SocialHuman Assets
- Basic Approach
- Human Asset Development Programs
- Fostering Managerial Talents
- Fostering Human Assets Active in the DX Arena
- Fostering Human Assets Active in the SX Arena
- Fostering Human Assets Active in the Global Arena
- Human Resource Development Program for New Business Innovation
- Research and Development at HRDL
- TOPPAN VR Online Training Center
- Training Programs with Digital Technology
- Evaluation System
- Human Asset Development Initiatives
- Information on Employees at the TOPPAN Group
Basic ApproachBack to Top
Mindful of how deeply we depend on our employees, we strive to foster employees who will one day go on to create new knowledge and skills. The TOPPAN Group has been nurturing working environments and a corporate culture ideal for the sustainable growth of individuals and TOPPAN as an organization that contributes to society.
We value our employees as human capital, that is, as precious “human assets.” We are convinced that maximizing the value of human assets will generate human-led innovation that drives our business growth.
The TOPPAN Group Human Rights Policy calls for appropriate personnel treatment based on individual work performance to motivate employees to perform to their full potential. We provide diverse personnel development programs as learning platforms where human assets can develop abilities suited to their individual jobs and careers.
Human Asset Development ProgramsBack to Top
The Human Resource Development Center in the Personnel & Labor Relations Division coordinates with persons in charge of human asset development across departments throughout the Group to institute personnel training programs. These programs are organized systematically around TOPPAN UNIVERSITY, a platform that strives to foster leaders while supporting the skill and career enhancement of employees through basic and special programs, leader development programs, and personal empowerment programs. The center deploys the Human Resource Development Laboratory (HRDL) as an R&D base to study, research, and verify ideal programs for personnel innovation that inspire self-transformation and expand individual potential and abilities to create new value.
Annual employee questionnaires on personnel development measures have been organized at Toppan Inc. since fiscal 2012. Employees’ appetite for learning, evaluations of the measures currently practiced, and opinions on workplace support for learning have been collected and shared with all of the officers as important data to be used in the design of new development programs. Of 9,500 respondents in fiscal 2022 (RR 90.5%), 7,912 (83.3%) employees evaluated personnel measures as favorable.
Systematic Human Asset Development Programs
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Fostering Managerial TalentBack to Top
We are systematically nurturing human assets with the experience and competence necessary to occupy managerial positions with a view to sustaining and enhancing our organizational competitiveness.
A wide variety of programs have been arranged to foster and pool talent that will drive our business portfolio transformation. Seamless rank-based training programs are organized to nurture personnel with the qualities of future leaders, both male and female, across all age groups.
Through these systematic programs, we continue to develop human assets who are ready to succeed senior management. The fostered managerial talent will spearhead the reinforcement of a management structure that addresses business shifts and secures the sustainable development and management stability of the Group.
Fostering Human Assets Active in the DX ArenaBack to Top
We are enriching training platforms for digital knowledge and skills to expand the DX skills of human assets across positions and departments throughout the Group. We nurture an organizational culture that emphasizes continuous learning, in the recognition that constant self-improvement and deeper knowledge beyond the expectations of customers will be key in the digital era.
A learning platform for subscription-based training on digital technology has been developed to keep human assets constantly up to date on the latest digital knowledge necessary for their individual jobs and career plans. We also provide employees with the opportunity to train for Microsoft Azure certifications, as well as a cloud-service training program to equip employees with the skills required for Amazon Web Services (AWS) certifications (run jointly with Amazon Web Services Inc., the world’s most broadly adopted cloud platform provider). New courses to acquire data science certifications and learning programs on AI and deep learning were introduced in fiscal 2022 to further upgrade our digital education curriculum with a view to fostering personnel who will advance the digital transformation.
DX Training Based on Digital Literacy
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Fostering Human Assets Active in the SX ArenaBack to Top
Since 2013 we have been organizing training programs to foster human assets adept in sustainable transformation (SX) as members of a group of corporations that creates social value and contributes to a sustainable society through environmental, social, and governance (ESG) initiatives.
We continue to dispatch employees on fieldwork programs in Fukushima Prefecture, an area affected by the Great East Japan (Tohoku) Earthquake. In total, 1,748 employees have visited Fukushima in nine separate years. We also run an ongoing Social Innovation Program and Kanosei Art Project (kanosei means “potential” in Japanese) to develop innovative businesses with a balanced approach to solving social issues and creating economic value. Our goal is for the human assets fostered in these initiatives to contribute to our social innovation businesses.
