Personnel Management
HR System
MIRARTH HOLDINGS Group is promoting a personnel system based on the idea that each employee is a co-creator of sustainable 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 on Human Resources System
HR System that Continuously Develops Talent to Achieve Business Plans
- Clearly define the Company's ideal employee profile based on its purpose-driven values and building a system that enables employees to envision their own career paths.
- Attract and retain top talent through appropriate compensation allocation and boost employee motivation.
- Implement training and selection programs to develop strong managerial talent.
- Enhance employee understanding and motivation for growth by ensuring fair and transparent evaluations and treatment through mandatory midterm meetings between evaluators and those being evaluated.
Our Values
Passion & Inspiration
To be passionate about creating vibrant environments and to inspire and be inspired by people who share our vision.
Sustainability
To create a sustainable world where people, nature, and society coexist in harmony.
Value Creation
To continue to evolve and keep up with the rapid change around us To create new value.
Diversity & Co-creation
To value each individual's ideas and co-create a diverse and equitable environment with the local communities.
Integrity & Trust
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.
Personnel Evaluation and Management
360-Degree Evaluation
To support the nurture of management-level employees and strengthen organizational effectiveness, MIRARTH HOLDINGS Group conducts 360-degree evaluation.
This initiative allows participants to understand how their day-to-day behavior is perceived by others. By comparing self-perception with external feedback, individuals gain valuable insights into both alignment and gaps in self-awareness. The process helps uncover unrecognized strengths and weaknesses, encouraging behavioral growth and enhancing performance.
In FY2024, the program targeted deputy general managers and above (directors and above at group companies excluding Takara Leben), collecting input from the individuals themselves, their supervisors, peers, and subordinates. Based on the results, personalized feedback was provided to each participant.
Implementation of Talent Management System
As the Group expands, it has become more difficult to keep track of employees, and personnel information and data are managed and scattered by each Group company. To resolve these issues, the Group is introducing a talent management system to manage personnel information effectively and from multiple angles and make the most of its human resources.
A talent management system is a tool that digitizes and centrally manages various information about each employee, such as their skills, abilities, transfers, and evaluations. By centrally managing previously dispersed information, it becomes possible to analyze and visualize human resource information from multiple angles, leading to strategic use of human resource information.
Human Resource Development
Human Resources Development Policy
To realize our purpose, we aim to nurture talent with strong business fundamentals and trusted character, who lead their teams to achieving goals by taking initiative and embracing challenges.
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 Training and Development
- Nurture individuals who not only embody our vision, but are also responsible members of society, worthy of the trust and pride of stakeholders.
- Implement programs that foster a sense of personal growth and support career design for every employee.
- Strengthen organizational and operational management capabilities, such as team leadership and supervisory skills, tailored to each level and aligned with the performance evaluation system.
- Acquire the specialized knowledge, technical skills, and operational capabilities to perform each task effectively.
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 initiatives to encourage employees to acquire real estate broker qualifications, and is providing guidance on teaching materials and conducting mock tests.
Enhancement of Training and Development
Takara Leben is committed to strengthening its training programs to support individual growth and improve our overall organizational capabilities. In FY2024, the Company systematically carried out training programs throughout the year, including hierarchy-based training such as new employee programs and specialized sessions for selected personnel, to help individuals acquire the knowledge and skills required for their respective roles. In fiscal 2025, we revised the overall framework of our training programs to align with the Purpose and Values established at the founding of our holding company.
Training Structure Chart
Conducting Feedback Interviews
At MIRARTH HOLDINGS and Takara Leben, feedback interviews are held every half-year between evaluators and employees. These interviews are designed to promote individual growth, with each employee setting goals linked to the Companies' management strategy as part of the performance evaluation process. In addition, behavior evaluation criteria, which is based on Our Values and defined according to job grade, are used in three interviews held annually at the start, midpoint, and end of the fiscal year.
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 Resources 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 Program
Since FY2022, MIRARTH HOLDINGS has been running a long-term internship program aimed at two key goals: verifying the qualifications required to recruit new graduates who can lead digital transformation (DX), and communicating our initiatives for developing digital talent to external institutions such as universities and technical colleges that train future engineers.
Starting in FY2024, new employees hired through the program have begun taking active roles. With a solid foundation in engineering gained during their studies, they have been able to contribute to DX initiatives from an early stage and are already making a meaningful impact across the organization.
MIRARTH INNOVATION LAB – Mirai Lab
MIRARTH INNOVATION LABO (also known as Mirai Lab) was established in FY2023 by participants of a hierarchy-based selection training program targeting Takara Leben's G3-rank employees (non-managerial, leader class).
Based on our belief that "ensuring the longevity of MIRARTH HOLDINGS over the next 100 years requires cross-functional collaboration and flexible, innovative thinking," the Lab focuses on nurturing young talent, fostering interdepartmental engagement, and creating a workplace where employees are motivated to stay.
