Basic policy
In formulating and promoting our human resources strategy, we recognize that corporate growth is achieved through the growth of individual employees and the close collaboration of group companies, and have established the following vision of what the UNISOL Group aspires to be.
Individual employee growth
Even as the economic climate shifts rapidly around us, the UNISOL Group seeks to explore customer issues and propose new solutions. We have therefore set a human resource development policy aimed at developing unique human resources with an ownership mindset, and are promoting this through efforts around the following three central themes: creating an organization that utilizes diversity, fostering an approach that encourages taking on new challenges, and human resource development that nurtures autonomy.
Level-specific training
The UNISOL Group’s human resources system stipulates the skills required for each job grade. To allow our employees to master these skills, we provide level-specific training at each job grade.
This training consists of programs aimed at giving employees an understanding of their role and others equipping them with the skills they need to fulfill that role. In addition, modules for measuring outcomes are scheduled both before and after training. Establishing programs aimed at giving staff an understanding of their positions then allows them to pick up the skills they need autonomously.
Regular career development reviews
The UNISOL Group provides annual opportunities for personnel evaluation. This involves first bringing together our assessors at a meeting to clarify the evaluation criteria. Supervisors and employees then meet to discuss the latter’s progress and level of achievement regarding their self-set targets. The results of the evaluations are fed back to the employees under evaluation. Through this process, we strive to guarantee impartiality and effective evaluations from the perspective of the individuals being evaluated.
The goal of this approach is not only personnel evaluation but also career development and capacity building for all of our employees.
Close collaboration of Group companies
The UNISOL Group recognizes that it is essential to build a foundation for each and every employee to fully demonstrate their abilities and play an active role. To this end, we will promote the creation of an optimal human resources portfolio and the integration of internal systems to achieve the placement of the right people in the right positions within the Group.
Key initiatives
Employee- and department-led internal transfer systems
These systems allow wide-ranging personnel transfers, enabling voluntary career changes that transcend organizational and occupational boundaries; for example, from domestic operations to overseas sites, or from field sales to dedicated e-commerce sales.
Training
By providing joint training across the Group, we give our employees increased opportunities to encounter different perspectives and ideas and encourage mutual understanding between the Group’s various companies, as well as aiming to foster a sense of Group unity and creating synergies.
Instilling the Group Philosophy
The Group philosophy is the foundation of the UNISOL Group’s management strategy and business activities. We implement activities to disseminate and instill this philosophy on an ongoing basis, so that it can serve as a basis for decision-making in relation to various different matters for all employees, including company officers. We hold regular workshops and grade-specific training programs to strengthen understanding of the Group philosophy. With the aim of enhancing employee motivation and fostering autonomy, we provide opportunities for all UNISOL employees to consider the UNISOL Group’s role and purpose in society and what values we represent as a group.
The UNISOL Award
This recognition program for all Group employees was created as one pathway to achieving our Group Philosophy. It recognizes brand new initiatives and proposals, sharing them within the Group in the aim of encouraging all of our employees to embrace a co-creative spirit, have motivation for growth, and take responsibility.
Engagement Survey
We conduct annual engagement surveys across the Company and its four main subsidiaries to identify organizational challenges, analyze their causes, and develop solutions, with the aim of enhancing employee job satisfaction and strengthening human resources initiatives. The response rate for FY2025 was 90%.
Key performance indicators
| Indicators | 2025 score | Change from 2024 | Status |
|---|---|---|---|
| Motivation to remain in the Company | 4.34 | +0.81 | Significant increase throughout the Group |
| Work engagement | 4.00 | +0.07 | Only a slight increase |
| Organizational commitment | 4.14 | +0.09 | Slight increase |
| Group commitmentト | 3.71 | -0.11 | Relatively low |
Urgent issues and countermeasures
| Category | Issues to address | Countermeasures |
|---|---|---|
| Increase philosophy awareness | Need to accelerate corporate philosophy adoption in certain departments | Increase communication opportunities between senior management and frontline staff |
| Develop motivated human resources | Strong commitment to stay in the Company, but some employees have low enthusiasm for their work | Promote assignment of challenging work assignment, delegation of authority, and use of the FA and in-house job posting systems |
| Strengthen management message communications | Some employees have a weakened sense of belonging to the Group | Hold regular town hall meetings to boost communication of management messages |
Partnerships with Universities
We drive strategic partnerships with university athletic clubs to secure and nurture a diverse talent pool capable of driving our future business growth.
While providing support for student-athletes balancing rigorous academics with high-level competition, we actively assist in their career development through regular, direct engagement. We believe that the passion, teamwork, and relentless dedication fostered through student sports are exceptional strengths that translate directly to success in the business world. By presenting career options at an early stage and championing their personal growth, we aim to ensure a sustainable pipeline of future professional talent.
Kindai University Athletic Association Basketball Club
