Policies and Basic Approach

The Group recognizes that our people are the driving force of value creation and our most important asset, and therefore positions human resources development as a critical management priority. Our human resources development is based on the spirit of love (ai) and respect (kei) and on our Mission. We aim to cultivate human resources who share the IK Values and who can realize our Vision.
By providing diverse work experiences and growth opportunities and conducting role-based training, we develop human resources who possess the expertise to lead organizations and businesses in Japan and overseas, and who can respond flexibly to change. For the Company, which operates worldwide, developing global human resources who can create new value and coexist with the international community beyond national borders is an important issue. We are also working to create an environment in which each employee can proactively design their own career and experience personal growth.
Within our material issues, we also identify as “fostering and strengthening the human capital driving the value creation,” and are promoting a human resources strategy that supports sustainable growth.

• Sustainability at the Inabata Group：Materiality

Targets

In the Sustainability Medium-term Plan 2026, we set strategies, KPIs, and targets.

The results for FY2024 are as follows.

Dissemination of Corporate Philosophy

The foundation of human resources development at the Inabata Group is the shared spirit of love (ai) and respect (kei), which has been passed down since our founding. We undertake initiatives such as distributing corporate philosophy cards and holding workshops to instill our Mission, our Vision, and the IK Values in all employees worldwide.
Against the backdrop of an increase in mid-career recruitment in recent years and the growth in the number of subsidiaries under the Group through M&A, we launched training to instill our corporate philosophy throughout the entire Group starting in FY2025.

• Management Philosophy

Human Resources and Evaluation Systems

The human resources system at Inabata classifies positions into Professional, Staff, and Assistant positions to clarify their roles, responsibilities, and mission. There are established qualifications categories organized into eight bands* with training focused on the key bands.

* The eight-band classification applies to the Professional and Staff positions.

The aim for the Professional and Staff positions is to continually improve competence and to achieve better performance. In addition to evaluating competence, we evaluate performance by setting goals and assessing to what degree and through what processes the goals are achieved. The aim for the Assistant positions is to improve proficiency in business skills and customer service. We use a simplified system to comprehensively evaluate competence and performance.

At the start of each fiscal year, employees (all of those in Professional and Staff positions as well as some in Assistant positions) set their goals for the year according to the Action Program (AP), which is a system for managing goals. The Inabata’s AP is positioned as a communication tool between the evaluator and the evaluated person to improve performance. The aim is to use the AP as an effective tool that enables the evaluated person to think more outside of the box and set challenging goals and the evaluator to provide encouragement and support. The content and levels of the goals need to be consistent with the goals of each affiliated organization. The goals must also be appropriate to the role expected of the person’s band. We believe it is important for employees to think outside of the box and set more challenging goals that are linked to personal growth as well as achieving the goals of the organization.
After half a year, we conduct mid-term reviews (interviews) and make adjustments as necessary. After the fiscal year ends, a comprehensive evaluation is conducted. It consists of an assessment in light of the AP goals and a competence assessment that reflects actions, and other tasks and roles undertaken, in the past year. The comprehensive evaluations are discussed and finalized by all general managers. Once the evaluation is finalized, the evaluator and the evaluated person conduct a feedback session, where the evaluation sheet is shown, and the reasons behind the evaluations are explained, to the evaluated person. We believe that the feedback session is an important process for the evaluated person as it makes the evaluations more effective. The process is also important to ensuring the fairness and transparency of the evaluations.

Training Framework

In 2023, we revamped our training framework to support each employee’s career autonomy and proactive growth. We expanded position-based programs, shifted to a self-nomination system, and introduced elective training programs.
The content of our training programs has been expanded year by year, and in line with the targets set in the Sustainability Medium-term Plan 2026, training expenses per employee have also increased. As we strengthen investment in human capital, we are focusing particularly on management training, aiming to create a positive ripple effect across the organization through enhanced leadership.

• Professional positions are core roles with managerial responsibilities, Staff/Challenge positions are core roles without managerial responsibilities (Challenge positions do not involve relocation), and Assistant positions primarily focus on support functions.

