Human Capital Development

The Sanwa Group focuses on the development of human capital capable of creating value by enhancing systems and work environments enabling employees to maximize their capabilities.
To ensure fair evaluations and treatment, we are working to uphold the minimum wage and maintain wage levels that allow employees to have job satisfaction based on the labor market and actual situation of each country and region.
Promotions and bonuses in the Japanese market are determined based on performance evaluations, which assess results achieved, and competency evaluations, which evaluate the abilities and behaviors demonstrated in the given roles. Through regular feedback meetings with supervisors, we aim to support growth, clarify challenges, and invigorate the organization.

The Sanwa Group, aiming to become the "Global Leader of Smart Entrance Solutions" as outlined in its long-term management vision, has focused on strengthening human capital in its "Medium-term Management Plan 2024" by emphasizing individual growth through initiatives such as talent development using skill maps. In the "Medium-term Management Plan 2027," the Group is further enhancing its focus on people, with the goal of "improving engagement through the growth of individuals and organizations, and becoming a company full of purpose and appeal." To achieve this, three human resource strategies have been formulated and are being promoted: "Securing talent, strategic personnel deployment and development, linked to regional business strategies" "Creating safe and healthy workplaces and promoting wellbeing" "Maximizing organizational performance through improved engagement".

To Sustainably Create Value

At the Sanwa Group, we take a holistic view that integrates labor costs and other investments in human capital with our operating profit performance. Therefore, we have defined the metric of value added per employee as the sum of labor costs per employee and operating profit per employee. Centered on the strengthening of human capital outlined in our Medium-Term Management Plan 2027, we aim to achieve a 19.3% increase in this metric in fiscal 2027 versus fiscal 2022, with the goal of establishing a virtuous cycle that enables sustainable value creation.

• Occupational Health and Safety
• Health and Productivity Management

3.Maximizing organizational performance through improved engagement

By enhancing individual employee engagement, we aim to maximize overall organizational performance and achieve sustainable growth and value creation. To foster a shared sense of purpose, we regularly communicate messages from management and engage in dialogue regarding our mission--"Contributing to society by providing safety, security, and comfort"--as well as our shared values, management philosophy, and behavioral guidelines that each employee is encouraged to follow.
The Sanwa Group has deeply embedded the PDCA mindset across all operations, encouraging continuous improvement driven by a strong awareness of issues. This approach is integrated into the daily work of everyone, from top management to individual employees. By aligning organizational direction with individual roles, we enhance employee autonomy and motivation, thereby improving overall performance.Looking ahead, we plan to conduct engagement surveys and use the results to continuously identify organizational challenges and implement improvement measures. These efforts will strengthen organizational capabilities and contribute to better business performance.

• Improving Employee Engagement

Our training framework consists of on-the-job training (OJT), off-the-job training (Off-JT) conducted outside of daily operations, and self-directed learning initiatives undertaken by employees. To develop professional talent capable of achieving management goals and to enhance job performance capabilities, we implement training programs systematically and strategically based on company policies. We also aim to maximize the effectiveness of education by evaluating the curriculum and providing follow-up support to participants.

Training system (Group Companies in Japan)

Tiered Training Program

At the Sanwa Group, we conduct tiered training programs designed to help employees acquire the mindset, skills, knowledge, and methods required at each level of the organization, based on their position, years of service, and roles.

Sanwa Management Training School

Since fiscal year 2002, the Sanwa Group has been offering its original leadership development program, the Sanwa Management Training School, designed to cultivate leaders who can think from a broad, strategic perspective like top executives.

Upon completion, participants present innovative proposals that contribute to enhancing corporate value directly to the President and executive officers. To date, more than 500 graduates have completed the program, many of whom now serve as executives and leaders across various departments, driving the Sanwa Group forward.

Development of Global Talent

Under the Sanwa Global Vision 2030, the Sanwa Group is accelerating its global expansion with the goal of becoming the Global Leader of Smart Entrance Solutions. In line with this vision, we are actively developing global talent equipped not only with language proficiency and communication skills, but also with cross-cultural understanding, initiative, and a spirit of challenge.
Specific initiatives include a one-year overseas practical training program in the United States (ODC) and language training programs such as English e-learning. Additionally, approximately 20 employees from Japan are dispatched to ODC, NF, and other Asian group companies as part of intercompany talent exchange efforts. These initiatives help instill the Sanwa Group's vision and strategy across global locations, fostering stronger collaboration and a sense of unity throughout the Group.

Cultivation of DX professionals

As AI, IoT, and other information technologies evolve on a daily basis, companies have faced new challenges in securing human resources with the skills necessary for DX to leverage these technologies and boost their competitiveness. In fiscal 2022, the Sanwa Group established the goal of raising basic IT and DX literacy standards among employees. At Level 1, the focus is on providing employees with foundational knowledge of IT and DX skills; at Level 2, on implementing operational reforms and productivity improvements through data utilization and the digitalization of operations; and at Level 3, on developing leaders who can drive business transformation. Through these efforts, we are working to enhance DX literacy Group-wide.

Fostering a Sense of Ownership in Management

To foster a sense of ownership in management and support long-term asset building for employees, the Sanwa Group has established an Employee Stock Ownership Plan for all domestic group employees. We actively encourage participation through various initiatives, including incentive contributions based on employee investments. This program helps enhance employees' awareness of their role in corporate management while also supporting their financial well-being over the long term.

Conducting an Engagement Survey (Japan)

We conducted an engagement survey for all employees across all domestic Group companies in fiscal 2025. Moving forward, we will collaborate with our human resources units and regional talent development teams to utilize the engagement survey as a catalyst for behavioral change, thereby fostering a corporate culture that supports the growth of both individuals and the organization.