DX Human Asset Fostering Programs
Fostering Human Assets Active in the Global ArenaBack to Top
We have been hiring non-Japanese individuals and arranging frequent personnel exchanges between overseas Group companies as part of an overall effort to adapt to our more globalized business operations.
We believe that human assets can thrive in global business arenas when they are business literate and have the requisite business communication skills and overseas experience, along with advanced language skills and cross-cultural competencies. We work to visualize qualified personnel and formulate training plans to nurture them.
The annual language-proficiency assessment identifies the global business potential of the TOPPAN workforce and estimates how many personnel should be assigned to the international operations of the Group. Based on the assessment results, we are fostering global personnel through a human resource (HR) system that encourages employees to participate in various global business programs, acquire basic literacy and knowledge required for overseas business in fields such as accounting and finance, and gain experience outside of Japan via dispatch beyond borders.
Structure for Fostering Global Human Assets
Human Resource Development Program for New Business InnovationBack to Top
We implement a variety of programs designed to cultivate the knowledge, skills, and mindset required for new business innovation. These include:
-Next Generation Leader Program: Encourages participants to envision TOPPAN's future 10 years from now through scenario planning and propose strategic advice.
-Art Innovation Framework: Promotes the development of business proposals from an artist's subjective perspective, including fieldwork to explore new value creation.
-Human Resource Development Program for New Business Innovation: Offers a systematic approach to learning how to create new businesses and fosters an entrepreneurial mindset.
-TOPPAN Group Future Creation Program: Employees from the TOPPAN Group companies collaborate to develop new business models and create innovative value by bringing together their own business competencies.
As of the end of FY2023, these programs have resulted in 312 new business plans (business plan documents) being presented to management. Moving forward, we will continue to focus on transforming our business portfolio and nurturing talent capable of conceiving and actualizing new business ventures.
| Target Audience |
Program Name | Cumulative Number of Participants |
|---|---|---|
| Managers | Next Generation Leaders Program | 278 |
| Art Innovation Framework | 1,161 | |
| Supervisors | Human Resource Development Program for New Business Innovation | 537 |
| General | TOPPAN Group Future Creation Program | 1,955 |
| Total | 3,931 |
Research and Development at HRDLBack to Top
In April 2017 we launched the Human Resource Development Laboratory (HRDL), an R&D base to study, research, and verify ideal programs for personnel innovation. The fields of interest range from neuroscience and brain research to physiological condition analyses and business support technologies.
The HRDL applies interdisciplinary expert knowledge from outside of the Group to design original personnel development models that promote self-transformation and inspire individuals to fulfill and expand their potential and abilities. The research outputs are expected to spur TOPPAN’s brand new value creation.
Our three-level approach to personnel development is shown in Figure 1. At the first level, we seek continuous improvement in training programs through a PDCA cycle. At the second, the training effectiveness and efficiency gained at the first level are maximized with human resource (HR) technology and various other technologies. At the third, we study, research, and verify ideal methods to stimulate human asset innovation.
In its work at the third level, the HRDL aims to produce an original personnel development model by applying the lab’s advanced approaches to the existing training system at the first level.
The HRDL embraces sensibility and non-verbal dimensions by transcending the verbalized dimensions in which conventional training programs are organized (see Figure 2). We believe that human assets can innovate and create new value when they are better able to recognize non-quantifiable cognitive attributes such as sensitivity and non-verbal understanding. We are forging ahead with medium- and long-term research and development projects in cooperation with outside experts.
Human Resource Development Laboratory
Systematic R&D at HRDL in 2023 (for innovative human asset development)
Figure 1: Three-level Approach to Human Asset Development
Figure 2: Dimensions Covered by HRDL
R&D Efforts at HRDL (1)
Neuroscience Research Group
We are collaborating with DAncing Einstein, Co., Ltd. to form a Neuroscience Research Group that studies ways to apply neuroscience knowledge to human asset development. The research group aims to develop the individual talents needed for accelerated corporate growth and the creation of a better society. Its forefront brain science programs seek to improve the performance and communication skills of human assets by shedding new light on the mechanisms of human learning, behavior, emotions, and thinking.
