Human Capital Strategy

With Japanʼs declining population, the number of sports participants has been decreasing, and as a result, the domestic sports market has remained largely flat in recent years. In addition, shifts in peopleʼs behaviors and values driven by digital technology, along with growing geopolitical instability, have made the external environment more uncertain than ever.
In the face of such challenges, we believe that achieving sustainable business growth—and realizing our corporate purpose of “contributing to society through the advancement of sporting goods and the promotion of sports”—requires each and every employee to work with vitality and continue creating value.
To this end, we consider it essential for employees of all generations and backgrounds to take on their work with a spirit of challenge. Our goal is to achieve both increased financial profit per employee and enhanced job satisfaction.
At Mizuno, our human capital strategy is built on two pillars: developing talent that fosters individual growth and strengthens our business competitiveness, and enhancing employee engagement to build stronger relationships between the company and its people.

The Mizuno Group has appointed the Executive Officer in charge of Human Resources and General Affairs as the Chief Human Resources Officer (CHRO), responsible for leading the Groupʼs human capital management. This role is key to advancing the acquisition of talent and organizational capabilities necessary to achieve our management goals.
As a corporate function, the Global Human Resources and General Affairs Department aligns and drives group-wide initiatives, and is responsible for formulating and implementing the talent and organizational strategies essential to realizing our vision.

Based on our talent development policy, we support the growth and enhancement of each employeeʼs capabilities. Through efforts to strengthen core competencies, address business challenges, and foster a culture of continuous learning, we are developing and leveraging “talent that drives Mizunoʼs growth.”
We are also committed to providing diverse career development opportunities on a global scale—regardless of nationality, race, gender, or age—and are promoting the long-term, continuous, and strategic development of a diverse workforce.

Specifically, we focus our training and development efforts on three key areas:

1. Management talent capable of ensuring long-term business continuity;
2. Global talent that can create competitive advantage in international markets; and
3. Innovation talent that enhances customer experience through the advancement of digital technologies.

To achieve innovation and improve productivity, we believe that individual growth, stronger interpersonal relationships, and a shared sense of unity within the organization are essential.
Since FY2022, the Mizuno Group has been conducting a company-wide employee engagement survey. By leveraging the insights gained from these surveys, the Global Human Resources and General Affairs Department is working to drive organizational transformation—engaging leadership in the process—to create a more fulfilling and motivating workplace for employees around the world. These efforts are aimed at enabling sustainable value creation over the medium to long term.