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Leadership and Human Resources Development

POLA ORBIS Group Human Resources Development Policy

The POLA ORBIS Group has 10 brands with different concepts, sales channels and brand appeal, etc. As businesses and brands that develop with environmental changes are expected to become more diversified in the future, human resources who can gain insight into the future and drive the growth of diverse brands will be essential to the Group's growth. We are engaged in various initiatives to create unique and individualistic leaders.
The Way, as defined in our Group philosophy, establishes common Group values and action guidelines. Among them, aesthetic sense in "acting as a charming person with a high awareness of beauty" is one of the Group's unique patterns of behavior, and is defined as the power to value and influence others with one's own views and sensitivity, independent of other companies.In order to enhance these behaviors, we are working to transform the behaviors of each and every human resource in the Group toward realizing our philosophy, such as by evaluating competencies that form a common pattern of behavior for the Group, and developing programs to train next-generation leaders.

POLA ORBIS Group Philosophy

New Group Philosophy

Group-wide behavioral development using competencies

To encourage behavioral changes in each employee, we have rebuilt the competencies applicable to all employees of the companies in the POLA ORBIS Group. In line with the redefined corporate philosophy, the new competency requirements are designed to help the human resources of the Group face up to changes by using their individuality and sensitivity. By showing the corporate philosophy into specific actions in competencies, we will work to realize the corporate philosophy and promote a better understanding among employees.

Redefined POLA ORBIS Group employee competencies

Four guideline Competencies
Face Changes and Challenges. Creating a Vision
Business Context Awareness
Think Deeply and Broadly. Conceptual Thinkng
Analytical Thinking
Cultivate Individuality and Influence Bi-i-shiki (Esthetic Sense)
Impact and influence
Enhance Organizational Dynamism Building a Culture of Development
Valuing Diversity

* The competency model has been designed with the cooperation of Korn Ferry Hay Japan Ltd.

POLA ORBIS Group Group-wide Human Resources Development System

Talent Development Committee

In 2019, the Talent Development Committee was established to effectively promote the development of candidates who might one day assume management positions at Group companies. Comprising directors responsible for human resources at each Group company, the committee has the task of determining 15 key positions, selecting candidates from throughout the Group who meet the criteria for each position, formulating skills development plans matched to individual issues and then monitoring progress. In the second year of this program–2020–the committee met three times to engage in multi-faceted discussions on the personal characteristics of each candidate, including expertise, work experience and qualifications, and selected candidates for each position. The first round of candidate selection for all 15 positions and the associated formulation of skills development plans for individual candidates ran two years from 2019 to 2020. A report was submitted to the Board of Directors on the status of candidates and their training plans. Along with the formulation of a succession plan by the Nomination Advisory Committee, we will continue other efforts to enrich the candidate pool.

POLA ORBIS Groupfs framework for human resources development

To cultivate human resources who see the Group as a whole from a big-picture perspective, we provide opportunities that enable individuals to go beyond organizational walls and embrace challenges on their own to develop their skills and shape their careers. In addition to programs designed to develop nextgeneration leaders, such as the Future Study Program and the Business Innovation Academy, which have participation from across the Group, we offer a free-agent system that gives employees who satisfy certain requirements the chance to transfer to a company or division of choice within the Group as well as a venture program that invites employees to propose ideas for new businesses. We seek to create an environment that promotes having goals and being motivated.

Next-generation Leader Skills Development Programs Constantly Run Groupwide

In a broad sense, our next-generation leader skills development programs highlight the Future Study Program for young employees, the Business Innovation Academy for middle management and coaching for organization changes for newly appointed corporate officers. The current structure of the three programs was initially set up in 2005 with the Future Study Program, and the structure and content of these programs have continuously evolved. These programs have graduated more than 300 people, many of whom went on to executive appointments.

1. Future Study Program

Designed for young employees in their 20s and 30s, the ninemonth Future Study Program welcomes about 12 participants each year. In principle, the program is open to those who want to participate. Young employees with a can-do attitude work in teams to envision the Groupfs future, identify issues that require attention and devise potential solutions to present to management.
Through a varied curriculum that includes discussions with invited guests active in different fields and art workshops at the POLA Museum of Art, participants acquire insights into future business pursuits and sharpen their ability to identify issues requiring attention. The program has had 16 graduating classes since 2005. Ideas presented by participants have been linked to activities driving the growth of the POLA ORBIS Group, including the introduction of a brand of menfs cosmetics as well as human resources strategies such as the free-agent system and open-offer system to affect transfers from an employee perspective rather than a management perspective.

2. Business Innovation Academy

This program for middle management in their 30s and 40s is limited to a few elite individuals, typically five people annually. Every year, we extend a broad invitation to employees aware of issues facing the Group to apply on their own or be recommended to participate in this program, which features a curriculum designed to create leaders with the talent to drive change forward at their respective companies. Over the nine months of the program, participants pinpoint issues of concern within their own company, discuss possible solutions and then draft a concrete plan. They uncover issues within the organization that should have been addressed long ago and issues needing drastic action due to the changing business landscape, and present suggestions to management on reforms to address such issues. The program, which provides a venue for discussion with guest speakers active in various fields and with middle management from other companies, reveals personal value perceptions and leadership issues. During the past 14 years, 82 people have completed the program, which was launched in 2007. Of these, 20 people have been appointed to the position of executive at companies under the Group umbrella.

3. Coaching for organization changes

Coaching for people appointed to the position of executive began in 2013. The goal of customized coaching is to enable participants to hone the ability to influence others positively and sharpen the ability to transform corporate culture, which are important competencies for executives, enabling them to lead many people and cultivate a corporate atmosphere that embraces change. Coaching is offered to about three people each year. A noteworthy aspect of this program is that coaches regularly go on-site to such places as meetings and workplaces, where participants would demonstrate their leadership skills, to observe behavior. Taking an objective perspective, coaches look at how participants convey messages to others and how they conduct themselves around others, then point out where behavior diverges from ideal leadership qualities so the participants know which areas they need to improve. Through this program, executives develop the ability to make better management decisions and bring positive changes to the organization.

Targets and Results Regarding Human Resources Development

Targets and results regarding human resources development
2029 target 2020 results
200% 70%
ESG Information
Corporate Report2020