Human Capital

The Kaga Electronics Group’s approach to human resources can be summarized into a single sentence, “People are our greatest asset.” In line with this approach, we have worked to nurture independent, autonomous, and self-motivated individuals with a strong spirit.
As our business activities become more global and the market environment undergoes abrupt change, diversity and taking on challenges are keys to driving sustainable growth.This is because diversity enables us to look at risk as an opportunity, and when we take on challenges we can take full advantage of these opportunities. To make this a reality, the Kaga Electronics Group promotes diversity management in terms of making effective use of diversity in human resources and in work style. At the same time, we respect our human resources who continue to take on challenges and see each person as a corporate manager. With this in mind, we will keep protecting our corporate culture of tolerating failure as a consequence of tackling challenges.

The internal qualification system clarifies the roles and competencies expected of employees and enables them to build their careers with their own development goals in mind. The system is also linked to education and training programs that correspond to advancement through the qualification levels, thereby supporting the development of human resources who will lead the next generation.

Guided by the principle that “everyone is a corporate manager,” the Group conducts performance appraisals and personnel evaluations linked to its internal qualification system to support each employee’s growth and self-directed career development.
Performance appraisals are conducted twice a year to review progress toward the goals set at the beginning of each period and the results achieved. Employees also meet with their supervisors to share progress and challenges. By assessing results as well as their efforts toward achieving their goals and how they take on challenges, the Group supports their continued growth.
Personnel evaluations are conducted once a year to comprehensively assess employees against the competency requirements for each qualification level and the extent to which they put into practice KAGA-ism, the Kaga Electronics Group’s common Action Guidelines. The results inform decisions on advancement through the qualification levels and pay raises. They are also used for human resource development, placing the right people in the right roles, and developing next-generation leaders.
Performance appraisals and personnel evaluations help identify each employee’s strengths and areas for development and support individual growth by taking a comprehensive view of their results and demonstrated capabilities, as well as their willingness to take on challenges and act on their own initiative.

During a two-month training period after joining the Company, new employees deepen their understanding of the Kaga Electronics Group’s Corporate Philosophy and founding spirit and learn about key topics that underpin the Group’s business activities, including compliance, sustainability, information security, export control, intellectual property, and respect for human rights.
They also gain a broader understanding of the Group’s business operations as a whole through practical training in various departments, including sales administration, quality assurance, finance and accounting, legal affairs, and information systems.
Sustainability training covers social issues such as climate change, human rights, and responsibility in the supply chain, as well as the Kaga Electronics Group’s initiatives under its Medium- to Long-Term Sustainability Management Plan, including efforts to reduce greenhouse gas emissions and adopt renewable energy. Training on generative AI and core business systems is also provided to help employees acquire the knowledge needed to advance digital transformation (DX).

A range of training programs suited to different work responsibilities and development objectives is offered within the Group to enhance each employee’s expertise and strengthen their ability to perform their duties. These include training within the sales function to develop sales skills and mindset, as well as training to support the acquisition of knowledge and skills in areas such as finance and accounting, legal affairs, export control, and credit management. Language education, including online English conversation and Chinese lessons, also supports the development of human resources capable of succeeding globally.
PC skills training and support for self-development through e-learning further promote continuous learning among employees. In addition, legal and compliance training and export control training enhance employees’ knowledge of compliance with laws and regulations and risk management and promote the development of human resources equipped with both the expertise and practical capabilities needed to respond to changes in the business environment.

The Kaga Electronics Group promotes initiatives to ensure a safe and comfortable working environment for all employees in accordance with its Human Rights Policy.
Under our Sustainability Medium- to Long-Term Management Plan, we have identified diversity promotion and human capital management as key priorities. In Japan, we are advancing initiatives to support women’s career development and increase the number of women in management positions. Overseas, we are developing frameworks to promote local talent, including women, to leadership roles.
In addition, in 2026, we established the Diversity Promotion Section to strengthen our framework for creating an environment in which diverse talent can thrive and to further advance diversity-related initiatives.
Going forward, we will continue to enhance flexible work arrangements and employee development programs, while fostering a workplace where everyone can fully demonstrate their abilities regardless of their background or circumstances.

The Kaga Electronics Group is committed to creating an environment in which employees can continue working with peace of mind while balancing their work and personal lives at every stage of life.2 3In addition to annual paid leave, we grant all employees six days of Refresh Leave each year and have introduced a system that allows annual paid leave to be taken on an hourly basis.4 5Furthermore, to encourage male employees to take childcare leave, we introduced a Special Childcare Leave program on April 1, 2023. Through these and other initiatives, we are promoting the development of a workplace that is comfortable, supportive, and flexible for all employees.6 7Going forward, we will continue to foster a workplace where employees can achieve a healthy work-life balance and thrive throughout their careers, regardless of changes in their life stage.