Human Capital Strategy

The sports market in Japan has remained largely flat in recent years, as Japan’s declining population has led to a decrease in the number of people participating in competitive sports. In addition, changes in people’s behavior and values driven by advances in digital technology, together with growing instability in international affairs, have made the environment in which we operate more uncertain than ever. Even amid these conditions, the Group believes that achieving sustainable business growth and realizing its corporate philosophy (Purpose), “Contributing to society through the advancement of sporting goods and the promotion of sports,” depend on each employee working with energy and enthusiasm so that the Group can continue creating value.
For this reason, we believe it is important for a diverse workforce spanning all generations to approach their work with a willingness to take on challenges, and we aim to achieve both higher profit per employee and a greater sense of fulfillment at work. The Group’s strategy rests on two pillars: talent development to foster individual employee growth and thereby strengthen business competitiveness, and enhancement of employee engagement to build a better relationship between the company and its employees.

The Mizuno Group pursues human capital management, with the Executive Officer in charge of Human Resources and General Affairs serving as the person with ultimate responsibility for talent management and driving efforts to secure the talent and organizational capabilities required to realize the Group's management plan. As a corporate function, the Global Human Resources and General Affairs Department will align and drive activities across the Group and advance the formulation and implementation of the talent and organizational strategies essential to realizing the Vision.
The Group also uses indicators such as engagement survey results to monitor and analyze progress in implementing its talent strategy.

Based on the talent development policy and the belief that the growth of each employee leads to the Company's sustainable growth and, ultimately, to realizing its Purpose and Vision and putting its Values into practice, the Group is pursuing an integrated talent strategy encompassing talent acquisition, deployment and utilization, development, and retention.

In talent acquisition, the Group is building a talent base that supports sustainable business growth by recruiting the talent it needs in light of changes in the business environment and market trends.

In deploying and utilizing talent, the Group makes personnel assignments and transfers aligned with the strategies of each business and function, with a view to optimizing its overall business portfolio. It also provides employees with opportunities to take on new career challenges on their own initiative through its internal job posting system. Together, these measures promote internal talent mobility and optimal deployment.

In talent development, based on the talent development policy, the Group supports each employee's self-directed and continuous growth by systematically providing learning opportunities, including company-wide education, level-specific education, purpose-specific training, and support for self-development. The Group also promotes capability development and growth through ongoing dialogue between employees and their supervisors and feedback provided as part of day-to-day work.

Furthermore, to retain talent, the Group places importance on creating an environment in which employees can continue working while realizing their full potential. It is working to enhance engagement by providing opportunities to take on challenges, supporting career development, and creating a supportive work environment.

Through these initiatives, the Group aims to enable employees to demonstrate their capabilities and improve productivity across the organization, thereby increasing the value of its human capital and sustainably enhancing corporate value.