Some of the training sessions for new employees encompass specialized knowledge in the form of assessments based on neuroscience. When preparing to lecture new recruits, internal instructors learn how to model their lectures and lecture materials around the cognitive processes of the learners. This approach seeks to improve the recruits’ understanding of the content they are learning in the training sessions.
The research group also uses neuroscience knowledge to unravel human emotions and memory systems and explore ways to encourage employees to meet the needs of their workplaces by taking on new challenges as action-ready personnel.
From the forefront brain science programs
From the forefront brain science programs
R&D Efforts at HRDL (2)
Physiological Condition Research Group
We are advancing health management as a means of maintaining and enhancing the health of human assets and enabling higher performance and work efficiency. We have adopted an innovative approach to personnel development by entering an advisory contract with Dr. Hideyuki Negoro, a lecturer of medicine at the Harvard Medical School and a visiting professor at the Sorbonne University School of Medicine. The Physiological Condition Research Group set up with Dr. Negoro has produced Around-the-clock Tips for Better Performance, a self-care video to help employees look after their own mental and physical health. Drawing from Dr. Negoro’s expertise in healthcare, this easy-to-understand, animated video explains certain things that a businessperson can do in the course of a day to stay in better shape. The video demonstrates good living routines to follow in the morning, afternoon, and evening by describing basic mechanisms of the body, such as the clock genes and body clock.
We have also sought guidance from Dr. Negoro in the development of a smartphone app that monitors user wellness around-the-clock. Employees in many positions, from new hires to managers, use the app in rank-based training to keep track of daily behaviors such as sleep quality, steps taken, and meals eaten. The app is also social, with gamified features that get trainees to enhance their performance by competing to learn good habits.
R&D Efforts at HRDL (3)
Philosophy Research Group
We launched a Philosophy Research Group in 2022 to accomplish three things: to explore ways to leverage philosophical viewpoints to devise personnel training programs; to encourage human assets to leverage philosophical knowledge and knowhow to contemplate the nature of things and to apply the wisdom gained to business scenarios; and to seek ways TOPPAN personnel can apply philosophical principles towards the creation of new services, solutions, and businesses. The knowledge and knowhow attained from philosophy have many implications for the business of the day. Human assets will become more adept in pursuing the nature of things by approaching challenges in business, in society, and in their own lives with insights learned from the latest philosophical principles.
The Philosophy Research Group has joined the Universe and Astronomy Research Group in a series of training sessions to help managers think from macrocosmic perspectives. The trainee managers learned how to question the world more deeply and capture the essence of things based on philosophical knowledge. The sessions sought to promote the acquisition of thinking skills needed for the attainment of balanced perspectives and a clear view of the actions expected of future CEO candidates.
Looking forward, the research group will be exploring the styles of personnel development TOPPAN envisions for the future from philosophical perspectives. Wide-ranging findings from other HRDL research groups will be integrated to create new value and further innovate the activities at the laboratory.
From a training session to learn philosophical views (in Japanese)
From a training session to learn philosophical views (in Japanese)
R&D Activities at HRDL
| Program | Launched in | Concept & Outline | Results |
|---|---|---|---|
| Neuroscience Research Group | 2017 |
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| Physiological Condition Research Group | 2017 |
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| Technology Research Group | 2020 |
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| Sensitivity Research Group | 2018 |
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| Art Innovation Research Group | 2018 |
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| SDG Research Group | 2019 |
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| Kanosei Art Project | 2018 |
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| Airin Blue Project | 2019 |
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| Universe and Astronomy Research Group | 2021 |
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| Philosophy Research Group | 2022 |
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R&D Results at HRDL in 2022 (1)
Grand Mécénat Award 2022 for Kanosei Art Project
The Kanosei Art Project (kanosei means “possibility” in Japanese) was organized in fiscal 2018 as an activity that uses TOPPAN technologies to add value to the works of borderless artists. The project seeks to develop a business model that links solutions to social issues (the greater independence of persons with disabilities) with an economic benefit (earnings for the Group). The next generation of leaders at TOPPAN is expected to emerge in the process.
The project received the Grand Mécénat Award at the Japan Mécénat Awards 2022, an event sponsored by the Association for Corporate Support of the Arts of Japan. The association commended the Kanosei Art Project for developing a sustainable scheme that combines economic activities with solutions to social issues and innovating a personnel development function through employee participation in a pioneering business model.
We will work with various allies to sustain this project and stay on track as a social value creator.
