We aim to build teams that embody our values—“Work together to achieve high targets and exceed expectations”—and this fiscal year we will actively pursue human resource development and the cultivation of organizational culture.

My Convictions upon Assuming the Role of CHRO

I was appointed Executive officer & CHRO on April 1, 2025. Before taking on this role, I served as executive officer in charge of production, where I worked toward realizing our vision of “Joy for Life^​—Bringing Joy to the Future by Food”^​ by focusing on the stable supply of safe and reliable products and on building a sustainable production system and foundation. With my appointment as CHRO, our vision for the future remains unchanged, but I will devote myself fully to enhancing our corporate value from the perspective of human capital.

The results of last year’s engagement survey showed an overall trend of improvement in employees’ sense of attachment to the organization and willingness to contribute. At the same time, however, I recognize that there are issues with the penetration of our management strategy. 

Because human capital is the driving force behind enhancing our corporate value, we will once again strengthen the dissemination and understanding of our VMV (vision, mission, and values). I believe that when each employee feels the role, contribution, and significance of their work, and when they can see how their own growth is connected to enhancing corporate value, that engagement becomes a driver of corporate growth. The management team will continue to carefully communicate our vision for the company and the human capital strategy linked to management strategy. By providing feedback on employee opinions and comments shared during briefing and dialogue sessions, and by placing importance on proactive communication, we will work to resolve issues. Furthermore, in promoting dX*, we are entering an era in which responsiveness itself is becoming a major differentiator in competitiveness. Enhancing responsiveness requires sustained, medium- to long-term initiatives, including human resource development. By using digital technology to transform business processes, products, services, and even business models, we will work to establish a competitive advantage.
* We write “dX” with an emphasis on the “X” to highlight “transformation in operations” as the true objective, rather than focusing just on the tool of digitalization.

Human Capital Policy

Last year, we shifted the direction of our HR management to human capital management, which maximizes each individual’s ability to create value, and established our Human Capital Policy as the vision we aim to achieve. Expectations for human resource development and organizational strength are growing both inside and outside the Company, and we have felt an overall positive response.

The policy outlines four directions: (1) expand each person’s capabilities, (2) reinforce focus at all management levels, (3) optimize allocation of the most appropriate personnel, and (4) create an environment that encourages growth. We believe that enabling individuals to fully leverage their own personalities and abilities, and to take on challenges and grow autonomously, leads directly to the sustainable growth of the Company.

Currently, as part of our human resource development, we are placing importance on job rotation. While this also contributes to organizational vitality, what matters most is fostering a mindset in which each employee embraces change as an opportunity to challenge themselves and to grow. The key focus is transforming our corporate culture so that individuals and the company can grow together. At the same time, we are building mechanisms that allow everyone to thrive, establishing human capital development systems by function while using each headquarters division as a central axis. Through our Career Development Program, we identify each employee’s career plan and, in collaboration with the Human Resource Development Group, study and implement measures to support their career advancement. These measures include not only on-the-job training but also external training programs, enabling us to support employee growth from multiple angles.

Respect for Human Rights as a Foundation

Our initiatives on respect for human rights are promoted by the Human Rights Subcommittee under the Sustainability Committee. In FY2023, the Human Rights Subcommittee conducted human rights due diligence ( “human rights DD”), identifying issues and stakeholders involved in building the human rights DD process, and organized the current status and items for consideration at our company. In line with the roadmap, from FY2024 we have been prioritizing issues according to urgency and importance and moving forward with corresponding measures.

To raise awareness of human rights and foster a culture of respect for human rights, we are also continuing to provide training to employees. In FY2024, as in the previous year, we conducted human rights e-learning for all employees in the J-Oil Mills Group, both in Japan and overseas, to promote understanding of our Human Rights Policy, initiatives related to issues identified through human rights DD, and initiatives related to LGBTQ+.

Establishment of the Human Resources Committee

At the beginning of FY2025, to further promote human capital management, we constructively dissolved the Human Capital Subcommittee that had been under the Sustainability Committee, and established the Human Resources Committee as an advisory body to the Management Committee. The role of the Human Resources Committee is to formulate human resource strategies aligned with management strategies and to strengthen their effectiveness. From this perspective, the important themes of the Human Resources Committee are human resource development and organizational culture cultivation, health management and well-being, and DE&I, as well as building a human capital portfolio based on management strategy and setting human resource development investments that deliver value to stakeholders. In FY2025, by focusing on human resource development and organizational culture cultivation, we will work to build teams that embody our values—“Work together to achieve high targets and exceed expectations .”

Human Capital Policy

Our Group regards human resources as our most important capital, and we believe that allowing each individual to maximize their individuality and capabilities and take on challenges and grow autonomously will lead to sustainable growth for the entire J-OIL MILLS Group.
To achieve our corporate vision of "Joy for Life^®-Bringing joy to the future by food^," we have established a human resources policy that outlines the goals we aim to achieve through our human capital management within the overall picture of our sustainability initiatives that are linked to the company's long-term strategy and growth investments.

Related information