Based on a fair and reasonable human resource system, we are working to create an environment where employees can develop and harness their capabilities to the full.

The Suntory Group's human resource system focuses on developing and harnessing the capabilities of each and every employee. Our philosophy is to offer fair and reasonable compensation in accordance with the employee's stage of capability development, and the results shown from harnessing those capabilities. The following 3 themes are central to this basic philosophy.

Four times a year, the Suntory Group holds interviews between superiors and subordinates where we strive to provide evaluations that each employee can agree with. Based on individual Work Plans created at the beginning of the year, our employees are evaluated by reviewing their levels of achievement and the process of their efforts. Feedback interviews that follow the evaluations are used to pass on the results, discuss expectations and areas for improvement, and encourage understanding of both the evaluation and further development and growth in their capabilities.

The labor union at the Suntory Group surveys its members on the 4 rounds of interviews held each year to examine how reasonable they were for each employee, ask whether the interviews were conducted fully, and if employees were able to understand the evaluation results. The results of the surveys are communicated to executive management, and are used to manage and revise the human resources system. Additionally, if any shortfalls in the interviews were seen, management questions the superior who conducted the evaluation and provides guidance.

Global Human Resources Meeting

As a truly global multi-faceted food and beverage company, it is crucial that the Suntory Group develops human resources who can do excellent work globally so the company may achieve even greater things.
The Group is united in its efforts to improve its systems for developing human resources to engage in global business. These efforts include implementing our new Global Challenge training program. Furthermore, in 2011 human resource managers from Group companies overseas were invited to attend a Global Human Resources Meeting, marking the start of activities that will lead to exchanges and even better use of personnel.

"Global Challenge" Internal Open Recruiting System

In 2010, we implemented the "Global Challenge" internal open recruiting system with the objective of developing human resources with a global perspective. 29 of the 107 people who applied in 2010 were accepted and are now studying in their respective programs. Starting in 2011, we plan to have employees from Group companies overseas participate in the system in addition to their peers in Japan.

We place emphasis on the chain of human resource development in career development. In this chain, people grow in a process in which each person helps in the development of another, and we focus on training on the actual frontlines. In addition to this frontline training, we have created a core training program for each stage of the human resource management cycle from hiring to the end of employment, and provide in-service training in all divisions including sales and manufacturing.

Career Development Support for All Employees

We have in place a Career Support Section that puts itself into the shoes of individual employees to help them develop autonomous careers, by providing individual consultations and workshops with expert advisers. Workshops are conducted on an application basis for all employees at 4 years and 10 years after joining the company, and for employees in their 40s and 50s. The Section helps employees to reexamine their careers at milestones in their company lives and in turning their futures into something even more positive.

Assign the Appropriate Person for the Right Job

Based on our Self-Reporting Program that allows employees to request transfers once a year, we have built an internal open recruiting system that recruits specific personnel from within the company. We also created the Career Challenge Program (implemented in 2008) through which employees gain in-service experience in year-long training programs. Through these programs, we support and promote more autonomous career trajectories for our employees. Also, to broaden the possibilities of our younger employees, we have introduced a rotation program under which, in principle, they gain experience working at three different divisions during the first 10 years after being hired. One-on-one interviews are also conducted between the Human Resources Department and employees during their 4th year with the company and again in their 9th year so as to get even better fits of the right person in the right job.

Common Programs for Group Companies in Japan

A SUNTORY Self Development Program was established that can be enrolled by all employees. All Group company employees in Japan can choose and enroll from approximately 450 courses offered in the common program.

Employee Awareness and Corporate Culture Surveys

To find out about each employee's current work conditions and confirm their awareness towards work, Suntory implements a Self Reporting/Assessment survey for all employees at the beginning of the year. We also monitor the consciousness of members at work through our employee awareness survey and use the results for management initiatives.