Cultivating Human Resources

The Group adopts “Encourage individual personalities to flourish within a teamwork environment, leading to the creation of new values” as part of its Group philosophy. With the aim of developing the ability to promptly recognize social changes, leverage creativity, and create and spur change independently, each of our employees takes on challenges in new domains, guided by a strong desire for realizing personal growth.

Our Perspective on Human Resource Development

The greatest asset of the Hakuhodo DY Group—and the source of its competitiveness—is its people, who bring creativity to life. Our human resource development is driven by three perspectives: harnessing the diverse powers of individuals with eclectic talents, bringing out the power of mutually enhancing teams, and generating a high degree of creativity. Specifically, we provide a wide range of learning opportunities that encourage each employee’s self-directed growth, foster a culture of co-creation within the organization, and work to enhance creativity grounded in sei-katsu-sha insight. Each Group company builds their own distinctive personnel systems and training programs, tailored to their specific business characteristics, based on these three perspectives. In addition, to generate Group synergies, we implement initiatives such as inter-company personnel exchanges and cross-Group training programs for selected management and young talent.

Harness the Diverse Powers of Individuals with Eclectic Talents

Draw out each employee’s latent abilities and sensitivities and nurture their strengths. Provide a wide range of learning opportunities to allow them to understand their current capabilities and enable them to respond promptly to business changes.

Bring Out the Power of Mutually Enhancing Teams

Combine the powers of individuals with diverse strengths, maximize their powers in teams, and enrich the foundation for producing results that connect sei-katsu-sha, organizations and society, enrichening the co-creation culture．

Generate a High Degree of Creativity

Create opportunities to gain deep insight, ask creative questions, and engage in deeper thinking to address increasingly complex issues. From these experiences emerges the advanced creativity that generates new value.

Examples of Important Indicators

Item Results
Amount of investment in education to cultivate human resources ¥2.67 billion *¹
Total interview hours for managing employee targets and developing capabilities 19,292 hours *
Percentage of employees who felt they have grown from the previous year 73.2％ (Hakuhodo)
72.5% (Hakuhodo DY Media Partners)

Target: FY2024
*1　Hakuhodo (Hakuhodo, Hakuhodo DY Media Partners), Daiko Advertising, YOMIKO ADVERTISING, Hakuhodo DY ONE (IREP, D.A.Consortium), SoldOut, HAKUHODO Technologies

Initiatives and Performance

  • A Variety of Training Programs

    All of the Group’s training includes elements that hone creativity. Since creativity is something refined through the daily cycle of learning, thinking, and implementation through work, training serves as the launching pad for that cycle. Moreover, a majority of the training is original content in which Group employees serve as instructors, and one of the features of this system is that it allows trainees to come into contact with the various forms of creativity possessed by those employees.

    Total number of employees
    who served as in-house lecturers
    1,633

    Coverage: Hakuhodo (Hakuhodo, Hakuhodo
    DY Media Partners), Daiko Advertising,
    YOMIKO ADVERTISING, Hakuhodo DY ONE
    (IREP, D.A.Consortium),SoldOut,
    HAKUHODO Technologies (FY2024)

  • Group-wide Human Resource Development Programs

    The Emergent Management Program

    The Emergent Management Program was started in 2007 with the aim of developing the coming generation of management human resources required by times of rapid change. The program will help participants become managers that actively work toward change and bring about innovation in the organization. This particular program focuses on the value profit chain and innovation theory, and consists of a two-year curriculum that includes training camps.
    It is aimed at executives and division heads of Group companies (or employees in corresponding positions).

    The Growth Action Program

    Launched in May 2020, The Growth Action Program is a form of training for developing human resources who can break through existing conditions with their own skills, that have the ability to bring about innovation, and that can generate change. Employees in their late 20s to 30s learn thinking frameworks for creating change in themselves, their work, and their team over the program’s half-year curriculum.

    Total number of Emergent Management Program participants
    789
    people
    (Total as of fiscal 2024)
    Total number of
    Growth Action Program participants
    223
    people
    (Total as of fiscal 2024)

  • Opportunities for Growth That Transcend Daily Work

    To ensure our growth is sustainable rather than temporary, individual employee growth plans are shared by each of our employees and the Company, and it is crucial that we establish a means for employees to achieve their medium- to long-term career plans. We have also introduced programs that provide employees with various opportunities to maximize their growth and become familiar with the DNA and way of the Group, in addition to improving their skills.