Attracting and Developing Value-Creating Human Resources | Sustainability

Basic Policy

Alps Alpine views human resources as the source of value creation and therefore vital management assets for realizing sustainable enhancement of corporate value. Based on this understanding, we take an integrated approach spanning human resource acquisition, development and empowerment. Alps Alpine strives to acquire and develop diverse talent, including human resources who will drive future growth or business transformation, and we are working to create environments where each individual employee gets to perform to their full potential.

Acquiring Human Resources

New Graduate Recruitment

Recruitment of upcoming graduates of high school through to graduate school aims to acquire young talent who will drive future value creation. We hire new graduates for planning positions (management track employees) – to be active on the world stage – and locally-based operational positions (general track employees).

Mid-Career Recruitment

Mid-career recruitment targets people already in work with business experience. Whenever the company ventures into a new business domain, expertise needs to be brought in from outside. We actively hire people with experience in new domains.

Acquisition of Global Human Resources (International Associates Program)

The International Associates Program (IAP) is one way we promote hiring of foreign personnel. Under the program, recently graduated foreign nationals come to work in an office in Japan for two years. Dating back more than three decades, the IAP has seen nearly 100 participants hired to date from countries all over the world. Many participants stay on to work for the Alps Alpine Group even after completion of the program. 7 people joined the program in fiscal 2025.

Recruitment of People with Disabilities

Alps Alpine also conducts activities with a view to recruiting people with disabilities. We are bolstering recruitment of people with disabilities by expanding employment opportunities, accepting applicants for work experience, and collaborating with outside support organizations.

Recruitment Branding

At Alps Alpine, we have overhauled key visuals and messaging used in recruitment to heighten new employee alignment with our future vision for the Company and our approach to value creation. To give us a greater chance of encountering talent who help realize future value creation, we clearly communicate our desired employee traits and focus on finding a mutual match with people of an inquisitive mind and the willingness to take on challenges.

Enhancing Internship Programs for New Graduate Recruitment

Alps Alpine is strengthening its internship programs to help minimize the gap between the pre-employment expectations of new graduate recruits and the realities of their duties and lives as working adults, and to ease them into empowered roles. We provide opportunities for actual work experience corresponding to each person’s preferences. For technical and engineering roles, there are two types of internship – a hands-on workplace-based program (participation on an individual basis or in small numbers), and a job experience program (participation in a group or in large numbers).

Onboarding Support for Mid-Career Recruits

Onboarding programs are implemented for people joining the Company midway through their career. Through opportunities to learn about Alps Alpine’s history and culture and to interact with others joining at the same time, we promote greater understanding about the Company and encourage networking.

Pulse Surveys of New Employees

Alps Alpine views the first year of a person’s employment with the Company as a crucial time for ensuring long-term retention and active engagement and therefore we conduct regular pulse surveys during that period. We support new employees’ pursuits in a new environment while laying the foundations enabling them to become fully engaged.

Certification and Upskilling Support

To support the development of individual employees, we provide incentives for regular employees to obtain official qualifications. To encourage employees to obtain official qualifications or specialized certification relating to their work duties, we provide financial assistance for examination fees and pay monetary rewards depending on the difficulty of the qualifications. We also support employees’ ambitions to seek even higher-level qualifications and work to create an environment conducive to ongoing upskilling. Applicable qualifications are selected based on their societal value and the relevance to our business operations.

Developing Human Resources

Employee Education and Training Initiatives

In addition to level-specific training that encourages employees to develop a vision for their own career and to take action to realize that vision, we provide a wide variety of other training programs, including elective training programs for those with an interest in a particular area, and engineer training that serves to enhance basic engineering capabilities.

Level-Specific Training

We strive to foster a corporate culture where employees grow continually through learning, each person augmenting their business or management skills and expanding their knowledge. In addition to essential level-specific training adapted to the individual’s career stage, we provide elective training for those with an interest in a particular area and engineer training that serves to enhance basic engineering capabilities.

