Personnel Management
HR System
MIRARTH HOLDINGS Group is promoting a personnel system based on the idea that each employee is a co-creator of lasting growth for the future. Takara Leben has revised its personnel system based on response to changing times and purpose.
The new system aims to create self-growth and job satisfaction for employees by setting evaluation items based on Purpose Values in behavioral evaluations related to promotions and salary increases, and by setting evaluation standards that enable evaluation of employees who embody these values.
In addition to base increases, we are also promoting the creation of a secure work environment by establishing a new transfer allowance to support employees who are relocating.
Through these efforts, MIRARTH HOLDINGS Group aims to create stable human resource development and job satisfaction.
Basic Policy for Personnel System
Personnel system which stably nurture talent required to achieve management plan
- Clearly state the type of people required by the company based on the Purpose Values and to build a framework where employees can set out their career vision.
- Review distribution of labor costs to secure and keep talented people as well as to enhance motivation.
- Conducting education and selection to produce excellent management personnel.
- An operational system to ensure evaluation and treatment are highly fair and transparent to nurture employees’ sense of acceptance and increase their desire to grow.
Our Values
Passion & Inspiration
BE PASSIONATE AND SHARE OUR EXCITEMENT
To be passionate about creating vibrant environments and to inspire and be inspired by people who share our vision.
Sustainability
HARMONIZE OUR UNIVERSE AND MAKE A SUSTAINABLE WORLD
To create a sustainable world where people, nature, and society coexist in harmony.
Value Creation
CONTINUE TO CHANGE AND MAKE NEW VALUE
To continue to evolve and keep up with the rapid change around us To create new value.
Diversity & Co-creation
BELIEVE DIVERSE IDEA AND UNITE OUR COMMUNITY
To value each individual's ideas and co-create a diverse and equitable environment with the local communities.
Integrity & Trust
BE HONEST AND PROMISE THE LIFE OF PEOPLE
To generate a trusting relationship among people and society through protection of our safety and security.
Effects of Personnel System Revision
Takara Leben is conducting a detailed analysis of the progress of the new personnel system, which is designed to ensure appropriate, fair, and transparent evaluations and treatment and alignment of evaluation criteria, and will work to make continuous improvements.
Annual evaluator training and training for new managers are conducted to resolve the upward trend in evaluations and variations in evaluation criteria.
to the talented people
of operations
retention rate of
talented people
- Productivity improvement
- Creation of new businesses
- Passing down knowledge
- Development of unity within the company
Personnel Evaluation and Management
360-Degree Diagnosis
We conduct 360-degree diagnosis for the purpose of training managers and above and improving the organization. The 360-degree diagnosis is an effective opportunity to learn how one's daily activities are perceived by those around them, to learn about gaps in perception between oneself and others, and to gain an objective view of oneself. The purpose of the 360-degree diagnosis is to understand strengths and weaknesses that you do not recognize unless receiving multifaceted feedback from those around you, and to improve your ability to demonstrate your behavior by learning about your own behavioral tendencies.
In FY2023, a survey was sent to the individual, his/her supervisor, co-workers, and subordinates, targeting deputy managers and above. Based on the results of the responses, feedback was provided to the individual.
Implementation of Talent Management System
As the group has grown, it has become increasingly difficult to keep track of employees, as personnel information and data are scattered and managed by each group company. Takara Leben implemented a talent management system to solve these issues and to manage personnel information effectively from multiple perspectives to maximize the use of human resources. In FY2023, the system was also introduced to Group companies.
A talent management system is a tool that converts various information such as each employee's skills, abilities, transfers, and evaluations into data and manages it centrally. The centralized management of disparate information enables multifaceted analysis and visualization of human resource information, leading to strategic utilization of human resource information.
Human Resource Development
Training System
We offer a variety of training programs aiming at the growth of each employee and the improvement of our overall strength as an organization.
Basic Policy on Education and Training
- Develop human resources not only based on our vision, but also as members of society that we can be proud of to our stakeholders.
- Implement programs that enable each employee to feel a sense of personal growth and design their career.
- Enhance the organization and work management skills necessary for each job rank, including leadership and developmental capabilities and organizational management capabilities, linked with the personnel evaluation systems.
- Support the acquisition of specialized knowledge, skills, and the other business skills necessary for the execution of business.
New Employees' Training
New employees undergo periodic training for three years after joining the Company to foster awareness as members of society, members of an organization, and employees as well as self-awareness of their own work duties and responsibilities within the Company and to acquire the skills required to produce results as professionals. In accordance with the New Employee Three-Year Educational Program, new employees undergo training in their first, second, and third years of employment to clarify their roles, targets, objectives, and so on and to foster employees who can exercise initiative.
