Human Resources and HR Strategy Sustainability

At Goldwin, aiming to maximize human capital is one of our highest-priority management issues.

Even amid drastic social change and a challenging management environment, our Basic Policy of Human Capital aimed at achieving sustainable growth sets forth that, even when conditions are uncertain, we will develop and secure professional human capital to allow us to achieve sustainable growth. The Human Resources Department that leads these efforts implements human resources management from the perspective of long-term corporate value improvement toward achievement of our medium-term management plan, PLAY EARTH 2030, with the goal of “playing a central role in promoting human capital management, aiming to develop Goldwin into a 100-year company that is essential to local communities and society.” Moreover, to build a business structure that allows employees to maximize their potential, the Human Resources Department also promotes the improvement of employee engagement, investment in human resources, and the appropriate allocation of human resources. We are also strengthening recruitment and development of human resources in line with the expansion of our overseas business.

Model HR

To realize our Basic Policy of Human Capital, we have established a set of “model human resources,” which we share throughout the company. Recognizing that these model human resources are the human capital that underpins our corporate value, we are engaged in various measures to maximize them. In particular, we are focusing on recruiting human resources that identify the Purpose, Vision, and Value (link) we established in May 2025.

Under the responsibility of the Executive General Manager of the General Administration Headquarters, the Human Resources Department is the main department in charge of the various measures based on the Basic Policy of Human Capital. Each measure is reported to the Executive Management Meeting, and oversight and instruction are received from the Board of Directors via the Executive Management Meeting. As well as coordinating with the human resources departments of Group companies, we also consult with the Goldwin Committee—a group of employee representatives—exchanging opinions and discussing improvement plans on working conditions, workplace environments, and employment conditions. In FY 2024, we established a new group, the Human Capital Promotion Group, under the Human Resources Department. Its role will be to establish systems that strengthen our human capital and to disseminate these systems within the company.

We are proud of the technical mastery and know-how we have inherited from our predecessors, and preserve their legacy while engaging in our current corporate activities. Since FY 2022, we have been holding President Talk & Training sessions (meetings with small groups of 20–25 employees) where the president and employees engage in direct dialogue to deepen understanding of the company’s vision and provide guidelines for action, as well as Chairman Training sessions for mid-career recruits to learn about the company’s history and gain awareness. A total of 1,843 and 638 employees have participated in the sessions, respectively.

Initiatives for increasing awareness of/sharing our Corporate Statement

To raise awareness of and share our corporate statement (Purpose, Vision, Values) established in May 2024 throughout the company, we conducted a relay interview with eight headquarter general managers on our internal media platform, “GOLDWIN COMPASS.”　Each of the eight headquarters representatives shared how they perceive the new corporate statement and what they are considering to realize it, they provided hints for the guiding principles each employee should hold amid the changes.

Additionally, to further raise awareness of and share our purpose at the frontline level, we assigned “purpose empathy promotion trainers” for each site. The purpose empathy promotion trainers received training aimed at enabling them to say our purpose in their own words and create concrete plans to promote purpose empathy.

Monument Honoring Our Predecessors

Goldwin founder Tosaku Nishida raised the Remembrance Monument in Oyabe City, Toyama Prefecture, Japan to honor the accomplishments and memory of our predecessors who overcame many obstacles to build Goldwin. Our management team has a tradition of visiting the Remembrance Monument to pay their respects to these predecessors after the shareholders’ meeting every year. This tradition not only honors their memory but nourishes in our current leaders the same spirit of determination and passion our predecessors had as we look ahead to our future.

Putting Sharing Information, Sharing Goals, and Sharing the Company into Practice

In past years, we held multi-day training intensives for new employees and senior management at important Shinto shrines and Buddhist temples in Toyama Prefecture, Japan. Traditions at these trainings included early morning cleaning sessions and forging mental strength through lectures and meditation. They were opportunities to focus intently on problems and future issues and how to address them as well as to unite hearts and minds. Today, these trainings take the form of an annual senior management conference to share our management policy, company goals, and other key information.

Visits to Ise-jingu Shrine to Give Thanks, Learn Cultural Continuity

In the words of Goldwin founder Tosaku Nishida, “There are things in this world that are greater than any human power. When you feel lost, cleans your soul, banish evil thoughts, and think seriously about what you should do with a pure heart before the gods and Buddha. When you do, you will instinctively see the path forward.” Every year, employees who have reached specific years of age considered unlucky in Japan pay a visit to Ise-jingu Shrine. This is an opportunity for employees to give thanks to their ancestors and family, pray for good health, and learn about the importance of preserving continuity through the history of Ise-jingu Shrine being rebuilt every 20 years.

In FY 2024, 45 employees visited the shrine.

TSUNAGU

Our company holds sports days at both our Toyama Head Office and Tokyo Head Office every year, but the FY 2024 sports day at Tokyo Head Office was canceled due to rain. To create opportunities for employees to interact with each other, we held an event called “TSUNAGU” (Japanese for “connect”) utilizing the first-floor space of our new Head Office. Specifically, we conducted mystery-solving games in teams to encourage team building as well as department and club introductions.

Participation of Employees in Various Sports Events

Goldwin sponsors events including the ULTRA-TRAIL Mt. FUJI, an international trail running race over 160 km long, and the Toyama Marathon held in Toyama Prefecture, and many of our employees participate in these events as competitors, staff and volunteers.

Sports Cheer program

The Sports Cheer program is one that provides support for employees involved in sports so that they can set ambitious goals and continue to challenge themselves, rather than simply participating in a one-time event.

The program covers not only sports tournaments, but also employees participating as volunteers or coaches. Support is provided in the form of financial assistance, products, special leave, and so on, depending on the level of each employee. In FY 2024, 44 employees took advantage of this program.

Goldwin Group Committee (Group of Employee Representatives)

Employee representatives are appointed at each Goldwin Group business location. The Goldwin Group Committee, whose executives comprise these employee representatives, has been established to engage in legally required labor-management consultations and hold dialogues with management as an alternative to a labor union, and has concluded necessary labor-management agreements, including agreements on overtime and holiday work (based on Article 36 of the Labor Standards Act).

Employee representatives are appointed once a year by a vote of all employees (including part-time employees). When implementing major changes that may significantly affect employees, prior notice is given to employees and employee representatives, and decisions are made in consultation with employee representatives. The Goldwin Group Committee, which represents employees, periodically has meetings with management of the company.