Training type	Targeted employees (regular employees)	Training objectives
New employee training	New graduate employees (planning track)	Transition from student to working adult and acquire basic knowledge for working adults Understand the corporate culture Learn teamwork
Second-year training	2nd year employees hired as new graduates (planning track)	Prepare a career-focused action plan and build motivation for behavioral improvements Acquire business operations competency for executing tasks while proactively engaging the cooperation of others Acquire the ability to engage and influence others through communication with peers
Third-year training	3rd year employees hired as new graduates (planning track)	Understand one’s own behavioral traits and effects on others, and improve and execute role-based behavior Gain the ability to consider one’s future career and envision a target future self
Junior employee training	3rd to 5th year junior employees (operational track)	Confirm roles and workplace expectations of junior employees Correctly understand one’s current status, determine the deviation from role-based behavior expected of junior employees, and create opportunities for behavioral improvements
Mid-level employee training	Mid-level employees (intermediate planning track)	Understand roles and workplace expectations of mid-level employees Learn interpersonal skills and work approaches to meet behavioral expectations
Human assessment training	Employees nominated by a supervisor (advanced planning track)	Acquire broad-ranging management knowledge through exercises Recognize one’s management strengths and areas needing improvement, and use that as impetus for skills development
Chief training	New chiefs	Understand the workplace expectations and roles of a team or process leader Learn approaches to team engagement, problem solving and job execution Contribute to workplace improvements through Alps Alpine-ism experience and exchanging of ideas with chiefs in other workplaces
Assistant manager training	New assistant managers	Understand the roles and expectations of an assistant manager Acquire basic management knowledge required as a new assistant manager, and the ability to practice that knowledge in the workplace Experience Alps Alpine-ism and leverage Alps Alpine-ism in activities in the workplace
Manager training	New managers	Gain an overview of management and understand one’s own current management capabilities Consider actions to bring about managerial results Pass down Alps Alpine-ism Clarify aspirations as a manager (MI) Consider organizational purpose and consider management scenarios for organizational and human transformation
Senior manager training	New senior managers	Understand the roles and mentality of a senior manager as a person who must drive business and organizational transformation Provide a roadmap for realizing mid- to long-term and short-term business/organization objectives

Developing Value-Creating Human Resources

As we look ahead to realizing our corporate vision for 2035, Alps Alpine views the development of value-creating human resources as an important management task. We provide wide-ranging opportunities for employee development so that each person can keep learning and embrace value creation, seeing change as an opportunity. In the business creation space, we provide development opportunities through a self-transformational capability development program and a tie-up with the Graduate School of Project Design in Japan. Participation in Graduate School of Project Design courses takes a self-nomination and open application format. So far, a total of 32 people have received completion certificates. We are also working to develop human resources with diverse perspectives and a capacity for taking on new challenges by having them absorb outside wisdom. This involves sending employees to participate in an innovative human resources development program teaching them practical knowledge from Silicon Valley or having them partake in online courses.

Practicing and Promoting Dialogue-Based Management

Dialogue and mutual understanding among senior executives, managers and employees are vital for bringing out the strengths of diverse and autonomous individuals, allowing us to achieve the best possible results as an organization along with sustainable corporate growth. New manager and new senior manager training is provided to employees taking up additional managerial responsibility to strengthen their understanding of the role and their management abilities. Newly appointed managers also get to better acquaint themselves with the philosophy of founder Katsutaro Kataoka and Alps Alpine culture through a visit to the Alps Alpine Culture Museum “Shoshikan” housed inside the founder’s former private residence.
In fiscal 2023, training for the purpose of communicating roles and expectations was extended to assistant managers, who are leaders in the workplace and represent the company’s core. Our aim is to have management personnel interact closely with each employee and push them to challenge themselves.

Metrics and Targets

Mid-Term Management Plan 2027 metrics and targets and past performance are as follows.

	Scope	FY2023 Results	FY2024 Results	FY2025 Results		Mid-Term Management Plan 2027 FY2027 Target
Human resource development expenses (per employee)	Non-consolidated	¥23,124	¥24,199	¥45,241 Reference: Consolidated: ¥19,567^*		Increase compared with previous year

* Reference consolidated figures compiled by adding the non-consolidated company’s human resource development expenses to those of 31 major Group companies in Japan and overseas.