Talent Development Sustainability
Basic Concept
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, in which we pursue aptitude, ability, motivation and most especially the five values in our employees.
Five Values
- Play
- Imagine
- Engage
- Create
- Respect
Talent 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 2024, we focused on continuing training from last fiscal year such as Chairman Training for mid-career recruits as well as President Training mainly for sales associates with the aim of increasing engagement through direct dialogue between top management and employees in order to foster a corporate culture. Starting in FY 2025, we plan to conduct training tailored to address our specific challenges, including launching an overseas study program to develop global human resources, improving customer service for inbound tourists at our stores, and providing opportunities to learn English and Chinese to facilitate smoother business operations with overseas partners.
| FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | |
|---|---|---|---|---|---|
| Annual hours of companywide education and trainings taken | Total of 399 people | Total of 309 people | Total of 1,246 people | Total of 1,175 people | Total of 4,454 people |
| Total cost of companywide education and trainings | 77.34 million yen | 46.67 million yen | 50.25 million yen | 47.06 million yen | 84.78 million yen |
| Annual hours of education and training | 7471.20 hours | 6837.79 hours | 10432.24 hours | 11553.94 hours | 25666.98 hours |
| Training hours per employee (average) | 2.64 hours | 2.39 hours | 3.64 hours | 3.98 hours | 9.06 hours |
| Company-wide education and training days (average)*2 | 0.35 days | 0.32 days | 0.49 days | 0.53 days | 1.21 days |
*2: These figures were obtained by dividing the average training hours per employee by Goldwin Head Office standard working hours of 7.5 hours.
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.
| Training | Training hours per person (hours) |
Participants (person) | Training purpose and content | ||||
|---|---|---|---|---|---|---|---|
| FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | |||
| New employee training | 82 hours | 29 | 34 | 13 | 23 | 36 | This training is designed to have talent engaged in processes from planning and production to sales at a sports manufacturer, experience jobs other than their own, and leverage this experience in their work. New graduate employees and mid-career hires regularly participate in this training at our Toyama Head Office, which also serves as our R&D base. |
| Mid-level employee training | Not held | 19 | 14 | Not held | Not held | Not held | Employees gain an understanding of their own interpersonal style, and study key points in deepening ties with others (social skills in interpersonal relations). Employees gain experience-based understanding of model ways to have a team with strong ties. |
| Post-promotion training | 7.5 hours | 49 | 38 | 58 | 43 | 44 | Training to improve mindset and motivation, targeting employees promoted from part-time sales positions |
| Mid-career sales employee training | 3 hours | 43 | 28 | 25 | 46 | 17 | Training to improve mindset and motivation, targeting mid-career sales recruits |
| Basic sales training | 38 hours | 15 | 15 | 7 | 16 | 13 | Basic sales training for new graduate sales associates |
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.
| Training | Training hours per person (hours) |
Participants (person) | Training purpose and content | ||||
|---|---|---|---|---|---|---|---|
| FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | |||
| New manager training |
Not held | 25 | 16 | 90 | 19 | Not held | The following three areas form the training curriculum designed to have employees make contributions as managers leading the future of Goldwin. (1) The basic roles managers are expected to perform (2) Skills to get the most out of teams, and skills to direct and support team members (3) Self-understanding as a manager |
| Basic management training | 0 hours | 85 | 27 | 21 | 23 | Not held | Training to understand the role of store managers |
| Middle management training | 0 hours | 0 | 10 | 15 | 10 | Not held | A program of 12 training sessions for general managers and above to systematically acquire the management skills needed as business leaders and to cultivate a companywide management perspective |
| New area manager training | 0 hours | 20 | 6 | 0 | 7 | Not held | Training for recognizing the role of area managers in achieving sound store operations |
| New supervisor training | 14 hours | 30 | 19 | 21 | 23 | 35 | Training to learn the supervisor duties of new store managers |
| Management training | 0 hours | Not held | Not held | 126 | 10 | Not held | Training for employees in positions of general manager to improve their management skills |
| Evaluator training for the new HR system | 1.5 hours | 126 | 140 | 175 | Evaluator study sessions and feedback interview briefing sessions following the introduction of the new HR system, to ensure a better understanding of the system and to share the evaluation axes | ||
Theme-Based Skill Trainings
We encourage employees to acquire practical knowledge and specialized skills through training based on specific themes to strengthen the overall performance of the organization. The training targets employees with diverse backgrounds and is structured around practical content that can be applied in the workplace to support their continuous growth. 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. In FY 2024, we conducted training where participation was voluntary and enhanced the training to focus on employee motivation.
