Initiatives for Domestic Employees

Our mission is to develop individuals and organizations in alignment with the Group’s management goals. The key concept here is “Well-being.” We recognize people as capital, and design and implement how we invest in them, connecting that investment to results.
However, we do not view Well-being as merely welfare programs or improved satisfaction levels. We address all three aspects, physical, mental, and social, and have focused particularly on “close interpersonal relationships” and “meaning in work.” Through dialogue sessions that have continued over the past five to six years, coaching, team-building, and purpose exploration workshops, we have worked to improve Well-being.
As we continued these efforts, departments began to request dialogue sessions voluntarily, and a pattern emerged in which participants recommended the sessions to colleagues. As a result of emphasizing balancing individual success and strong teams, managers’ mindsets have advanced significantly over the past year. From August, we began full-scale implementation of Purpose one-on-one sessions, establishing a framework in which managers proactively contribute to creating purpose in work.
On-site, a “pretty good” workplace atmosphere has been steadily taking hold. Challenges inherently involve failure, but we believe that aiming to build an organization where people can try again, supporting diverse success based on belief in employees’ potential, reflects our identity.

Human capital management is the cycle of “investing in people → people’s growth → organizational growth → corporate outcomes.” While WILL GROUP has long had a strong commitment to valuing people, we lacked a robust design linking investment to outcomes. To address this, we developed our own indicators and continue to conduct sustained measurement and analysis.
A five-year longitudinal survey revealed that the “Job Satisfaction Score” and the “Workplace Happiness Score” are key factors in improving Well-being. The Job Satisfaction Score measures the degree to which employees feel personal growth and find meaning or conviction in their work. The Workplace Happiness Score visualizes trust relationships, psychological safety, and the degree of support within the workplace. Additionally, it became clear that “sense of actual growth” and “meaning/conviction in work” are essential factors for raising the Job Satisfaction Score, while “mutual understanding among employees” and “a workplace atmosphere that encourages taking on challenges” are important factors for the Workplace Happiness Score.
The distinguishing feature of our data utilization is that we do not simply collect and manage numbers; we translate analysis results into specific actions. For example, in departments where a low sense of growth was identified, we focused on implementing skill training and career interviews. As a result, the following year’s scores improved and turnover rates declined. Numbers are being used as starting points for action.
Another important point is that survey results are shared in management meetings and reflected in business strategies and investment decisions. By positioning human capital not as “an HR issue” but as “a management issue,” we can explain, based on data, how investment leads to financial outcomes and sustainable growth, which is a major strength.
Our next area of focus is building mechanisms that move people not only for the tasks at hand but also for the medium- to long-term and company-wide perspectives. The goal is advanced individual support and enabling everyone to contribute, while the indicators are the coexistence of Well-being and productivity. Concretely, we will realize optimal job placements and draw out people’s potential, including through assignments for senior employees and cross-department moves. We will also foster a sense of ownership and optimize transfers, development, and succession. Career autonomy is also important; a culture in which each individual independently shapes their own career leads to a stronger organization. While the current primary target is domestic general employees, we are beginning to expand to overseas employees and specialized employees, starting by visualizing and understanding the overall picture.

Within WILL GROUP, initiatives that draw out employee autonomy are spreading. A representative example of this is the Dantotsu WILL Project. This project was launched by employees who wanted to “make the company better,” and it advances improvement activities based on ideas originating on-site. Employees from across departments and roles set their own challenges and implement solutions, fostering cross-functional collaboration. More than 300 employees have participated so far, generating diverse initiatives, including obtaining qualifications, community activities, and family-focused projects.

Another key initiative that fosters self-driven behavior is the Dream Support Program. Designed to encourage challenge and engagement, it applies to both general and specialized employees. Employees declare dreams they want to pursue, whether personal or professional, and colleagues and the company work together to support them. Many applications come from overseas as well, and some overseas employees have passed the selection process, demonstrating its function as a system that supports challenges across national borders.

A defining characteristic of WILL GROUP is the culture that improving the company is not only the responsibility of management or HR but of all employees. Numerous initiatives arise in which participants and project members gather through an open call and take autonomous action. Through these systems, a “culture of supporting challenge” has taken root, elevating the quality of relationships and employee engagement. The increase in positive movements that naturally emerge on-site is a major achievement of our cultural transformation.

To our investors, we want to convey that WILL GROUP’s human capital management is not merely a set of systems or mechanisms but a source of sustainable corporate value creation. Over the past five years, we have accumulated data and clarified the causal relationship between investment and outcomes. By further advancing talent management and enabling every employee to contribute, we will build competitive advantage.
To our employees, we want to express that the company genuinely believes in the potential of each and every one of you. While the systems to support challenge are steadily being established, you are ultimately the main character in them. Embrace career autonomy and find a way of working that is true to yourself.
And to our future colleagues, we promise that, as a Change Agent Group that brings positive change to individuals and organizations, the WILL GROUP will fully support you in your challenges. Here, you can continue growing while making society better through your work.
The true value of our HR strategy lies in creating an environment where every employee feels that they are bringing positive change to others through their work. We are convinced that this is the essence of the WILL GROUP’s human capital management and the greatest driving force behind sustainable growth.