Key Focus Areas for Training

Implementation of a Talent Management System

For a company’s sustainable growth, it is essential to understand each employee’s abilities and aspirations and to provide optimal talent deployment and development. Based on this understanding, Inabata introduced a talent management system in FY2024 to visualize human capital and support career development.
We have organized and visualized the personnel data accumulated in our human resources system to support strategic talent deployment. In addition, by allowing employees to enter their profiles, work experience, and career aspirations, we provide opportunities for them to proactively reflect on their own careers and support their career development.
Going forward, we will leverage this system to support each employee’s desired career development and to optimize company-wide talent utilization.

Training for Overseas Bases

The Inabata Group’s long-term vision, IK Vision 2030, aspires to increase the overseas contribution. We recognize the importance of training for overseas bases amid the rapid expansion of our overseas business.
We provide our staff at the overseas subsidiaries with training in fundamental areas such as procurement and inventory management, credit management, business management, and legal knowledge.
We strive to raise the level of the Group as a whole by continuously providing training via e-learning and other channels.

Expansion of Overseas Assignment Opportunities

In the Sustainability Medium-term Plan 2026, a focus on investment in human capital is set as one of our strategies, with a target of maintaining a 40% overseas assignment experience rate. This is intended to accelerate the development of global talent that supports our growth strategy as a trading company operating worldwide.
Overseas assignments provide valuable opportunities to develop flexible thinking and problem-solving skills, not only through language proficiency and cross-cultural understanding but also by experiencing local business practices and values firsthand. Increasing the number of employees with such experience serves as a foundation for strengthening our competitiveness as a trading company and for achieving sustainable growth.
Going forward, we will strategically plan and expand overseas assignment opportunities to support both employee career development and the Company’s growth.

Career Development Support

We provide all employees with opportunities for career development in order to motivate them, promote career awareness, and strengthen organizational capabilities.

Internal Recruitment System

In March 2021, we launched an internal recruitment system as part of our efforts to strengthen the organization, to ensure appropriate placement and staffing, and to support employee careers.
The system enables departments wishing to recruit employees to post their requirements in-house, and interested employees are free to apply.

Career Path Self-Declaration System

In FY2022, we launched a Career Path Self-Declaration System as part of our efforts to support employee careers. The system enables employees to advance their careers by notifying the Human Resources Office of their preferred work (divisions or duties).

Overseas Trainee Program

With the aim of broadly developing human resources capable of working globally and supporting the career formation of young employees, we introduced a short-term overseas trainee program in FY2023. This program is mainly targeted at Staff positions in their third year after joining the Company.
By assigning participants to overseas Group companies for a period of one to three months, the program aims to develop their capabilities as global human resources through firsthand experience of business activities and daily life overseas.

New Graduate Rotation System

In FY2022, we introduced a system of rotation for new employees to provide all new graduate recruits with experience of both the sales divisions and the administrative offices and thereby broaden their horizons.
One year after their initial assignment upon joining the Company, new employees are assigned to a different division or office (i.e., from the sales divisions to the administrative offices, or vice versa). The following year, they are reassigned according to aptitude.
Based on the results of the rotation program over two years, all new graduates employed in FY2024 were assigned to administrative offices. These employees will spend one year learning the diverse functions of administrative offices. They are scheduled to be assigned to sales divisions next year.

Mid-career Training

In FY2022, we launched career training for Professional position employees in their 40s and 50s to help them consider work styles that reflect their individual values.
The training provides an opportunity to take stock of their own career and skills, to visualize their experience and strengths, and to consider what careers and skills will be needed in the future.

• Social：Diversity and Inclusion：Support for Active Participation of Senior Employees

Video Learning Support Program

To support employees’ self-guided career development and skills development, we introduced a video learning support program in FY2022. Employees are free to choose learning content according to their individual development needs. The support is also available to employees posted overseas.
Combined with existing distance learning and online language training programs, we will continue to actively support employees with their personal development.