For the purpose of supporting the growth of young employees who will lead the next generation and deepening their connections within the organization, we held “Roundtable Discussions for Young Sales Representatives” in Tokyo and Osaka. This initiative was organized in response to requests from younger employees seeking to learn how their seniors have navigated challenges and uncertainties about work. Recognizing that young employees often lack opportunities to speak with approachable senior colleagues, we organized the roundtable discussions to provide an opportunity for open conversation.
On the day of the event, we hosted a talk session in which experienced senior employees from within the company were invited as guests and answered questions raised by younger colleagues. Furthermore, small-group discussions fostered open and informal communication beyond the boundaries of daily work. Many participants expressed positive feedback, including “I gained valuable insights into how to approach my work” and “I was able to build new connections within the company.”
We will continue striving to create an environment where each employee can grow in their own way and take initiative.

The Mid-Term Management Plan (CV-1) identifies “Evolution of organizational capabilities for the future” as one of the guidelines, and we are working to improve engagement as one of the priority measures. For the Group, “evolution” means continuously growing and transforming to reach new heights while flexibly adapting to a changing era.
Based on our belief that employees are the source of value creation, we are implementing various measures, including aforementioned 360-degree feedback and roundtable discussions for young sales representatives, and developing environments, with an aim to encourage and demand continuous evolution of both individuals and the organization. The Group will implement HR initiatives that emphasize four key drivers of evolution: “individual autonomy,” “dialogue,” “growth support,” and “professional mindset.”
Efforts to improve engagement have also been implemented at the department level, and they have begun to show measurable results. On the other hand, inconsistencies in goal-setting and initiatives have emerged, revealing a lack of shared understanding across the organization regarding our vision. To address this, starting in fiscal 2025, we will clearly define the Company’s desired future state (“To be”) as the Group’s common goal, and each Group company and workplace will discuss and implement initiatives to bridge the gap between the “To be” and their current state (“As is”).