R&D Results at HRDL in 2022 (2)
Innovation Frameworks with Art, Buddhism, and Space
The Human Resource Development Laboratory (HRDL) was established in 2017 as an R&D base committed to the study, research, and verification of ideal programs for personnel innovation. In 2020 the laboratory developed the Art Innovation Framework™, a thinking method that systematizes the logic of artists to spur the generation of new ideas in business. The research fields at HRDL are comprehensive, encompassing neuroscience, brain research, physiological condition analyses, space science, astronomy, and the teachings of Buddhism. Human assets experienced with self-transformation and expanded abilities through HRDL programs have already created various forms of new value.
Art Innovation Framework™
The laboratory has recently developed two innovative frameworks with Buddhist principles and space science—a Buddhism Innovation Framework that seeks to achieve self-transformation with Buddhist insights and a Space Innovation Framework that pursues ways of thinking that encourage human assets to create new value by seeing things from a long-term, universal perspective acquired from the findings of space science and astronomy. By combining these with its existing Art Innovation Framework, the laboratory has established a series of systematized thinking methods that drive personnel innovation through perceptive thinking in the realms of art, Buddhism, and space science/astronomy.
The trio of innovative frameworks will be applied to personnel training programs to enhance individual capabilities in creating new value and to develop prolific value creators within the Group. Now that personnel development programs encompass the new Buddhism and Space Innovation Frameworks, we are considering models to sell them commercially to external parties.
Advantages of the Buddhism Innovation Framework
・Recognize egoism and altruism
・Realize the meaning and significance of work
・Redefine ways of living
Advantages of the Space Innovation Framework
・Expanded thought
・Long-term thinking
・Firm determination
TOPPAN VR Online Training CenterBack to Top
We leverage VR and other forefront technologies for human asset development.
In 2021 we launched the TOPPAN VR Online Training Center as a global education platform that seamlessly connects digital and real spaces for coming generations. Employees from across the world think of it as an online station where they can gather and meet with a wide diversity of people from within and outside of the Group. We seek to integrate knowledge and produce innovations through this optimized VR training environment.
The training center operates two virtual venues. One is the VR Koishikawa Head Office Building, an online facility where visitors can experience virtual tours of Toppan Hall and the Printing Museum, Tokyo. The other is the VR Human Resource Development Laboratory (HRDL), an online facsimile of the physical-world laboratory.
Employees can visit the virtual HRDL to check the research results from the lab’s two projects and eight research groups and to learn the specialist knowledge of the HRDL researchers by viewing in-house seminar videos. One series of videos describes the art, Buddhism, and space frameworks adopted for personnel development based on research findings under the three innovation frameworks. Another prominent title is Around-the-clock Tips for Better Performance, an animated video to help human assets look after their own mental and physical health. The virtual laboratory also presents artworks from the Kanosei Art Project and outputs from training session participants produced by harnessing research group findings.
Real and VR learning infrastructures are now available at TOPPAN. Employees can tour our facilities remotely and catch up on the latest knowledge at any time and from any distance.
Training Programs with Digital TechnologyBack to Top
We have upgraded our online training programs by leveraging digital technology in ways that transcend the mere substitution of face-to-face training. In fiscal 2021 we launched the TOPPAN VR Online Training Center to provide new hires with virtual work experiences at web-based training sessions. A year later the center introduced training activities in the metaverse to facilitate virtual communication that feels more tangibly real. All new employees were invited to a Kawaguchi Plant VR Tour in the metaverse at the beginning of fiscal 2023. Participants experienced workplace hazards from an operator’s point of view, as transmitted through standalone VR goggles. Embodied within realistic avatars of themselves, new hires shook hands with their virtual peers and gave high-fives in an experientially expanded communication space. The outcomes of the training have guided us towards more sophisticated uses of digital technology in other rank-based training programs.
Evaluation SystemBack to Top
The TOPPAN Group uses three evaluation categories: “capability evaluation," "behavior evaluation," and "performance evaluation“. The results of these evaluations are reflected in grade promotions, base salary revisions, bonuses, and performance-based pay (refer to attached table for the evaluation details).
"Capability Evaluation" assesses how much ability an employee possesses and how well they can demonstrate their capabilities, in comparison with the grade definitions stipulated in the grade system.
