progress toward our vision for the future, while also strengthening our global presence through efforts such as nurturing talent capable of succeeding on the international stage. around human capital management. While we have already defined key performance indicators (KPIs) and corresponding initiatives for each area of our human capital strategy, we will now reexamine the interrelationships among them to enhance the strategy’s overall effectiveness. We are also considering the introduction of a LINTEC-style job-based employment framework. Our efforts to establish a mass production system for carbon nanotube pellicles for extreme ultraviolet lithography equipment serve as a good example: LINTEC is proactively pursuing the creation of new products and businesses. To ensure the success of these ventures, we must be a company where diverse individuals with various experiences and expertise can come together and thrive. Through initiatives like exploring job-based employment, we aim to strengthen our competitive edge in mid-career recruitment and foster flexible working styles that reflect the diverse needs of our workforce.One of our key priorities is to refine and validate the narrative Executive Commitment to Human Capital StrategyDevelopment of Broad-Based Talent Promotion of Human Capital Management to Enhance Corporate ValuePeople are the LINTEC Group’s most important asset and the driving force behind value creation. Guided by our corporate motto, “Sincerity and Creativity,” we have long fostered a corporate culture that encourages unity across divisions and respects the diversity of every employee. This culture has continuously supported our ability to deliver one-of-a-kind, groundbreaking products and to grow as a company. Today, we operate in a world characterized by volatility, uncertainty, complexity, and ambiguity, where the business environment is in constant flux and the future is increasingly difficult to predict. While carrying forward the corporate culture we have cultivated throughout our history, we are also placing strong emphasis on cultivating people who can boldly take on new challenges and drive transformative change within the Company.As president, I want to be our employees’ most important and strongest supporter. My role, above all else, is to create a work environment where every employee can thrive and to establish systems that allow their experience, knowledge, and skills to be fully maximized.*1 The increase in base pay includes regular pay raises based on performance evaluations and represents the average for union members. The percentage raise is based on standard base pay.*2 Average training cost per employee in the fiscal year ended March 31, 2025: ¥13,894 (up 79.7% year on year) (non-consolidated).For the fiscal year ending March 31, 2026, we have introduced a base salary increase of approximately ¥24,000, resulting in an average raise of about 7.4% year on year.*1 This move is aimed at improving employee motivation, enhancing performance, and boosting our competitiveness in attracting top talent.We have introduced a human capital development program designed to cultivate talented individuals who combine a broad base of knowledge and sensibility with deep expertise in a particular field. This program aims to maximize each employee’s motivation and support self-directed career design. Based on employee feed-back, we will continue to transform our training frame-work based on self-driven development.*236StrategiesStrategies for Strengthening Our CapitalsI was appointed executive general manager of the General Affairs & Human Resources Division in April. Achieving the management goals outlined in our long-term vision, LSV 2030, will require us to advance our business strategy and human capital strategy in tandem. At LINTEC, we pride ourselves on our ability to respond swiftly and meticulously to customer needs through close coordination between our sales, R&D, and production divisions. Until now, our corporate divisions have supported these frontline divisions behind the scenes in various ways. Moving forward, we aim to take a more active role in management strategy discussions, evolving toward a four-part integration that ensures our business and human capital strategies work together as a fully functioning pair. In the fiscal year ended March 31, 2025, the first year of LSV 2030-Stage 2, we continued our employee survey initiatives to improve the workplace environment, promoted digital transformation (DX) in our human resource systems, and introduced new hiring schemes such as the alumni return program and referral-based recruitment to help secure talent for our production sites. In the fiscal year ending March 31, 2026, we will refine and build upon these ongoing initiatives to enhance our A Message from the Executive General ManagerActive Investment in Human CapitalWe are enhancing the effectiveness of our human capital strategy through the advancement and evaluation of human capital management.Takeshi KaiyaDirector, Senior Managing Executive OfficerExecutive General Manager, General Affairs & Human Resources Div.Human Resource Strategy
元のページ ../index.html#38