Materiality
Talent Development and Capability Building

Basic Concepts

Based on the belief that the growth of each Mizuno employee leads to the sustainable growth of the Mizuno Group and ultimately to the realization of our purpose, vision, and values, we are committed to human resource development. Each employee is expected to autonomously strive for personal and professional development and to demonstrate the results of these efforts in their daily work activities, thereby creating a sense of fulfillment.
The company supports the growth of each employee and encourages them to create their own growth plans through long-term, continuous, and systematic training. Additionally, human resource development and training are regarded as essential responsibilities of management.
Managers are expected to continuously and systematically develop the abilities and skills of their team members.

Human Resource Development Initiatives

Mizuno promotes employee development through three main approaches. The foundation is philosophy-based education, which helps employees understand and internalize the companyʼs DNA and core values. Building on this, hierarchical training programs are provided to help employees acquire the common skills and competencies required at each organizational level. In addition, purpose-specific training is offered to develop specialized skills necessary for solving individual and concrete business challenges. Finally, Mizuno supports self-directed learning, encouraging employees to take initiative in their own development.

Mizuno Employee Development Framework

	Details	Number of Participants in FY2024
Philosophy (Corporate DNA) Education	Based on “Purpose (Corporate Philosophy), Vision (Ideal Future), and Values (Core Beliefs),” this program promotes global understanding and sharing of Mizunoʼs corporate DNA.	Approx. 3,500[*c]
Hierarchical Education	Provides foundational skills and competencies required at each organizational level. New Employee Training 53 3rd-Year Career Training 23 1st-Year Sales Training 23 2nd-Year Sales Training 23 3rd-Year Sales Training 12 Promotion Training (C3/C4) 94 Assistant Manager Training 15 Manager Training 37 Department Head Training 7 Management Training 224 Evaluator Training 210	452[*d]
Purpose-Specific Education	Develops specialized skills to address specific business challenges. Business Leader Program 18 DX Leader Program 30 Marketing Training 30	Approx. 78[*d]
Self-Directed Learning Support	Actively supports employees who take initiative in learning (e.g., English, Chinese, business skills, etc.).	Approx. 200[*d]

Programs That Support Employee Challenges

Mizuno free agent system [*d]
Details	To help employees achieve self-realization, motivate employees to take up challenges, and enliven the workplace, Mizuno accepts the following types of free-agent applications: 1) job offer, 2) proposal, and 3) registration. Job offer: Different departments make job offers and employees apply for jobs that interest them. Proposal: Employees propose ways to change the way work is being conducted or make new business proposals as individuals or groups. Registration: Employees who want to perform jobs offered by the Company register as candidates for such jobs.
Performance	FY2024—job offer: none; proposal: none; registration: 5 employees
Technical job meister/craft system [e]^1
Details	To help employees grow into talented craftsmen, activate employees performing technical jobs, help technical workers improve their skills, and pass on the great skills of technical workers to future generations, Mizuno awards the titles of “meister” and “craft” to employees who have great craftmanship and grant them an allowance.
Performance	FY2024—Baseball: 5 employees; golf: 5 employees; apparel: 3 employees
Employee invention reward system [b]^2
Details	The employee invention reward system aims to stimulate employees to continually come up with innovative and unique product development ideas. The system complies with patent law and aims to stimulate employees to actively put effort into coming up with inventions by properly evaluating work-related inventions made by employees (employee inventions) and granting rewards. There is no upper limit to the amount of reward that could be granted, and the amount is based on the level of contribution the inventor and invention makes to the Companyʼs sales.
Performance	FY2024—rewarded inventions: 9(23 inventors; excluding employees who have retired)
Overseas training and work system [*d]
Details	The overseas training and work system aims to help employees acquire specialized knowledge and skills relating to their job by working overseas, and simultaneously broaden the horizons of young employees, cultivating core personnel for overseas expansion. The provision of on-the-job training (OJT) and problem identification and resolution programs are carried out at overseas business locations throughout the dispatch period. The place of work is determined based on individual's wishes, career, and personnel planning, among Mizunoʼs overseas branches or subsidiaries, and employees will engage in work abroad for one year.
Performance	FY2024, 2 employees dispatched
System for helping employees pursue an MBA (Masterʼs degree in business administration) at a graduate school in Japan as a working member of society [*d]
Details	The system aims to help employees acquire specialized knowledge of business in general, build networks, acquire logical thinking skills, and broaden their perspective. The Company will lend employees the money to pay their tuition, and employees who continue working at Mizuno for three years after obtaining their MBA will be exempt from paying back the money they were lent.
Performance	FY2024, 2 employees currently attending classes
System for helping employees attend external business schools [*d]
Details	The system aims to help employees acquire logical thinking skills, which Mizuno considers to be basic skills needed in business, and also aims to help employees build networks and broaden their perspective. In general, the Company will pay half of the tuition. However, if employees complete their business schools with outstanding grades, the Company will pay the total amount of their tuition.
Performance	FY2024, none
Online English and Chinese Language Learning Support System [*d]
Details	This system aims to support employees in their self-improvement efforts to enhance their English and Chinese conversational skills. Employees receive lessons from foreign instructors online, and the company covers half of the tuition fees based on the attendance rate.
Performance	FY2024—number of employees who used this system: 79
System for helping employees take online video-based, business-related lessons [*d]
Details	The system aims to help employees improve their knowledge related to business and also create an environment that encourages willingly learning about business. Employees will be able create an environment that will allow them to view business-related videos wherever they are whenever they want to online, and to encourage employees to willingly learn about business, the Company will pay the fees needed to do so.
Performance	FY2024—number of employees who used this system: 111