"Behavior Evaluation" sets behavioral standards required for each grade and evaluates whether each person's actions were "valuable behaviors.“ We use "TOPPAN's Purpose & Values" and "TOPPAN's Conduct Guidelines" as the axis of evaluation, as well as "realization of a sustainable society," "diversity," "respect for human rights," "sustainability," and "creation of social value," which have been attracting increasing global concern in recent years, and require actions that respond to changes in the social and business environments. For "Performance Evaluation," we implement an MBO (Management by Objectives) system. We arrange regular one-on-one dialogues at least once a quarter, allowing supervisors and subordinates to evaluate the degree of goal achievement. Evaluations are conducted semi-annually, reviewing the degree of goal achievement, resetting goals, and establishing further actions towards goal achievement. This PDCA cycle leads to the realization of individual and team goals.
In addition to evaluating the results of both “capability evaluation" and "behavior evaluation," we operate an evaluation system to contribute to the improvement of abilities and, ultimately, the improvement of corporate performance, by aligning expectations for future employee growth, expected behaviors, and skills to be acquired. In addition, we are working to reflect the performance evaluation of the divisions to which employees belong in individual performance evaluations, fostering a sense of individual responsibility for the company's performance.
In addition, in fiscal 2023, we decided to introduce a stock-based compensation plan for employees, and issue company shares linked to the individual performance of employees during the period, conditional on achieving the Medium Term Plan targets. By linking both medium to long-term corporate performance and individual performance to compensation, we aim to increase motivation towards increasing corporate value.
| Items of application | Frequency | Evaluation Type | Content |
|---|---|---|---|
| Grade promotion | Once a year | Capability evaluation | Assessment of whether the employee currently possesses the skills necessary for the grade of potential promotion |
| Revision of base salary | Once a year | Capability evaluation Behavior evaluation Performance evaluation |
Assessment of the extent to which the employee has demonstrated the skills required for their current grade over the past year, and of the anticipated level of skill required for the coming year |
| Bonus | Once every 6 months | Behavior evaluation Performance evaluation |
Evaluation of the value of the employee's actions and the degree of achievement of set targets during the assessment period, conducted on a semi-annual basis. |
| Performance-based pay | Once every 6 months | Behavior evaluation Performance evaluation |
Human Asset Development InitiativesBack to Top
Fiscal 2023 Data on Human Asset Development Programs (TOPPAN Group)
| Program | Outline | No. of Participants (cumulative) | |
|---|---|---|---|
| Rank-based programs | A set of programs for acquiring the knowledge, skills, and mindsets employees will need in their careers, mainly for new postings. | 4,857 | |
| Leader development programs | A series of selective training programs to foster leaders of tomorrow, including a program for creating frontier businesses and a program for developing human assets active in global business arenas. | 594 | |
| Personal empowerment programs | A series of self-initiated programs that give Groupwide employees the choice of what they learn. Three learning styles are available. | 7,254 | |
| TOPPAN Business School | Diverse courses that cover wide-ranging subjects from basic knowledge and skills in business to advanced specialist skills. Offered in online-group and e-learning settings and in a course that dispatches trainees to business schools outside of the Group. | 1,607 | |
| Manabi-hodai (all-you-can-learn buffet) e-learning library | A subscription-based program with 187 courses and no limits placed on the time or place of learning or how often the courses can be repeated. | 3,208 | |
| Challenge School | Correspondence-learning courses for acquiring business knowledge and skills. | 2,439 | |
| Groupwide basic education | E-learning programs to give every Group employee the opportunity to learn requisite business knowledge. | 149,591 | |
| Human asset map for global business | An annual language-proficiency assessment to gauge foreign language competency at the Groupwide level and to count and rank the human assets with high aptitude for global business. The top-scorers will be fostered under an upcoming mid-to-long-term development plan as personnel expected to be indispensable for the global growth of the Group. | 1,664 | |
| Selective training on global business | A program to equip employees with fundamental skills for global business such as linguistic aptitude, cross-cultural competency, and consensus building. | 36 | |
| Trainee system | A system to deploy young employees to overseas affiliates for one year of language immersion and practical training in day-to-day business activities, primarily to enhance their linguistic aptitude and cross-cultural competency. | 90*1 | |
