HUMAN CAPITAL REPORT 2022

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Strategies

Training

Systems

CorporateCulture

14Recruiting

TRAINING
CorporateCulture

Strategies

Systems

Training

HUMAN CAPITAL REPORT 2022 - CHAPTER 3

CHAPTER 3

Recruiting

HUMAN CAPITAL REPORT 2022

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Strategies

Recruiting

Training

Systems

CorporateCulture

One key element for increasing organizational and human resource

For all these reasons, the Group provides abundant opportunities for each ofcapabilities is the development of independent human resources. We emphasize

its employees to develop an i-Company. LM College, our in-house institution forthat each employee should adopt the viewpoint of being the manager of their

human resource development, provides opportunities for employees to consider

own “i-Company” to independently develop their careers. By thinking in thisthe expectations of others as they hone all the skills required of working adults.

way, they will develop the ability to objectively grasp their current situation

Since 2021, we have been concurrently conducting a new program to develop

from the perspective of their i-Companyʼs customers, partners and competitors.

the next generation of managers to ensure our sustainable corporate growth.

This provides an accurate understanding of the expectations of others, as well as

Given that the growth of the Group is accelerating, we are focusing on

their own strengths and challenges. It also leads to independent anddeveloping human resources who will support that growth and expansion.

autonomous career development.

HUMAN CAPITAL REPORT 2022 - CHAPTER 3Developing i-Companies

15

HUMAN CAPITAL REPORT 2022

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Recruiting

Training

Systems

CorporateCulture

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CHAPTER 3 Training
O1 Cultivating Management Personnel to Support the Group’s Future

Selective Training Program (Excerpt)
Program｜1Program｜2Program｜3

Proposal Presentation
Meeting

Survey Feedback Training

Group Dinner

Presentations to directors on various
themes and feedback

Setting tasks and targets with Group
Representative Director Ozasa
Yoshihisa

Sharing views from various angles andsocializing with Group Representative
Director Ozasa Yoshihisa

ClassObjective

Cultivating management personnel to lead the organization is indispensable
for business expansion and growth. The Link and Motivation Group’smanagement personnel are expected to be able to adapt to product, labor andNo. of Participants

capital markets, and to think from a Group-wide perspective. However, in2021

2022

carrying out day-to-day duties, there is a tendency to adapt only to the productCorporate officers

Raise the level of corporate officers

ー5Company presidents
and managers

Cultivate future officer candidates

1014

General employees

Cultivate the next group of manager
candidates

market and to take the perspective of one’s own particular field. Therefore,
since 2021 we have been implementing the selective training program Top Gun
Selection as an opportunity for growth separate from actual work. The yearlong program selects participants from each level, from general employees to

6

Prospective Management Personnel (As of December 31, 2022)6

senior managers, to learn the perspective and approach a manager should have.
In 2022, we provided training at all levels for a total of 25 people. We felt thetraining helped participants develop as future management personnel, withcomments including, “Now I understand the different standards required to be

22 candidates / 27 current appointees (Successor
Executive ・・・・・・・・・・・・
coverage rate: 81.5%)

candidatesCompany presidentcandidates

ready to take on a management role,” and “I came to strongly feel that I want
to play a role in creating our future.”・・・・・・・・

106 candidates / 41 current appointees (Successorcoverage rate: 259.0%)(Breakdown of candidates)
Ready in less than 1 year: 5
Ready in 1 to 3 years: 29
Ready in 4 to 5 years: 72

HUMAN CAPITAL REPORT 2022 - CHAPTER 3

Cultivating Human Resources Who Can Adapt toProduct, Labor and Capital Markets for Discontinuous
Corporate Growth“TOP GUN SELECTION” Training for Management Personnel

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Strategies

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Training

SystemsCorporateCulture

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CHAPTER 3 Training
O2 Updating Literacy for Contemporary Needs
Updating Literacy for Contemporary
Needs to Improve Productivity
Skills and competencies in areas such as foreign languages and IT that areTransformation

required across industries and businesses are referred to as literacy. We
Professional

Operation

Training
attendance

Advanced
Identify current skill level
using DX Survey Basic

Basic

Knowledge

Acquisition ofqualification(IT Passport)believe literacy must be updated in line with contemporary needs. This issimilar to the concept of reskilling, which has been attracting attention
recently. Employees must continue acquiring essential skills, even as what
constitutes “essential” changes.
Lately, improving the IT literacy of each employee has become crucial forincreasing productivity as an organization. Therefore, since 2021, we haveDX Survey Results

Number oftrainees
Average DX
Score

People

2021

2022

1,367

1,499

Overview of Level-SpecificTraining Courses
Level
Professional

Points

98.9

123.3

Note: DX score is the sum of the scores for digitalknowledge and Excel skills. Since each has amaximum of 100 points, the maximum DX score is200 points.

AdvancedTraining

been working to improve individual IT literacy by rolling out DX support
measures for individuals at companies, which is provided by the IndividualDevelopment Division.
The average score on the DX Survey, which measures individual IT

Excel, PowerPoint, Python,AI, RPA, GAS, HTML/CSS、SEO, etc.

knowledge and IT operation proficiency (DX score), was 123.3 out of 200 for
the Link and Motivation Group in 2022, surpassing our target for the year of110 points.

Basic

Excel basics, PowerPoint
basics, typing basics, etc.

We will continue working to further improve productivity through reskillingof individuals in line with contemporary needs.

HUMAN CAPITAL REPORT 2022 - CHAPTER 3

Diagnosis