In FY2024, the Lab led a range of initiatives, including developing a three-year development curriculum for new graduates, organizing cross-departmental roundtable talks and study sessions, and sharing examples of paid leave and parental leave usage through the in-house bulletin board.
Promotion of Well-being Policies
Employee Well-being Survey (Sense of Happiness)
At Takara Leben, our Vision is to "THINK HAPPINESS AND MAKE THE HAPPINESS." We believe that employee well-being is key to enhancing corporate value. In line with this belief, we launched a happiness survey targeting our employees in FY2022 and have expanded it across all Group companies since FY2023.
Well-being refers to a state in which an individual's physical, mental, and social needs are fully met. Its importance is highlighted in Goal 3 of the SDGs, and it is increasingly recognized as essential for retaining talent and maintaining and improving economic vitality.
The survey uses a seven-point scale to measure and quantify employees' sense of well-being. It helps identify how happy employees feel overall, as well as which aspects of well-being are sufficient or lacking. Based on these findings, we set KPIs and developed future strategies accordingly.
We will continue to conduct the survey and promote strategic human resource management and optimal personnel placement to enhance employee well-being, while also strengthening organizational structures in line with our transition to a holding company. In addition, we will work together with board members to further reinforce the creation of a workplace environment where harassment does not occur.
Employee Personnel Interviews
Takara Leben conducts HR interviews with new employees with the aim of addressing the concerns and uncertainties they may have and supporting their smooth adjustment to the workplace at an early stage. By reflecting the voices of new employees with diverse backgrounds, we work to create a workplace environment where everyone can thrive. Through dialogue with new employees, the Company also seeks to share mutual expectations and challenges, building a relationship of mutual growth and enhancing employee engagement. Based on the insights gained through these interviews, we are working to improve our overall HR systems, including areas such as working hours management and career development support.
Takara Leben Realnet also conducts personnel interviews with all employees. Feedback and requests gathered through these sessions have led to initiatives like the introduction of new training programs, helping drive continuous improvement in the workplace.
Return to Employees
In FY2024, MIRARTH HOLDINGS and Takara Leben raised their salaries by an average of 6.3% in order to respond to historic price increases and to attract diverse and talented human resources, which are the source of competitiveness, and to improve productivity. We will continue to create an environment where employees can work and live with peace of mind, improve employee engagement, and strengthen corporate competitiveness.
Introduction of Optional Defined Contribution (DC) Pension Plan
As part of efforts to further enhance our employee benefits program, MIRARTH HOLDINGS and Takara Leben introduced a Selective Defined Contribution (DC) Pension Plan in December 2024.
The DC pension system allows employees to take the lead in building their retirement savings and receive the investment results after retirement. Under this new optional plan, the Companies contribute 1,000 yen per month, while employees can choose to make additional contributions from their bonuses. This flexible system allows individuals to manage their assets in ways that reflect their life stage and personal values. Through this initiative, we support the creation of an environment where employees can plan their future with confidence, even in an ever-changing social landscape.
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
In May 2024, MIRARTH HOLDINGS held KICK OFF FORUM 2024, a group-wide event bringing together employees from across the organization. Through a talk session led by members involved in formulating the long-term vision, the forum sought to deepen understanding of the Company's Purpose and future Vision.
A Q&A session was also held to respond to questions from employees, fostering two-way communication. Additional highlights included the award ceremony for "Shinjoshiki (New Common Sense) Pic 2023," a new business proposal initiative for Group employees, recognition of long-serving employees who have contributed over many years, and the introduction of new graduate hires who will lead our future.
The event, which brought together employees from across the Group to interact with one another, served as a valuable opportunity to enhance communication and foster a sense of unity throughout the entire Group.
SPORTS FESTIVAL 2024
In October 2024, MIRARTH HOLDINGS held SPORTS FESTIVAL 2024 at Saitama Super Arena. Around 1,400 employees from across MIRARTH HOLDINGS Group and their families came together to enjoy a day of connection through sports. The event featured a variety of activities that everyone could enjoy, regardless of athletic ability, including multi-sport competitions, family-friendly games for children and parents, and even a hands-on mushroom-picking experience get in touch with nature. It was a day filled with smiles and joyful moments for all.
The festival served as an opportunity to deepen camaraderie through sports while also encouraging greater awareness of personal health.
1 on 1 System
In order to create a better workplace environment by promoting communication between supervisors and subordinates, MIRARTH HOLDINGS and Takara Leben conduct regular "1 on 1" meetings in which supervisors and their team members engage in conversations on a variety of topics. By providing opportunities for dialogue, the initiative aims to prevent miscommunication, foster mutual understanding, and build trusting relationships.
Expansion of MIRARTH NOTE
The 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 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.
