industry (METI).

Kirin Health Declaration(20KB)

Commitments related to “health-oriented business management”

4. Revitalization of Organizational Culture

We are promoting reforms to our human resource and organizational culture. To foster the kind of organizational culture we envision, it is necessary for each of our employees to have a thorough understanding of our approach toward reform and adopt that approach within their day-to-day actions.

As an effort to instill such an understanding, directors from Kirin Holdings visit the offices of each Group company to explain the Group’s policies and thoughts on reform in their own words. These directors also field questions from Group employees and exchange opinions with them, thereby providing an opportunity for direct communication.

Additionally, we conduct an employee engagement survey every year and make efforts to draw on a PDCA model for initiatives aimed at realizing the organizational culture we envision. At the same time, we have established the Human Resource and Organizational Culture Reform Website, which serves as a platform for communicating Group policies and the planned initiatives of each office and division. The website also allows Group employees to view examples of successful initiatives implemented by the Group. In these ways, we are working continuously to keep our Group employees informed of the policies and direction of the Group.

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© 2007 Kirin Holdings Company, Limited.

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