Enhancement of Human Capital Value


Management Policy

Mizuno values the three Fs - Fair play, Friendship, and Fighting spirit. We strive to foster a workplace culture in which each individual upholds a fair attitude, demonstrates high morale, acknowledges the "differences" of others, and respects diversity, thereby facilitating shared joy among colleagues. By promoting the pursuit of innovative challenges, we aim to establish a vibrant corporate culture that imbues a sense of purpose and fulfillment in our people.

Management Structure

The Mizuno Group has designated the Chief Human Resources Officer, who is also the executive officer in charge of personnel and general affairs, as the top person responsible for human capital management. This entails promoting the acquisition of the necessary talent and organizational capabilities to realize our management plans. Acting as a corporate function, the Global Human Resources and General Affairs Department ensures alignment and drives group-wide activities, while advancing the formulation and implementation of our talent strategy.

Mizuno Talent Vision

With the declining population in Japan, the number of sports competitors is decreasing, resulting in a largely stagnant domestic sports market for the past few years. Additionally, changes in people’s behaviors and values due to the development of digital technology, and increasing instability in international affairs, have made the environment around us more uncertain than ever. Even in such an environment, we believe that in order for our group to achieve sustainable growth in business and realize our management philosophy of "contributing to society through the advancement of sporting goods and the promotion of sports.," it is necessary for each and every employee to work enthusiastically and improve profitability.

Therefore, we believe that it is important for a diverse group of employees from all generations to take on their work with a spirit of challenge, and we aim to improve both financial profit per employee and job satisfaction. In our group, we have made the fostering of talent, which promotes individual employee growth and brings business competitiveness, and improving employee engagement to build better relationships between the company and employees, the pillars of our strategy.

Talent Strategy

Based on our human resources development policy, we support the enhancement and development of each employee's capabilities. We are fostering and utilizing "talents that realize Mizuno’s growth" by implementing approaches to raise the basic skills of employees, respond to management issues, and foster a culture of self-learning. In addition, regardless of nationality, race, gender, or age, we provide various career development opportunities on a global scale and plan for the long-term, continuous, and systematic development and training of diverse talents.
Specifically, we are conducting training and development focusing on three key areas: 1) "Management talent" that will enable business continuity in the future, 2) "Global talent" to generate competitive advantage in global business, and 3) "Innovation talent" for creating better customer experiences through the advancement of digital technology.

Employment status

Mizuno Corporation (Fiscal Year 2022)

Employees (no. of people)
Female Male Other Total
MIZUNO Corporation Full-time Employee (Managerial Position) 11 220 231
Full-time Employee (Non-managerial Position) 449 805 1,254
Total Full-time Employees 460 1,025 1,485
Contractual Employees 16 180 196
Temporary Employees 85 87 172
Part-time Workers 153 93 246
Total Employees 714 1,385 2,099

Mizuno Group

graph:Number of employees in the entire Mizuno Group
graph:Total number of employees by country

* The percentages are rounded off to the nearest whole number, so all percentages may not total 100%.

Welfare systems

Mizuno takes employee requests into consideration in deciding what welfare systems to offer and currently offers a number of unique systems, including the following: 1) defined contribution pension plan, 2) long service leave system, 3) club activity promotion system, and 4) self-training support system.

Welfare systems [*b] the Mizuno Group (domestic)