*1 The data given above was gathered from Mizuno Corporation and Mizuno Technics.

*2 The data given above was gathered from Mizuno Corporation and a number of Mizuno Group subsidiaries in Japan.

Award incentive

●Creator of the Year (COY)

Mizuno calls its sales representatives, including wholesale, corporate sales, and sports facilities sales representatives, who institute various measures to help clients resolve their issues “creators.” Creators who greatly help promote the sales activities of any given year are given a Creator of the Year (COY) award to encourage other creators to follow their example. In fiscal year 2024, 4 creators were given the COY award.

●Mizuno award system

To motivate employees to work harder and help them grow, employees who produce good results any given year and thereby contribute to the growth of the Company are given awards at the Founding Effort Commemorative Ceremony. In fiscal year 2024, awards were given to 101 projects (222 employees).

System for evaluating employees fairly

Mizuno has implemented a human resources evaluation system that is not based on age or length of service. Instead, evaluations are conducted based on three key criteria: the ability demonstrated through daily actions, the roles played, and the level of contribution to the companyʼs performance.
To gain a more comprehensive understanding of each employeeʼs abilities and aptitudes, Mizuno introduced a human resources assessment system in fiscal year 2017. This system enables multi-dimensional evaluation and supports more effective talent development.
During the evaluation period, supervisors and subordinates hold mid-term one-on-one meetings to review progress, make necessary adjustments, and reach mutual agreement. This process enhances the transparency and acceptance of evaluations.
To ensure high-quality evaluations and fair feedback, Mizuno also provides evaluator training. These efforts contribute to the development of subordinates and foster greater employee engagement. Evaluation results are shared through feedback meetings between supervisors and subordinates, with the aim of promoting employee growth through the evaluation process.

Future Challenges

Mizunoʼs approach to human resource development integrates three key components: on-the-job training (OJT) through daily work and job rotations, off-the-job training (OFF-JT) through structured education and training programs, and a human resource system that includes performance evaluations and compensation. Together, these elements aim to enhance both individual capabilities and overall organizational strength.
For management-level employees, the company has been operating a revised HR system since fiscal year 2019. This system evaluates and compensates employees based on the scope of their roles and the degree to which they fulfill them. Through effective implementation, Mizuno seeks to foster autonomy, broaden perspectives, and encourage a spirit of challenge.
For general employees, the HR system was revised in fiscal year 2022 to place greater emphasis on individual contributions aligned with personal aptitudes. Mizuno is committed to nurturing the capabilities that will serve as a source of future competitiveness and leadership.

Materiality Talent Development and Capability Building