- Top
- Management Message
- Sustainability Management
- Our Materiality (priority issues)
- Contributing to the multi-dimensional values of sports
- Contributing to the resolution of social issue
- Responsible procurement with due respect for human rights
- Human Capital Management
- Responsibility for global environmental issues throughout the product lifecycle
- Responsible business practices
- Responsibility for Safe and High-Quality Products
- Our Key Initiatives
- Value Creation through Sports
- Policies and Governance Structure
- Physical and mental health through sports
- Embodying Mizuno's Unique Identity and Integrated Strength
- Promotion of Sports and Education
- Contributing to sustainability through the application of Mizuno's technologies
- Climate Change Strategy
- Human Capital Strategy
- SDGs Initiatives
- Our Specific Actions (Environment, Social, Governance)
- Environment
- Policies and Governance Structure
- Environmental Management System
- Mitigation of Environmental Impact in Products
- Climate Change
- Water Use and Management
- Reduction of hazardous chemical substances
- Reduction of waste
- Business activities and environmental burden
- Social
- Respect for Human Rights (Policies and Governance Structure)
- Supply Chain Management
- Mizuno CSR Procurement Code of Conduct
- Product Safety and Quality (Policies and Governance Structure)
- Ensuring of the safety and quality of products
- Communication related to products
- Engagement with Customers
- Labor Practices
- Talent Development and Capability Building
- Promoting and respecting diversity
- Health Promotion Initiatives
- Occupational Safety and Health
- Governance
- Corporate Governance
- Compliance / Anti-corruption
- Protection of intellectual property
- Protection of personal information
- ESG Data
- Regarding the Report
Message from the CHO
Investing in Human Capital as a Growth Driver to Accelerate Business Strategy and Enhance Long-term Corporate Value
In 2023, Mizuno redefined its Purpose, Vision, and Values (PVV). Among these, the vision of “We are persistent in bringing ʻA-monʼ quality for the world” encompasses not only providing superior products and services to our customers as a manufacturer, but also broadly includes our human resources, corporate culture, and organizational climate. Although this concept is not new, one of the main reasons for this revision was to reconfirm it with all employees.
We position ESG management as the foundation of our sustainability strategy. In particular, we believe that the power of “people” is essential to sustainably grow our existing businesses while also pursuing new challenges. Employees are not a cost, but capital that creates the future. We treat our business strategy and human capital strategy as one, increasing investment in our people and enhancing education and training programs. By further developing the strengths of our talent and investing in areas that need improvement, we believe our human capital will become a long-term growth driver, leading to enhanced corporate value.
Our vision and specific initiatives also target talent employed by our overseas group companies. We are implementing various measures to connect people throughout the Mizuno Group and foster a “ONE Mizuno” culture. One such measure is improving employee engagement. It is important for this measure to involve two-way communication. It is often misunderstood that engagement means the company unilaterally provides something to employees. True engagement is achieved when the company creates a conducive work environment, implements education and training, and offers opportunities for employees to thrive, allowing each individual to work with a sense of fulfillment and growth. As a result, the organization can perform at its best, contributing to the companyʼs success.
The completion of our innovation center, “MIZUNO ENGINE”, in November 2022 has positively impacted our recruitment efforts. Hiring of development-related talent has become more active, and we are now attracting applicants from universities with which we previously had no connections. This has led to a broader and more diverse pool of candidates. We plan to further increase the number of research positions in the future.
Currently, we are hiring as many mid-career professionals as new graduates. Innovation cannot occur without diversity in backgrounds. For instance, gathering only people who played baseball in Japan would not yield ideas beyond that scope. We actively recruit individuals of various nationalities and those without a sports background, anticipating that their interactions will generate synergy effects.
Although our turnover rate is low, many former employees speak highly of Mizuno. Therefore, we are considering the establishment of a reemployment system. Regardless of the length of employment, I want Mizuno to be a company where everyone who has worked here can feel proud of their experience. To achieve this, we will further strengthen our investment in human capital and aim to create long-term corporate value.
Investing in human capital is not only about visible outcomes—it is the foundation for shaping the future of our company. As we pursue sustainable growth and value creation, we will continue to evolve by staying close to our people and growing together with them.
* For details about PVV, please refer to [Purpose, Vision, and Values]
(link to: Management and Sustainability Strategy > Mizuno's Purpose, Vision, and Values).
Tsuyoshi Watanabe
Executive Officer, Mizuno Corporation
Global Human Resources & General Affairs Department
Sales Supervision Department
Specialized Shop Sales Department
National Chain Sales Department
Corporate Sales Department