Human Resources Management

Basic Policy

Alps Alpine's employee system is founded upon the philosophies of respect for humanity, self-initiated development, and team excellence in accordance with the spirit of “betting on people” that we have inherited from our predecessors. This is based on a management style that esteems individual values and character and is intended to present opportunities and other means of supporting employee self-fulfillment. Our aim is to nurture strong individuals and organizations that continue to grow by pushing and helping one another to perform to ever higher levels. At Alps Alpine, we have identified issues from the perspective of human capital management. Under our Mid-Term Management Plan 2027, we are pursuing three priority themes.
“Enhancing the human resource portfolio” is about pursuing the development and optimal placement of human resources who can flexibly adapt to changes in the business portfolio and business environment as we strive for group excellence at the global level. “Attracting and developing value-creating human resources” aims to expand our pool of human resources who can fully apply their individual strengths to contribute to the company as a whole. “Fostering a culture that empowers individuals” entails raising the level of employee engagement and promoting diversity, equity and inclusion (DE&I) to establish an environment and workplace culture that allows a diverse group of individuals to fully demonstrate their skills and thereby maximize the company’s achievements.
Through these activities, we will execute and fulfill our human resources strategy supporting value creation.

Organizational Goals and Challenges

Main Initiatives and KPIs Under the Mid-Term Business Plan 2027

We have determined priority measures that we are advancing in response to the challenges identified above. Please refer to the respective sections for more details.

Key Theme	Main Initiatives	KPI	FY2027 Targets
Enhancing the Human Resource Portfolio	Review methods for identifying human resource needs Implement a talent management system Implement career development support measures Develop systems for inter-office transfers between overseas locations	Value-added productivity ratio	130% or higher (consolidated) ^*1
Attracting and Developing Value-Creating Human Resources	Expand training for value-creating human resources Revise recruitment messaging and methods Strengthen internship programs Provide onboarding support	Human resource development expenses	Increase compared with the previous year (non-consolidated) ^*2
Fostering a Culture that Empowers Individuals	Facilitate dialogue between executives and employees on corporate philosophy and vision Conduct DE&I training for managers Support people management Create an environment that encourages individual initiative and challenge	Employee engagement survey score	72 points (non-consolidated)^2^3

*1: Value-added productivity ratio = Value added ÷ labor cost – 1
*2: Consolidated target to be set after definitions and metrics for key positions are established, as the initiative is still in the early stages
*3: Based on organizational survey metrics from HRBrain, Inc.

Enhancing the Human Resource Portfolio

Basic Policy

To enable agile organizational restructuring aligned with our business plans and strategies, we will enhance our understanding of our human resource portfolio by gaining a deeper understanding of human resource data, including that of overseas subsidiaries. Through optimal placement and increasing the number of business-creating personnel, we aim to generate added value.

Improving Clarity of the Human Resource Portfolio

We are strengthening efforts to enrich human resource data in order to ensure both the quality and quantity of human resources. By expanding the scope and detail of our talent information, previously limited to engineer skill data and executive candidates at overseas subsidiaries, we are building a more accurate human resource portfolio to enhance recruitment, placement, and development.

Review of Methods for Identifying Human Resource Needs

In place of existing methods for determining hiring needs, we are developing a framework for identifying human resource needs from a medium-term perspective and in alignment with business plans.

Implementation of a Talent Management System

A talent management system we have been trialing in some departments will be deployed among all departments in Japan at some time during fiscal 2025. In addition to centralized management of more comprehensive information about human resources, we will carry out measures for ensuring human resources development activities are aligned with management and business strategies, and measures intended to heighten each employee’s sense of fulfillment.

Building a Foundation for Global Human Resource Utilization

As we shift toward a regional headquarters structure to enable faster response in each region, we recognize the need for cross-border human resource utilization and mutual supplementation of resources as we redefine the roles of headquarters and overseas subsidiaries. In addition to enhancing our personnel information system for the optimal allocation of human resources, we are also reviewing cross-country transfer schemes and strengthening global human resource development.

Development of Systems for Inter-Office Transfers Between Overseas Locations

At Alps Alpine, international placements have mainly consisted of personnel secondments from Japan or to Japan. To make better use of human resources worldwide and to advance human resources development in other regions and at overseas affiliates, we will take advantage of the global environment to review and expand frameworks for transfers between locations outside Japan.

Creation of Opportunities for International Business Trips

As part of efforts to develop globally minded human resources, we are creating international business travel opportunities for employees who in their normal duties would otherwise have few opportunities to experience working in another country. Visiting a foreign country assists understanding of the local conditions and leads to improved productivity and higher standards of work. It can also provide enormous motivation for employees to expand their scope of work duties and initiate their own learning. More than 200 employees are expected to participate in this initiative. This includes employees traveling overseas from Japan and employees of overseas affiliates visiting Japan or other overseas affiliates.

Expanding Human Resources for Business Creation

To put our corporate philosophy and Vision into practice, we are nurturing human resources capable of creating new, valuable businesses based on social issues and needs.

Support for Career Goal Attainment

We are expanding opportunities for self-initiated application for, and participation in, job assignments and both in-house and outside training. For the purpose of, in particular, developing human resources who can help capture and maintain business, we set up opportunities for learning about business concept development both in Japan and overseas. Participants are self-nominated and come from a wide range of departments.
In fiscal 2024, 14 up-and-coming leaders took part in project-based research on business concept design run by the Graduate School of Project Design (a school for working adults). Following the 10-month course, they received research completion certificates. The course involves each participant choosing one theme with the aim of generating a new value proposition that will contribute to the resolution of a social issue. Through the formulation and planning of new business proposals, the participants came away with practical knowledge and skills.

Graduate School of Project Design completion ceremony