Enhancement of Human Capital Value

Mizuno regards the values of 3F- Fair play, Friendship, and Fighting spirit as shared principles among its employees.
We value the concept of fair play in pursuit of ‘justice above profit’, friendship in order for each individual to have a mindset of growth through friendly competition so that they can respect each other, and a fighting spirit to work with motivation and responsibility.
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 enabling colleagues to share joy.
We also aim to create value for society by realizing a corporate culture where the challenge of change is encouraged, and people can find vitality and a sense of purpose in life.

With the declining population in Japan, the number of sports competitors is decreasing, resulting in a largely stagnant domestic sports market over 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 continuously create value.
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 simultaneously. 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.

The Mizuno Group has designated the Chief Human Resources Officer, who is also the executive officer responsible for personnel and general affairs, as the chief person responsible for human capital management. This promotes 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 aligns and drives the group-wide activities and advances the formulation and execution of essential talent and organizational strategies to achieve our vision.

Based on our human resources development policy, we support the enhancement and development of each employee's capabilities. We are fostering and utilizing "talents who contribute to Mizuno's growth" by implementing approaches to enhance the basic skills of employees, address management challenges, 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 a diverse workforce.
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.

To achieve innovation and improve productivity, we believe that individual growth, strengthening relationships, and fostering a sense of organizational unity are essential. Therefore, starting from the fiscal year 2022, we have been conducting an employee engagement survey across the entire Mizuno Group. By leveraging the employee engagement survey, the Global Human Resources and General Affairs department aims to drive transformation towards a more engaging organization for employees worldwide, involving management in the process and ultimately realizing medium to long-term value creation.