Support for Acquisition of Real Estate Transaction Agent Qualifications
Takara Leben is promoting measures to encourage its employees to obtain the Real Estate Transaction Qualification (hereafter referred to as Takken), requiring them to submit a study plan, providing guidance on study materials, and conducting mock tests.
Takara Leben Realnet also provides support for obtaining the Takken qualification by conducting in-house tests once a week, using exercise books.
Expansion of education training
Takara Leben is striving to enhance its education and training programs with the aim of improving the growth of each individual employee and the overall strength of the organization. In FY2023, we systematically implemented a year-long program to acquire the knowledge and skills required of each individual, including training for new employees, training by job level, and training for selected personnel.
Training Structure Chart
Job Rotation
We are promoting activation of job rotation, which involves regular transfers of workplaces and changes in duties. By having young employees experience transfers across headquarters and divisions, we promote understanding of the company as a whole, the pursuit of their potential, and the strengthening of their ability to adapt to different environments. We will also develop generalists with a wide range of knowledge and skills, and strengthen organizational capabilities by deepening ties between departments.
Digital Human Resource Development
MIRARTH HOLDINGS believes that it is important to develop digital human resources within the group to promote DX.
Implementation of personnel exchange
MIRARTH HOLDINGS is building a digital human resources development platform by leveraging the knowledge and technology of SoftBank Corp., a company that practices and provides innovative approaches to the development of digital human resources, as well as conducting human resources exchanges between the two companies.
Through this measure, we will establish a training (e-learning) system to develop digital human resources and establish a digital human resources development infrastructure that includes a management and follow-up system to monitor the level of understanding and establish how to use advanced technologies. In addition, through the development of a training system and the exchange of human resources among the Group, we will clarify the definition of digital human resources and the method of their development. Through the exchange with SoftBank Corp., we will accumulate experience and knowledge of digital human resources development know-how, knowledge on the promotion of digital measures among the employees, and internal organizations of the Group. Furthermore, we will also build an organization and personnel structure to promote digital measures.
DX Internship
MIRARTH HOLDINGS has been conducting a long-term internship program since FY2022 for the purpose of verifying the requirements for recruiting new graduates who will promote DX and to inform universities and technical colleges that train engineers and other external parties of our efforts related to digital human resources. In FY2023, we invited three students from Kadokawa Dwango Graduate School Of Information Technology, an educational institution that trains engineers, to the Tokyo Head Office and Group DX&VX Strategy Department for approximately three months to gain work experience in sustainability, in collaboration with the Group Public Relations Division and Sustainability Promotion Division.
MIRARTH INNOVATION LABO ～Mirai Labo～
MIRARTH INNOVATION LABO (MIRARTH Innovation Labo/ Mirai Labo) was established by participants of the hierarchical selection training program conducted for G3 level (non-managerial and leader level) employees of Takara Leben.
Based on the idea that it is necessary to "develop young employees," "promote cross-functional involvement across divisions," and "create an environment where employees want to continue working," to sustain MIRARTH HOLDINGS for 100 years, we have developed educational programs, organized study sessions, and actively encouraged the use of annual paid leave. Through these efforts, we aim to create an environment in which new graduate employees can work with a clear goal image and a sense of fulfillment after three years, foster departmental understanding and a cross-functional communication culture, and promote the use of annual paid leave.
Promotion of Well-being Policies
Employee Happiness Survey
Takara Leben, whose vision is "THINK HAPPINESS AND MAKE THE HAPPINESS." believes that increasing employee happiness is important for improving corporate value. We have been conducting a happiness survey for our employees since FY2022, and a group-wide happiness survey was conducted in FY2023.
Well-being refers to a state in which one is physically, mentally, and socially fulfilled, and the importance of well-being has been highlighted in Goal 3 of the SDGs, as well as in terms of securing human resources and maintaining and improving economic vitality.
The Happiness Survey measures and quantifies the current level of employee happiness. We set KPIs by understanding and analyzing "the level of happiness" and "which items are sufficient or insufficient" of our employees, as well as examining future measures.
We will continue to conduct happiness surveys, promote strategic personnel affairs and optimal allocation of human resources to enhance employee happiness, and strengthen the system building associated with the change to a holding company.
Employee Personnel Interviews
In order to improve the working environment and workplace environment, and to create an environment where employees want to work for the company forever, Takara Leben conducts personnel interviews with all employees.
We collect information to reduce overtime hours, and by understanding employees' career plans, we consider improvement measures and aim to build a relationship in which employees feel comfortable discussing these issues with us.