| JICA Japan Overseas Cooperation Volunteers | A trainee system to dispatch Group employees to emerging and developing countries. | 17*1 | |
| Short-term open programs at IMD | A program to send employees involved in international business to short-term open courses at the International Institute for Management Development (IMD; one of the world’s top-ranked business schools) in Lausanne, Switzerland to acquire practical training in leadership, the tenacity required to follow through on projects to completion, and other capabilities required in global business. | 19*1 | |
- *1
- Cumulative total since fiscal 2013
Data on DX Human Asset Development Programs (TOPPAN Group)
| Program | Outline | No. of Participants in Fiscal 2022 |
|---|---|---|
| DX basic training | An e-learning program(7 sessions, total of about 6 hours of video watching) for acquiring basic knowledge and essential skills for DX business. | 8,889*2 |
| Training for acquiring AWS-certifications | A program focused on basic-level training for employees seeking to become AWS-certified cloud practitioners. Trainees come not only from the digital departments, but also the sales, planning, and technology departments, to acquire cloud knowledge and skills. | Participants: 3,741 Certified employees: 2,252 |
| Microsoft Azure Certification | To facilitate the acquisition of cloud knowledge and certifications, we offer foundational training (Azure Fundamentals AZ900) not only to digital departments but also extending to sales, planning, and technical teams as well. | Participants: 166 Certified employees: 135 |
| G-Test (Generative AI Test) | A qualification support program designed to cultivate 'business translators’-versatile professionals who grasp both AI and deep learning technologies as well as their business applications, and who can seamlessly integrate technology into business practices. | Participants: 322 Certified employees: 209 |
| Data Scientist Test | This program offers comprehensive coverage of data science knowledge and skills, including data processing, machine learning, data analysis, engineering, mathematical statistics, and business acumen. It is designed to help participants achieve literacy-level understanding and obtain relevant qualifications. | Participants: 352 Certified employees: 106 |
| Udemy・Aidemy | We offer our employees access to cutting-edge digital education platforms featuring programs on AI utilization, data analytics, and global communication skills. These resources cater to both departmental education and personal development, ensuring that each individual can acquire knowledge and skills that are both current and of high quality. | Udemy participants: 4945 Aidemy participants: 427 |
| Growth X Marketing Program | A one-year cross-divisional program where participants can learn the latest digital marketing knowledge and practical skills applicable to operations. | Participants: 422 |
- *2
- DX basic training was launched in fiscal 2021.
Human Asset Development Expenditure (Toppan Inc.)
| Expenditure on Training, etc. per Employee | |
|---|---|
| Fiscal 2018 | 67,383 yen |
| Fiscal 2019 | 64,654 yen |
| Fiscal 2020 | 53,637 yen |
| Fiscal 2021 | 56,070 yen |
| Fiscal 2022 | 64,937 yen |
- Data: Japan Consolidated (covers 51% of the Consolidated total)
- ・
- Average human asset development expenditure per employee: 33,106 yen
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- Average training hours in human asset development programs per employee: 41.6 hours
- Data: TOPPAN Inc.
- ・
- Average human asset development expenditure per employee: 76,188 yen
- ・
- Average training hours in human asset development programs per employee: 72.2 hours
- *Both figures are FY2023 results.
Participants in Leader Development Programs (Cumulative total for fiscal 2021-2022, TOPPAN Group)
| Level | Program | Total (cumulative) |
|---|---|---|
| Management Class | Business innovation (intermediate/advanced) | 320 |
| Management literacy (advanced) | 403 | |
| Management literacy (intermediate) | 1,320 | |
| Total | 2,043 | |
| Supervisors | Business innovation (elementary) | 894 |
| Management literacy (elementary) | 699 | |
| Total | 1,593 | |
| General employees | Business innovation (basic) | 2,507 |
| Total | 2,507 | |
| Employees at all levels | Global leader development | 230 |
| Total | 230 | |
| Sum total | 6,373 |
Information on Employees at the TOPPAN GroupBack to Top
No. of Employees (Four TOPPAN Group companies)
No. of Employees by Nationality (Four TOPPAN Group companies)
No. of Employees (Japan Consolidated)
No. of Employees (Overseas Consolidated)
No. of Employees (Consolidated Total)
Employees by Age-group (Japan Consolidated)
Employees by Age-group (Overseas Consolidated)
Employees by Age-group (Consolidated Total)
No. of Recruits (Japan Consolidated)
No. of Recruits (Overseas Consolidated)
No. of Recruits (Consolidated Total)
Employee Turnover (Japan Consolidated)
Employee Turnover (Overseas Consolidated)
Employee Turnover (Consolidated Total)
