Human Capital
The JVCKENWOOD Group recognizes human capital management as one of the most important issues in continuous corporate growth, adopting a management policy of "investing in people to strengthen capabilities and push boundaries." Human resources are the source of our strength, technological capabilities, and branding, which drive the growth of the Group. Accordingly, we must not only nurture our human resources but also strengthen their recruitment, allocation, treatment, and health management.
We are working to achieve the medium-term management plan VISION 2025 through the initiative themes of "human resource strategies," "diversity," and "promotion of health management" based on these management policies.
Human Resources Strategies That Are Linked to Management Strategies
Under VISION 2025, we are accelerating business portfolio reforms as a key initiative of our management strategy. In tandem, we are focusing investments in human capital on growth-driving businesses through the reallocation of human resources and reskilling. In the Communications Systems Business, one of our growthdriving businesses, we increased the number of employees by 100 between fiscal 2023 and 2024, strengthening our project bid response capabilities and product development skills. We are optimizing our human resource portfolio, including internal transfers from different sectors and businesses. In October 2024, we concentrated technology-related and staffing-related departments at Value Creation Square and restructured each of the existing technology, quality assurance, and production technology departments into cross-functional organizations in April 2025. In anticipation of our future business portfolio, we aim to maintain a system for flexibly conducting product development, nurture human resources that can engage in product development for different sectors, and exchange technologies.
To achieve our vision for the future, we will put particular focus on JVCKENWOOD Career Design and diversity and inclusion (D&I), building a foundation of human resources that drives innovation.
JVCKENWOOD Career Design supports the skills and career development of each employee with the aim of enabling them to realize their vision for the future while utilizing their own experiences to enhance their value creation capabilities. D&I promotes fostering corporate culture, advancing communication, and revitalizing the organization, which are necessary for maintaining an environment that encourages the creation of innovation, and helps create an organization that enables employees from various backgrounds to actively participate.
Enhancing employee engagement is also a key theme in human capital management. We believe that developing an environment that enables even more employees to feel job satisfaction will lead to enhanced engagement and, ultimately, the development of human resources capable of driving innovation.
To measure the effect of our human resource strategies and connect this to even more effective measures, we monitor the status of employee engagement, namely a comfortable workplace environment and job satisfaction, as human resource KPIs. The employee awareness survey visualizes employee awareness of "innovation," "customer orientation," and "operational efficiency," in addition to engagement indicators. The results, along with trend values and individually compiled free comments, are reported to the related departments as well as the Board of Directors. We will make improvements following discussions. The following key results appeared in the fiscal 2024 survey.
1. Engagement indicators improved by 10 points when compared with fiscal 2022.
2. Indicators improved among young employees, particularly those in their 20s and 30s.
3. Many employees feel there are issues with the pace of work and in-house operational efficiency.
Regarding the engagement indicators, since we achieved the targets of "VISION 2025" in fiscal 2024, we have already begun preparing to translate this goal into concrete measures, with a target level set at 70% or higher.
*1 Percentage of employees taking a leave of absence of more than one consecutive month within a fiscal year for mental health reasons.
*2 Work Limitations QuestionnaireJapanese: One of five performance indicators recommended by the Ministry of Economy, Trade and Industry. All 25 questions comprise four scales (time management, physical activity, concentration ability and interpersonal skills, and work results) and productivity is measured through the answers to each question. The highest score is 100%.
*3 The percentage of positive answers received from questions relating to engagement in the employee awareness survey. Since the survey was not conducted in fiscal 2023, the scores from fiscal 2022 are instead shown in the fiscal 2023 column.
*4 Under VISION 2025, we adopted the instillation of design management as an initiative and encourage employees to participate in training to understand the concept.
For details on the measures, please refer to the related page