| Training | Training hours per person (hours) |
Participants (person) | Training purpose and content | ||||
|---|---|---|---|---|---|---|---|
| FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | |||
| Customer service training | 7.5 hours | 60 | 40 | 80 | 142 | 71 | Training program to learn service styles and to acquire customer service skills that inspire customers |
| Leader development training | 14 hours | 0 | 0 | 7 | 19 | Not held | Training for leaders to learn how to effectively nurture subordinates |
| In-house academy | 2.5 hours | – | – | – | – | 256 | Training designed to enhance a wide range of business skills, promote diversity, and foster internal networking. It provides a space for employees to freely learn from one another regardless of background, and respond to their desire to learn through a voluntary participation system. |
| Purpose awareness training | 10 hours | – | – | – | – | 34 | Training for managers and for developing purpose empathy promotion trainers, aimed at fostering empathy and raising awareness of purpose |
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.
| Training | Training hours per person (hours) | Participants (person) | Training purpose and content | ||
|---|---|---|---|---|---|
| FY 2022 | FY 2023 | FY 2024 | |||
| Chairman Training | 15 hours | 211 | 307 | 120 | A two-day, one-night Chairman Training program is held for mid-career recruits in the Toyama area, where the Toyama Office is located. It features content that deepens understanding |
| President Talk & Training | 2 hours | 773 | 366 | 704 | A program designed to instill Goldwin’s philosophy by having the president communicate and share the company’s philosophy and vision for the future directly with employees |
Other Training Programs
Overseas language training
In FY 2024, we resumed the overseas language training program that had been suspended due to COVID-19. To cultivate global human resources who will support our overseas operations, we selected participants for overseas language study abroad from regular employees with three or more years of service. Recommended participants will go through document screening and interviews, and be chosen in a final Executive Management Meeting. Through a one-year study abroad program at a U.S. university, we aim to significantly enhance participants’ language proficiency while fostering the development of individuals equipped with leadership skills and creativity that are effective both domestically and internationally.
“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 2024, eight staff from the four blocks in north, east, west, and central Japan as well as three staff from affiliated companies (11 total) were selected from stores throughout Japan to compete in the contest. More than 130 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.
Leave No Trace training
As an official partner of Leave No Trace—an environmental ethics program designed to help people enjoy the outdoors with minimal impact on the environment—we support their activities. In FY 2024, in collaboration with Leave No Trace, we held hands-on training programs at Nabekura Kougen and Mount Rokko to promote understanding of environmental considerations in outdoor activities. A total of 30 employees participated in the programs. At Nabekura Kougen, we conducted our first instructor training course in snowy mountain conditions, and at Mount Rokko, we held workshops to enjoy outdoor activities while minimizing environmental impact. Further, we conducted a workshop in Hakone as an educational program for students that 77 students attended. Through outdoor experiences guided by Leave No Trace, we implemented a program designed to help the students understand our company’s approach to the environmental.
Career Development Support for Employees
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. Specifically, in addition to subsidizing examination fees for various certifications and qualifications aimed at improving employees’ manufacturing techniques and skills as well as enhancing the quality and performance of textile products, we also subsidize TOEIC test fees and provides opportunities to attend training (fundamental business knowledge, IT/software skills, design, etc.) offered by external training institutions. This also enhances employees’ skills not directly related to product manufacturing, which supports them in furthering their careers. Since FY 2024, we continue to hold annual four-time interviews that employees have with their supervisors to provide opportunities for them to discuss their career plans and provide a system to support employees’ career development.