Takara Leben Realnet is also working to improve the workplace environment by conducting personnel interviews with all employees and starting to operate a training system based on employees' opinions and requests.
Return to Employees
Takara Leben implemented an average base salary increase of 6.3% in FY2024 to respond to the historic rise in prices and to attract, empower, and promote the success of diverse and talented human resources, who are the source of our competitiveness and lead to increased productivity. Moving forward, we will continue to create an environment where employees can work and live with peace of mind, aiming to enhance employee engagement and strengthen Takara Leben's corporate competitiveness.
Strengthen Communication with Employees
We are promoting measures to listen to the voices of our employees in order to realize a better working environment.
Group Events
MIRARTH HOLDINGS held its KICK OFF FORUM 2023 in April 2023. In addition to sharing the vision of Purpose and each company, awards were presented for "New Common-Sense Pic 2022," a new business proposal system for group company employees, long-service awards, and introductions of new employees. In addition to the above, we are also working to deepen communication with employees and foster a sense of group unity by holding events that bring all group employees together, such as MIRARTH HOLDINGS New Year Party 2024, the first New Year's party held in four years, to promote awareness of our Purpose and vision, and to foster a sense of unity among group employees.
In addition, Leben Home Build held an all-hands-on-deck rally to promote employee ties and communication across departments. After an explanation of management policy by the president, internal awards were presented, and a reception was held to deepen friendship among internal and external employees and foster a sense of unity throughout the organization.
SPORTS FESTIVAL2023
"MIRARTH HOLDINGS SPORTS FESTIVAL 2023" was held at Saitama Super Arena in October 2023.
Approximately 1,300 employees and family members of MIRARTH HOLDINGS Group participated in several events, including an obstacle race, relay race, and a big ball rolling competition.
This festival was held for the first time in four years after the pandemic caused by Covid-19 and the first since the Holdings structure was established, promoted health and fostered friendship within the Group.
1 on 1 System
One of the seven pillars of Takara Leben's new medium-term management plan is to "develop human resources and create a rewarding work environment." In order to build a better working environment by promoting communication between supervisors and subordinates, we conduct "1 on 1" meetings where supervisors and subordinates meet on a regular basis to discuss open topics. By providing opportunities for dialogue every other week, we aim to avoid miscommunication, promote mutual understanding, and build trust.
Company-wide Morning Meeting and Survey
Since June 2022, MIRARTH Energy Solutions (formerly Leben Clean Energy) has been holding a monthly company-wide morning meeting with the president for the purpose of sharing the company's direction. To understand the questions and concerns raised then and to help make improvements, a questionnaire is sent to all employees. The president picks up on the opinions and questions and provides feedback as appropriate during the general morning meeting.
Expansion of MIRARTH NOTE
MIRARTH HOLDINGS Group operates an intra-group website, MIRARTH NOTE, to promote information sharing and communication that leads to "maximization of group synergy." MIRARTH NOTE has a function to share information on each company's initiatives and releases among group companies, and to obtain up-to-date information useful for improving operational efficiency, such as manuals and bulletin boards.
MIRARTH NOTE has a function to share each company's initiatives and release information among group companies, and contains manuals, bulletin boards, and other up-to-date information useful for improving operational efficiency. In FY2023, we established a new "Sustainability Action!" page within MIRARTH NOTE to provide timely information on Group-wide sustainability activities. We are working to promote sustainability within the Group by linking the sustainability initiatives of each Group company to the 17 goals of the SDGs, and the articles to various social issues.
Futsal "Kazushi Kimura Cup"
In order to contribute to the community of Yokohama, Kanagawa Prefecture, where our head office is located, and to increase corporate recognition, Leben Trust sponsored the "Kazushi Kimura Cup" futsal tournament held by Comprehensive Community Sports Club in Yokohama City.
The Kazushi Kimura Cup is held at Sports Jungle 10, Comprehensive Community Sports Club produced in 2012 by Kazushi Kimura, former Japanese national soccer team player and former coach of Yokohama F Marinos, and is open to all ages and genders. An exhibition match against the Dream Team led by Mr. Kazushi Kimura was also held, and a team of executives and employees from Leben Trust participated in the match, adding to the excitement of the tournament.
Cycling Shimanami
Takara Leben West Japan (currently Takara Leben) sponsored "Cycling Shimanami 2022" as a Silver Partner to strengthen relationships with the community, support the area, and increase awareness of the company name. Cycling Shimanami is an international cycling event held every two years. All courses include riding on the highway, including the unique bridges connecting the islands, and it is the only time in Japan that the main line of the highway, which is in service, can be ridden. Six employees from Takara Leben West Japan participated in the event.
