Mindful of how deeply it depends on its employees, Toppan strives to foster employees who will one day go on to create new knowledge and skills. The Group has been nurturing a working environment and corporate culture ideal for the sustainable growth of individuals and Toppan as an organization that contributes to society.

Toppan values its employees as human capital, that is, as precious “human assets” who offer far more than what can be gained from their labor. Toppan is convinced that maximizing the value of human assets will generate human-led innovation that drives the business growth of the Group.

The Toppan Group Human Rights Policy calls for appropriate personnel treatment based on individual work performance to motivate employees to perform to their full potential. The Group provides diverse personnel development programs as learning platforms where human assets can develop abilities suited to their individual jobs and careers.

The Human Resource Development Center in the head office Personnel & Labor Relations Division coordinates with persons in charge of human asset development across departments throughout the Group to institute personnel training programs. These programs to develop and nurture human assets are organized systematically around Toppan University, a platform that strives to foster leaders while supporting the skill and career enhancement of Group employees through basic and special programs, leader development programs, and personal empowerment programs. The center deploys the Human Resource Development Laboratory as an R&D base to study, research, and verify ideal programs for personnel innovation that inspire self-transformation and expand individual potential and abilities to create new value.

Systematic Human Asset Development Programs

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To increase employees’ job satisfaction, the Toppan Group revised its personnel system in April 2022 and established an original job-based personnel system, which adds job-specific elements to the existing occupational grade system.

Job types are divided into the four major categories of administrative, sales and planning, research and development, and DX. Then grades are set according to the required level of ability needed to perform work for each type of job. The Toppan Group will implement personnel system reforms to better reward human assets with diverse skills and career backgrounds.

The main themes of evaluation are “creation of a sustainable society,” “diversity,” “respect for human rights,” and “creation of social value,” and the elements of evaluation are “evaluation of skills,” “evaluation of conduct,” and “evaluation of performance.” Management by objectives (MBO) has been introduced for “evaluation of performance,” and the Toppan Group encourages autonomy in achieving targets and aims to maintain and enhance the motivation of employees.

Targets are set every six months. Communication between managers and team members facilitates clarification of criteria for achievement and the setting and evaluation of specific targets.

For screening criteria for promotions, a system has been established to evaluate employees’ abilities from multifaceted viewpoints instead of only looking at whether employees have the abilities required of the grade they would be promoted to.