Career Matching Program (CMP)
Once a year, Goldwin has all employees in positions of general manager and below (including contract employees) fill out a CMP. It is an online questionnaire that asks employees about their views on their own careers and about work-related challenges. The questionnaire confirms transfer requests, which are used as a basis for company-wide personnel allocations. CMP 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 2024, 114 office workers and 215 sales staff put in transfer requests, of which 25 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. Internal recruiting is conducted irregularly. In FY 2024, it was carried out once, and one assignment was made. As a transfer mechanism that places emphasis on the wishes of employees, we plan to conduct internal recruiting from FY 2025 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 acquiring business skills, improving their manufacturing abilities and skills and the quality and performance of fiber products.
| Certification/qualification | Frequency | Subsidy | Number of currently certified employees | Employees certified in FY 2023 |
|---|---|---|---|---|
| Ready-Made Womenswear and Childrenswear, Grade 1 and Grade 2 | Once every year | Company subsidizes 50% of the examination fee | 27 | 1 x Grade 1,3 x Grade 2 |
| Textiles Evaluation Specialist (TES) examination | Company subsidizes 100% of the examination fee | 84 | 3 | |
| Ready-Made Womenswear and Childrenswear Pattern Making, Grade 1 and Grade 2 | Once every 2 years | Company subsidizes 50% of the examination fee | 8 | 0 |
| Sewing Machine Maintenance, Grade 1 and Grade 2 | Company subsidizes 50% of the examination fee | 35 | 2 x Grade 2 | |
| No. of persons who took TOEIC | Conducted annually | Company subsidizes 100% of the examination fee | 13 *1 | 0 |
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 2024, 20 60-year-old employees attended the 60s Career Workshop; 26 50-year-old and 21 55-year-old employees attended the 50s Career Workshop; 17 40-year-old and 18 45-year-old employees attended the 40s Career Workshop; 13 30-year-old and 11 35-year-old employees attended the 30s Career Workshop; and 24 25-27-year-old employees attended the 20s Career Workshop. Furthermore, the Career Counseling Office offers individual meetings with career consultants throughout the year for anyone interested.
Feedback from users
(Helpful comments)
Feedback from employees in their 20s
- It was beneficial to interact with colleagues from other departments I don’t usually work with. I found it interesting to see how my strengths and approach to work differed slightly from those of my discussion group members.
- I rarely get the chance to talk with people close to my age, so this was a valuable experience for me. Also, the pre-workshop assignment allowed me to get feedback on how others see me, which increased my motivation to work.
- I was able to talk with people I don’t normally interact with. Without an opportunity like this, I wouldn’t have taken a close look at myself. I learned about my strengths, but I also realized my weaknesses.
Feedback from employees in their 30s
- I rarely get to talk with people my age, so hearing their thoughts during this challenging mid-career phase was incredibly valuable.
- I’d never truly thought hard about my career path before, so this provided a crucial opportunity to do so.
- Although I worked at several companies before joining Goldwin, I never had a chance to take a close look at the roles expected of me or my strengths and values, so this was a great opportunity to do so.
Comments from employees in their 40s
- Getting feedback from group members allowed me to recognize my strength I hadn’t been aware of. Exchanging information with peers in my generation from other departments gave me good ideas I want to try.
- I found common ground with peers of my age in similar situations, who were facing career dilemmas at the same stage as me but in different occupations, and it gave me courage knowing that I wasn’t alone.
- It was a valuable experience for me because I rarely get opportunities to receive objective feedback about my personality or to be praised for my strengths which I learned from the pre-workshop survey to my supervisor.
Comments from employees in their 50s
- It gave me a chance to think about how I want to live after retirement. I was able to talk with people I don’t normally interact with.
- In the group session, we were able to empathize with each other’s shared concerns unique to our own age.
- While a mid-career recruit does not have “peers” like normal Goldwin employees, everyone of the same age coming together for this workshop makes it easy to feel sympathy for those experiencing hardships in similar positions, and it makes me feel less isolated. As the company moves forward with promoting mid-career recruitment, I felt that gatherings like this will serve as a substitute for bonds with normal Goldwin employees, which are inevitably weaker.
Comments from employees in their 60s
- It gave me a chance to reconsider what I want to do and how I want to move forward from here.
- I was able to take a close look at my future work and life.
- I had wanted to start something somehow before turning 60, but ended up not starting anything. Attending this workshop allowed me to re-examine myself. I still don’t know what I’ll start, but I want to think about various possibilities.
Future Issues
Under the new HR system that we started in FY 2022, we are putting effort into presenting the company’s development policy and model HR more clearly to employees. In order to maximize human capital, we aim to run a system that accelerates the self-development of employees and inspires them to take on challenges, by proactively providing training designed to develop potential and creating an environment in which individual employees can consider their own career development. Relevant departments are also working to advance measures such as developing new training programs and establishing a dedicated support team to maximize support for employee growth. We will also inform every employee in a clear and simple manner what support measures are available for them.