Initiatives for Human Resource

We employ both administrative and technical employees basically on the premise of long-term employment. In accordance with Japan’s Law on Securing Equal Opportunity and Treatment between Men and Women in Employment, we conduct recruitment based solely on each individual’s abilities and aptitude, and foster employee development through our structured training programs.

The proportion of women in our total workforce has been gradually increasing. At present, one woman holds a management position, and women account for approximately 40% of all new graduates hired for career-track positions over the past three years. In light of the various life events that individuals may experience, we consider it an important issue to create a workplace environment that enables continuous employment. To address this, we implement a combination of effective measures, including the standardization of operations, improved operational efficiency through the use of IT, and smoother information sharing.

With respect to non-Japanese seafarers, we enhance education and training programs for both officers and crew members, promote the internal development of senior officers through a promotion support system, and improve retention on vessels under our management by providing preferential treatment to long-serving personnel. In addition, we have established a scholarship program to identify and develop talented individuals.

In light of changes occurring throughout societal environments, the “Diversity & Inclusion (D&I) Action Guideline” that we established in 2021 has been reviewed and revised as the new “DE&I Code of Conduct.” Based on this Code of Conduct, we will continue and strengthen specific initiatives as detailed below.

• Facilitate career development by conducting early training in anticipation of life events
• Conduct training and seminars encouraging demonstration of strengths

• Establish systems that support returning to work after life events
  Enhance childcare and nursing care-related systems and employee welfare programs, etc.
• Foster a workplace culture where women are able to thrive through management education

• Educate the executives in order to create an atmosphere throughout the entire workplace that makes it easier for women to participate actively

• Provide training and seminars for senior employees regarding career development, including post-retirement

• Advance Initiatives to comply with legally mandated employment rates
• Promote understanding among all employees and provide reasonable consideration tailored to individual disabilities

• Organizational management and human resources development to balance work load and enhance productivity
• Ensure operation and penetration of a personnel evaluation system that assesses accomplishments
• Enhance efficiency by accelerating business reform and DX promotion

• Monitor vacation utilization regularly and strengthen and continue measures to promote employees to take leave

　　Encourage taking leave over consecutive holidays, etc.

• Promote childcare leave among male employees

• Establish mechanisms where diverse human resources are able to feel growth and have their contributions recognized
• Implement skill development measures to achieve the desired qualities for human resources

• Conduct quarterly engagement surveys and maintain the PDCA cycle

We regard our people as our most valuable assets and the source of our competitiveness. Based on this recognition, we introduced a new human resources system in fiscal year 2024 to develop and fully leverage the talent required to execute our new business strategies.

Under the new system, from the perspective of securing and retaining talent, we implemented organizational integration and extended the retirement age to promote the active participation of women and senior employees. In response to changes in the business environment, we also introduced an evaluation framework designed to encourage employees to grow into talent capable of supporting our medium- to long-term business strategies. This includes the adoption of an assign-and-commitment system and evaluation capability development meetings, which enable fair assessment of employees’ challenges and contributions, while strengthening the linkage between evaluation results, promotion, and incentives. Furthermore, we have established dual career tracks for management and professional roles, creating career paths that allow employees to thrive according to their individual abilities and aptitude.

One element of our management philosophy is to nurture and mobilize employee abilities. Specifically, we provide training tailored to the rank and the requirements of employees so that all of them can become a professional in the field of international shipping. On-the-job training (OJT) is at the core of this system which includes training for new employees, training in shipping practices, training at shipping agencies, onboard training, overseas training, and grade-specific and job-specific education.

After joining the Company, seamen work at sea for three to four years and then cycle between shore and sea work in intervals of roughly three to five years. Through these transfers, they gather experience as seamen and of shore-based management, developing as independent officers with broad perspectives. For non-Japanese seamen, we have a promotion support system and skill improvement training programs that include pre-boarding seminars both in the country of recruitment and in Tokyo, classroom training, assistance in obtaining advanced marine certifications, and OJT.