We respect our employees and aim to create a work environment where employees can work cheerfully and enthusiastically, create a nurturing work culture, and promote a balance between corporate, social, and private life within that environment and culture.
Takara Bio Group Human Resources Policy
Takara Bio Group considers human resources to be an important management capital. We are an organization in which each and every employee gathers together. Based on the belief that the collective strength of human resources is the source of sustainable growth and development of the company, we believe that it is essential to maximize the capabilities of individuals and organizations by investing in human resources in order to achieve further enhancement of corporate value and growth of the Group.
We will promote the development of workplaces where work is fulfilling and rewarding, as well as a corporate culture that fosters people. At the same time, we will develop human resources who will support the next generation of the Group and human resources who will realize global business growth, and realize the active participation of diverse human resources.
We have put in place systems and training programs for our personnel as we strive to achieve a corporate climate that can best reflect the skills possessed by and challenges faced by our employees in our management and business practices.
Our training program includes stratified training by job level and years of service, as well as objective-based training.
Example of stratified training program
|
Example of objective-based training programs
|
The existence of diverse viewpoints and senses of values that reflect different experiences, technical skills, and attributes regardless of gender, nationality or other traits among employees is the strength that allows a company to continuously grow.
We believe that active involvement of diverse human resources at Takara Bio is essential to achieving continued growth going forward.
|
We are working hard to put workplace and labor environments in place that will allow our employees to work comfortably, and are crafting systems to ensure that all our employees can work enthusiastically while maintaining a balance between their work and their personal lives in keeping with their individual lifestyles.
Crafting workplace and labor environments |
Regular health checkups, mental health care, health consultations by occupational physicians, help lines and internal reporting systems (in Japan and at international subsidiaries) |
---|
Work-life balance |
Flex time, temporary part-time work for parents, parental and caregiving leave, consultations for employees taking parental leave, reformation of long working hours, “no overtime day,” work-from-home |
---|
Theme: Human Resource Development and Organizational Development
Measures |
Targets for FY2026 |
Description |
---|
Development of next-generation leaders, young human resources, and executive candidates. |
Implementation of training by job position and purpose. |
Conducted once a year. |
Job rotation according to individual interests, abilities, and aptitudes. |
Creation of skill maps, use of self-assessment systems, and identification of appropriate issues through training. |
Conducted once a year. |
Theme: Promote the active participation of diverse human resources and realize a comfortable work environment and work-life balance
|
|
*Asia excluding Japan and China
|
*Turnover of newly-graduated employees who leave within three years of service