Human Resources Strategy

General Manager of the Personnel & General Affairs Department Makoto OguraGeneral Manager of the Personnel & General Affairs Department Makoto Ogura
General Manager of the Personnel & General Affairs Department
Makoto Ogura

Throughout its history of 125 years, Gunze has consistently lived up to its founding philosophy of “Striving for harmonious coexistence with all stakeholders surrounding the company through a people-oriented approach and a commitment to quality.” To use the analogy of weaving, this philosophy serves as the “warp” threads that must remain unchanged, while business operations that must adapt to the changing needs of the times represent “weft” threads. Guided by this philosophy, we have continuously taken on new challenges and achieved sustainable growth. In recent years, our business environment has changed radically and this complex and the unpredictable situation is expected to continue. Accordingly, the human resources department is playing a key role in weaving the “warp” threads that need to be preserved and the “weft” threads that continue to evolve. Through this, we are aiming to create a visionary company that remains healthy and active by planning and implementing various HR measures to develop, support, and empower a diverse pool of talents.

Diversity & Inclusion
《D&I》

At the Gunze Group, Diversity & Inclusion (D&I) is one of our most important HR strategies. Our goal is to enable all our employees to pursue fulfilling and rewarding work while putting their capabilities to the fullest use without regard to gender, age, working requirements, or other attributes and values.
In this effort, women’s empowerment is one of the biggest challenges we need to tackle now. To this end, we are actively working to increase the number of women in career-track positions toward the goal of involving a certain percentage of women in each organization’s decision-making processes. Specifically, we have set a target of increasing the percentage of women in career-track positions to 40% (50% excluding positions requiring shift work) while encouraging them to continue working. We are also actively promoting women from the non-career track group and extending leader training programs. Through these measures, we are striving to increase the percentage of women in career track positions to 20% of all female employees (twice the 2020 level) and raise the percentage of women in managerial roles to 10% (four times the 2020 level) by 2030. Moreover, in keeping with our efforts to support women’s empowerment and diversity in the workplace, we will encourage more male employees to take childcare leave.

Beginning in January 2015, Gunze was certified for three years in succession as a leading company in empowering women at work by the Osaka Municipal Government.  Beginning in January 2015, Gunze was certified for three years in succession as a leading company in empowering women at work by the Osaka Municipal Government.
D&I Targets and Action Plans based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children (excerpts)D&I Targets and Action Plans based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children (excerpts)

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Human resources development

People are the greatest management resource and the cornerstone of competitive advantage. At the Gunze Group, we aim to foster people who can face challenges self-reliantly on their own initiative and without fearing change, while cultivating a corporate culture to support human resources development. We consider this to be essential for the company’s growth. We also demand that our new employees become the “first penguin,” that is, the first one to jump into the water without being afraid to take risks. To this end, in rank-specific and other training programs, we focus particularly on training to enhance the trainees’ challenge-oriented mindset and vision-setting abilities. We also promote employees’ autonomous self-development by enhancing their awareness of their own career design.
Our educational/training system targets young people and women to promote them to managerial positions and throw open the gates for diverse talent to assume leadership roles. For seniors, we encourage them to maintain their motivation to work by providing life and career support, while supporting them in considering second career options. Through these measures, we are building a corporate culture that respects and synergistically combines the intentions and values of individual employees to help them make a contribution to management.

Human Resources Development SystemHuman Resources Development System

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Work style reform

Work style reformWork style reform

Since 2017, the Gunze Group has been promoting work style reform to improve its corporate value by transforming individual mindsets and reengineering business processes. This effort has led to progress in the establishment of a flexible working system and employee benefits, as well as to a partial improvement of the group’s infrastructure. Even so, we do not consider our efforts so far to have been productive enough in improving our corporate value through business processing reengineering. As such, from FY2021 onward, we will implement more specific and effective initiatives for reshaping business operations based on transforming the mindsets of all employees and executives and sharing objectives among them. This will allow us review our working style and adapt it to the COVID-19 situation, while increasing the added value of our work. It will also help us establish a risk response system that enables business execution and decision-making even in situations where staff are unable to come to work. This should support a better work-life balance for employees, which in turn will result in stronger employee engagement, contributing to the improvement of our business performance and corporate value.

Health management for employees

Maintaining health and safety for all employees is essential for properly executing business operations. And with a management policy of improving QOL through our products, technologies, and services, this is particularly true for the Gunze Group. We know that society strongly demands us to take a proactive stance on promoting and taking necessary actions to ensure the health of our employees. In FY2021, we will initiate a group-wide project aimed at acquiring certification under the Health and Productivity Management Outstanding Organization Recognition Program administered by the Ministry of Economy, Trade and Industry (METI). Sharing the message “Energized employees make for energized business activities” among our executives and staff, we are determined to implement measures that maximize the effectiveness of our health management efforts.