Group human resource development・Realization of diverse, flexible work styles

We have stipulated in our Corporate Ethics Charter a commitment to creating a safe, secure, and fulfilling workplace environment—one in which employees feel a sense of contribution to society and personal growth. In line with this commitment, we respect the human rights of each and every employee in the course of our business activities. To that end, we are developing internal regulations and establishing systems such as hotlines to ensure an environment that safeguards these rights.

In addition, we have formulated the Suzuken Group Human Rights Policy, which applies to all employees. We also encourage our business partners and other stakeholders to respect this policy. Going forward, we will conduct human rights due diligence to identify, prevent, and mitigate any adverse impacts on human rights associated with our business activities.

Our human resource strategy focuses on three key themes: “interlocking the management strategy and the human resource strategy,” “promoting Group-wide human resource development,” and “reskilling for DX.” During the three years of our new medium-term management plan, in preparation for becoming a health creation enterprise, we will revitalize our workforce and enhance our human resource portfolio through five key initiatives: “securing human resources,” “reskilling” to cultivate human resources with specialized expertise which includes DX, “promoting well-being” through health management and work style reforms, “enhancing engagement” by offering employees opportunities to participate in management decisions, and fostering “diversity & inclusion” to enable a diverse workforce to thrive.

Human resources are the most important asset in the Suzuken Group. As the environment surrounding the Group is changing dramatically and more rapidly than expected, we feel the need to foster human resources with diverse ideas for responding to changes in order to realize the Group’s goal of becoming a health creation enterprise that will contribute to all elements of patients’ healthcare life cycles.

As the diverse human resources in the Group and in our partner companies work as One Team to contribute to society through our business, we are managing human capital in ways designed to leverage each individual’s growth and capabilities to the fullest.

Human resources are the most important asset in the Suzuken Group. As the environment surrounding the Group is changing dramatically and more rapidly than expected, we feel the need to foster human resources with diverse ideas for responding to changes in order to realize the Group’s goal of becoming a health creation enterprise that will contribute to all elements of patients’ healthcare life cycles.

As people’s work style needs diversify, we are enriching our options, including the possibility of regional recruitment. When it comes to securing DX human resources, a key focus of our medium-term management plan, we are conducting career hiring alongside internal development.

We have established a talent development framework centered on the concept of cultivating self-directed individuals. We offer a wide range of training systems and programs tailored to employees at all levels, including young and mid-career employees, as well as those in managerial positions. Going forward, we will provide growth opportunities that enable employees to translate acquired knowledge into practice. This includes promoting the acquisition of newly recommended certifications, enriching curricula, and facilitating business improvements and new business proposals through our Group proposal system and selective training programs.

Based on a concept of human resource development that aims to develop autonomous talent who study, think, and act independently, we are providing mechanisms for learning and opportunities to take on challenges. In addition to the basic training for employees up to their fifth year with the company, we are building a wide-ranging education system to support self-actualization and further skill enhancement, primarily through on-the-job training (OJT) supplemented by off-the-job training and self-development. This system includes hierarchical training, for different levels such as management, and job-specific training along with elective training based on self-prepared reports.

We are fostering next-generation business leaders who will not only shape the future of our businesses, but also lead the creation and growth of new ventures and promote collaboration with external partners. Through Group-wide personnel exchanges, secondments to other companies, and proactive opportunities for young and female employees, we are advancing the selection and promotion of talent beyond organizational and employment boundaries—discovering, nurturing, and giving them platforms to succeed across diverse business fields.

We are fostering next-generation business leaders who will not only shape the future of our businesses, but also lead the creation and growth of new ventures and promote collaboration with external partners. Through Group-wide personnel exchanges, secondments to other companies, and proactive opportunities for young and female employees, we are advancing the selection and promotion of talent beyond organizational and employment boundaries—discovering, nurturing, and giving them platforms to succeed across diverse business fields.

We are increasing opportunities for ongoing communication, such as by carrying out trainings and events jointly as a Group and meetings with the management level.

We have been implementing the “Chienowa” Group proposal platform since April 2022. In addition to establishing a new corporate culture in which new business ideas are solicited from all Group employees and developed into commercial ventures, we are enhancing Group-wide communication by gathering feedback that leads to new initiatives and by sharing knowledge. It also serves as a platform for employees to feel involved in management, contributing to higher levels of engagement.

In July 2023, Suzuken formulated an action plan based on the "Act on the Promotion of Women's Active Participation in Professional Life" (commonly known as the Act on the Promotion of Female Active Participation).

With growing awareness of the importance of work-life balance, Suzuken has worked to improve childcare support systems in line with the purpose of the "Next Generation Development Support Measures Promotion Law." Currently, we have established an action plan for 2023–2025 and are striving to strengthen it even further.

We established the Beyond Council to bring out the full potential of all employees working in the Group. The Beyond Council addresses topics such as the establishment of systems and rules to enable employees to play an active role across companies’ boundaries, discussion on equal educational opportunities, and creation of standards for human resource evaluation. The Council also engages in discussions across the group to identify, nurture and provide opportunities for leaders who can play an active role in various businesses.

Suzuken, Sanki, ASTIS, Shoyaku, Suzuken Okinawa Yakuhin, Nakano Yakuhin, Suzuken Iwate, S.D.Logi, Sanwa Kagaku Kenkyusho and Suzuken Business Associe Co., Ltd., and the Suzuken Health Insurance Society were all designated by the Japanese Ministry of Economy, Trade and Industry as Certified Health & Productivity Management Organizations.

The CEOs of Suzuken, Sanki, ASTIS, Shoyaku, Suzuken Okinawa Yakuhin, Nakano Yakuhin, Suzuken Iwate, S.D.Logi and Sanwa Kagaku Kenkyusho declare the Health & Productivity Management, and the organization specialized in the promotion of the healthy management has been established at each of the companies.

As a result of these efforts, Suzuken, S.D.Logi, and Suzuken Health Insurance Society have been designated as Certified Health & Productivity Management Organizations for seven consecutive years since 2020, Sanki for five consecutive years since 2022, Shoyaku for four consecutive years since 2023, ASTIS, and Sanwa Kagaku Kenkyusho for three consecutive years since 2024 , and Suzuken Iwate, and Suzuken Business Associe for two consecutive years since 2025 , and Suzuken Okinawa Yakuhin, and Nakano Yakuhin for the first time for 2026.

Regarding the mental health of our employees, Suzuken entrusts an external company specializing in the field to perform regular stress checks and has put in place a system in which employees can receive counseling by specialists.

The company has also established an in-house health consultation office staffed with an industrial physician and public health nurses with specialized knowledge that employees can tap for information regarding their physical and mental health. At the Group level, we have introduced the HELPO^※1 online health consultation service provided by Healthcare Technologies Corp. (Softbank Group) as a step to support and promote good health among employees and their families.

We are promoting flexible working styles with a focus on reducing total working hours and increasing flexibility to balance these needs while maintaining and improving customers satisfaction. We are considering introducing measures to broaden working styles, such as implementing a flexible working hour system or allowing employees to go directly to a customer site and then return home, without stopping by the office, leveraging mobile phones or other IT technology. Other plans under consideration include establishing rules and guidelines for working from home. Additionally, we are working to improve the percentage of paid leave taken.