Measures to Enhance Human Capital

  MISUMI addresses inefficiencies in the Industrial Automation (IA) industry through a time-based strategy, enhancing Customer’s Time Value.
Increasing the Customer’s Time Value in the IA industry leads to accelerated automation and labor-saving, contributing not only to the IA industry but also to the sustainable development of our society. The sustainable development of society creates demand in the industrial sector, bringing new opportunities for MISUMI.This structure, where the IA industry, society, and our demand are interconnected and develop together, is an aspired style of management referred to by our Group as “Growth Chain-reaction”, and we aim for its sustainable realization.

  To realize Growth Chain-reaction, MISUMI is committed to the continuous evolution and development of the “MISUMI MODEL,” with a mission to thoroughly pursue reliable, quick delivery and minimize customer inefficiencies. To fulfill our mission of achieving “MISUMI MODEL evolution and development,” we encourage our employees to continuously pursue their next challenge, whether it involves trying to new strategy or taking on a new role. Consistently committing to the improvement of Customer’s Time Value (Your Time, Our Priority) and to the MISUMI MODEL evolution and development, fuels our Group’s Growth Chain-reaction and contributes to the personal growth of employees themselves. The “next challenge of employees,” as defined in MISUMI Value’s, serves as the starting point of our Group’s Growth Chain-reaction and is the cornerstone of “Human Capital Management.”

  Constantly asking oneself and those around them, “What’s next?” and actively taking on the next challenge lead to personal growth. This process enhances individual performance (a sense of growth) and motivates further “next challenges” by rewarding to the achievements (anticipation of future growth), forming a cycle that boosts “energized individuals, adding value to, and nurturing individual energy (further energized individuals)”. Simultaneously, we should bind each individual’s “What’s next?” efforts as organization, in order to drive the MISUMI MODEL evolution, enriching Customer’s Time Value. This will lead to increased corporate value and form a virtuous cycle that raises the organization’s added value through strategic alignment.

  These two cycles, sparked by the question “What’s next?”, must continuously revolve like dual wheels to drive the growth of our Group’s employees and organization, laying the foundation for a Growth Chain-reaction. This structure embodies our Group’s philosophy of “Human Capital Management,” demonstrating that our Group is rich with challenges and offering the greatest growth potential worldwide for employees—essentially, the “Best Place To Grow.” By globally embedding this cycle, accelerating the growth of both employees and the organization, and consistently being the “Best Place To Grow” for employees, our Group fulfills the mission of innovating the MISUMI MODEL.

  To ensure that MISUMI remains the “Best Place To Grow”for employees, it’s vital that the growth cycle of individuals and organizations—initiated by the question “What’s next?”—continues to turn consistently a l l times and places, in tandem with each employee’s challenges and efforts. This growth cycle is strengthened by mechanisms designed to propel employee challenges forward. Our Group enhances employee challenges through these four mechanisms and subsystems:

  By globally implementing these four mechanisms and subsystems, we ensure that MISUMI remains the “Best Place To Grow” for employees by rapidly and sustainably driving the dual forces of energized individuals and strategic alignment.