Talent Development Sustainability

People are one of our greatest assets, and the growth of our human capital is the source of our company growth. We conduct a broad range of HR development programs based on the belief that developing employees to have high-level perspectives, innovative qualities, and imagination, and sharing a diverse range of knowledge creates a strong organization.

We launched a new HR system in FY 2022 to pass down the Goldwin DNA that has become our legacy over more than 70 years and produce human capital to drive business growth. Our newly established HR Management Policy sets forth “Even amid an uncertain business environment, develop and secure professional human capital to enable sustainable company growth” as our Basic Policy of Human Capital. We have defined our model HR based on this, and it also forms the cornerstone of our HR development.

To support the individual growth of employees, we have established our training system from a long-term perspective. It comprises four main types of training: level-based training, management-level training, selective training, and companywide training. Our HR development programs use a combination of internal and outside instructors and aim to create various opportunities that spark imagination and innovation. In FY 2023, we focused on implementing training for a wide range of employees with the aim of increasing engagement through direct dialogue between top management and employees in order to foster a corporate culture. This included Chairman Training and President Talk & Training sessions. In addition, to better integrate the new HR system introduced in FY 2022, we focused on programs for employees in managerial positions. In FY 2024, we plan to conduct management training on promoting communication within teams, as well as a variety of other training programs tailored to address our specific challenges, including the development of young global human resources and femtech training.

Company Level-based Trainings

We provide trainings corresponding to different company levels, from new employees to mid-level employees and managers. We support employees so that they can acquire the skills they need to perform their current job duties with the aim of raising the level of our organization.

Management-level Training

Employees in managerial positions receive training to improve the management skills they need to have when managing an organization. With the introduction of the new HR system in FY 2022, we have held evaluator study sessions and feedback interview briefing sessions to ensure a better understanding of the system and to share the evaluation axes.

Selective Trainings

We select high-performing employees for strategic development as future management candidates. We encourage them to acquire practical knowledge and specialized skills through various trainings. In FY 2023, we held a two-day, one-night Chairman Training program for mid-career recruits in the Toyama area, where the Toyama Office is located, to better foster a corporate culture.

Companywide Trainings

We have developed various training programs for all employees. We encourage employees to take these trainings to help strengthen our HR capabilities. In FY 2022, the president of Goldwin held President Talk & Training sessions to heighten engagement through direct dialogue and exchange of opinions with employees. Training was held in groups of 20–25 and targeted employees in non-sales positions. In FY 2023, the training program will be expanded to include sales associates.

Other Training Programs

Overseas language training

To develop global human resources who will support our business overseas, we invite regular employees and contract employees (including sales associates) who have been with Goldwin for three or more years to participate in our overseas language training program. Applicants need to be recommended by their supervisors to apply, and following a document screening and interview process, final selections are made by the Executive Management Meeting. The departments to which selected employees will be assigned upon their return to Japan are decided in advance. They then spend six months living with a local family while improving their language skills and gaining experience working at a local Goldwin store. Between FY 2018 and FY 2020, two employees took advantage of this training program. So far, the program has been implemented in the US. The program has been suspended since FY 2022 due to the COVID-19 pandemic, but is scheduled to resume as soon as the situation allows.

“Sales Convention” customer service role-playing contest

The Goldwin Group has placed a strong emphasis on interactive communication, proposing new experiences to customers by directly informing them through point-of-sale interactions at directly managed and self-managed stores about the functions and uses of the products it plans and develops, as well as about situations in which its products should be worn and precautions that should be taken. One way that we aim to improve the customer service skills of our sales staff is through our annual “Sales Convention” customer service role-playing contest. In FY 2023, 11 sales staff were selected from stores throughout Japan to compete in the contest. More than 100 employees, including Goldwin officers, attended the contest at the Toyama Head Office, with many more viewing the event online. Going forward, we will continue to hold this event as an opportunity for many employees, not only sales staff, to enhance their knowledge of our products and sales.

Training for overseas assignees

Goldwin Group provides pre-deployment training for employees who have been selected for overseas assignment. Apart from language training, participants undertake comprehensive learning about the various procedures for passports, visas, insurance, medical checkups, and so on, as well as about life in general on assignment, such as housing and education for children. There were no overseas assignments in FY 2023, but they will be resumed as circumstances allow.

Goldwin provides a variety of support, such as through workshops and interviews, as well as assistance for skills testing, to help employees develop their diverse talents and achieve their career aspirations. We also have a system in place that makes it easier to reflect the wishes of employees when deciding where they are assigned. Another way we support the further career development of our employees is by subsidizing their fees for various certifications and qualifications aimed at improving their manufacturing techniques and skills and improving the quality and performance of our textile products. In FY 2023, we have established a system that backs up the career development of employees by increasing the number of interviews employees have with their supervisors each year from two to four.

Career and Development (C&D)

Once a year, Goldwin has all employees in positions of general manager and below (including contract employees) fill out a career development card. It is an online questionnaire that asks employees about their views on their own careers and about work-related challenges. The questionnaire also includes items related to staff transfer requests, which are used as a basis for companywide personnel allocations. Career development cards allow employees to tell the company how they want to work in the future and to be proactively involved in selecting the department and location where they work.

In FY 2023, 79 office workers and 167 sales staff put in transfer requests, of which 17 were relocated to the department of their choice.

Internal Recruitment System

When launching a new department, we conduct internal recruiting as required so that the desired personnel can be assigned to it. Applicant employees are rigorously selected from among those who are determined to meet the necessary criteria for the work following a screening by the new department and by the Human Resources Headquarters. Internal recruiting is conducted irregularly. In FY 2023, it was carried out once, but assignment was not made. As a transfer mechanism that places emphasis on the wishes of employees, we plan to conduct internal recruiting from FY 2024 onward, depending on circumstances.

Assistance with Skill Tests, etc.

Goldwin supports the further career advancement of its employees by subsidizing the examination fees for various examinations and qualifications with the aim of improving their manufacturing abilities and skills and the quality and performance of fiber products.

Career Counseling Office and Career Workshops

Employees are given regular career consultations in order to 1) be able to objectively view their own situation in the context of social changes, 2) become aware of and understand the changes and apply them to their own situation, and 3) have opportunities to consider their own strengths and skills to survive and thrive in the future.
We also hold age-specific career workshops once a year for employees aged 50 and 55, 40 and 45, and 30 and 35, providing them with an opportunity to reflect on their own careers according to their specific stage in life.

In FY 2023, 8 60-year-old employees attended the 60s Career Workshop; 22 50-year-old and 17 55-year-old employees attended the 50s Career Workshop; 22 40-year-old and 19 45-year-old employees attended the 40s Career Workshop; and 15 30-year-old and 20 35-year-old employees attended the 30s Career Workshop. Furthermore, the Career Counseling Office offers individual meetings with career consultants throughout the year for anyone interested.