Defined contribution pension plan [*b]
Details This system allows employees to decide what kind of pension plan they want based on the premiums the Company will pay. To help employees improve their CSR attitude, the pension plans that Mizuno allows employees to choose from are funds that invest in companies that actively promote CSR activities.
Performance Mizuno has invited experts as instructors to provide defined contribution pension subscribers with investment education.
As it did the previous year, Mizuno promoted the use of its matching contribution system (where the Company’s premiums are added to premiums paid by employees).
Matching contribution subscriber rate: 63.4%
Adoption rate of DC Good Company, an investment product targeting companies that actively promote CSR activities: 1.02%
Employee stock ownership association [*b]
Details This is a system designed to encourage and assist employees in building their assets by purchasing the company’s own stocks, to which Mizuno adds a 10% bonus to each employee contribution.
Performance As of the end of March 2023, 751 employees (out of 3,326 eligible group employees) have participated in this system.
Long service leave system [*b]
Details This system offers special leave and travel subsidies to employees every five years with the aim of helping employees take long-term leave and travel around to feel refreshed.
Performance In FY 2022, 253 employees were eligible for this system (no. of users: 109; user rate: 3.08%).
In FY 2022, 253 employees were eligible for this system (no. of users: 109; user rate: 3.08%).
Cafeteria plan system [*b]
Details This system aims to cover part of the expenses incurred by employees by giving the same number of points to all employees and allowing them to choose how to use them from a number of menus so that they can use their points in ways that best match their lifestyle
Performance The Mizuno Group’s employees used a total of 445,000 points.
Promoting club activities and in-house sports events[*b]
Details To help employees maintain their good health and to enliven the Company, Mizuno promotes and supports in-house sports and cultural activities.
Performance About 25 clubs are currently active in the entire domestic Group, which comprise the following types: 1) athletic clubs (including baseball, soccer, and rugby teams); and 2) cultural clubs (including popular music bands).
In addition, Mizuno held an online walking event once in FY 2022, which welcomed approximately 1,000 employees nationwide.

Communicating with employee representatives

Mizuno and Mizuno Technics have concluded a union-shop agreement as part of a labor agreement with Mizuno Union (comprising 1,582 union members and 969 non-union members as of March 31, 2023). To create a worker-friendly workplace environment by sharing thoughts on business conditions, checking whether working conditions are fair, and ensuring that necessary welfare systems are being offered, monthly meetings are being held multiple times by the following committees: 1) the Central Labor Management Council and Block Labor Management Councils, led by top management officers of Mizuno and Mizuno Technics, the Human Resources Department, the Labor Union Chairman, and other Labor Union officers; 2) the Labor Wage Study Group; and 3) the Health and Safety Committee.
In addition, Mizuno’s labor agreement stipulates the following rules when relocating employees: 1) employees must be informed one month ahead before being relocated to a subsidiary or being transferred to another region and 2) employees must be informed one week ahead before being transferred to another department.

Labor and Management Initiatives

Mizuno and Mizuno Technics have concluded a union-shop agreement as part of a labor agreement with Mizuno Union. As of March 31, 2023, the number of union members is 1,582 and non-union members are 969. The proportion of union members subject to the labor contract is 62.0% of all employees, which total 2,551.
However, last year, the company proposed to contract workers, temporary workers, and part-time workers that they could join Mizuno Union under an open shop system. Among these targeted workers, 34 joined (included in the above 1,582 union members).

Regular meetings are held between labor and management. They aim to improve employees’ working conditions through various discussions and the establishment and operation of fair working conditions and various systems, and to create a comfortable working environment. The specifics are outlined in the labor agreement as follows:

< Central Labor-Management Council >

  • - Composition: 2-4 executive officers and 2-4 management level staff at the level of deputy manager or higher from the company, and 4-8 central officers from Mizuno Union.
  • - Frequency: Once every two months
  • - Supplementary Agenda Items:
    (1) Issues related to basic management policies and annual plans.
    (2) Issues related to new business plans, establishment and abolition of business sites, and overseas business.
    (3) Issues related to the establishment, revision, and abolition of labor contracts, various labor-management agreements, and work regulations.
    (4) Issues related to the safety and health of employees.
    (5) Issues related to corporate social responsibility.
    (6) Issues related to employee hiring plans, education, and employee welfare.

< Block Labor-Management Council >

  • - Composition: Same as Central Labor-Management Council.
  • - Frequency: Every month.
  • - Supplementary Agenda Items: Issues related to the business locations within each block from the Central Labor-Management Council’s supplementary agenda items.

For non-union members (employees not subject to the labor contract), employment conditions are set based on the employment rules for fixed-term and indefinite-term employees, which are created based on the labor contract.

Communication between Labor and Management

When it comes to employee reassignments, the labor contract stipulates that notifications should be given at least one month in advance for transfers and secondments, and at least one week in advance for other changes.

For other significant changes, the labor contract stipulates that prior consultation between labor and management is required. These changes include:

  • Recognition of non-union members among employees subject to the union-shop system.
  • Disciplinary action against union members.
  • Abolition or amendment of regulations concerning wages and retirement allowances.
  • Annual scheduled working hours, annual holidays, and the like.