Context
Human Capital Management as the Source of Growth
Since our founding in 1899, Suntory Group has been guided by the belief that people are the most important foundation of business, and has placed great value on human capital management.
In every era, people have been the source of Suntory Group’s growth. “People are like whisky. You can’t judge them over the short term. You have to take a long-term view.” As reflected in these words by Keizo Saji, the second president of Suntory, Suntory Group has always taken the medium- to long-term view with respect to talent development. We provide diverse experiences and opportunities for continuous learning so that each individual can proactively shape their own career path embracing our “Yatte Minahare” spirit.
Maximizing the Potential of People and Organizations to Achieve Our Purpose
Suntory Group’s purpose is “To inspire the brilliance of life, by creating rich experiences for people, in harmony with nature.”
And to achieve this purpose, it is essential that each individual make the most of their unique qualities and abilities and continue to take on new challenges without fear of failure. To that end, we are fostering a sense of unity as ONE SUNTORY One Family and creating an environment where employees can continue to actively take on challenges while staying true to themselves, thereby building an organization where everyone can embrace the spirit of “Yatte Minahare.”
Governance
Suntory Group has established a robust and effective governance structure that spans from top management to the front lines, ensuring that our human capital strategies and measures contribute reliably to sustainable corporate growth.
To formulate and implement human resources strategies tailored to the overall management of Suntory Group and the status of each business, we have established a Human Resources Committee, chaired by the Representative Director, President & Chief Executive Officer, which deliberates on matters concerning key personnel as well as revisions to human resources policies. Further, led by the People & Culture Division, which is responsible for formulating and implementing Group-wide human resources strategies as well as overseeing HR-related activities, we have established a framework for regularly exchanging views and sharing information with human resources department heads at major Group companies worldwide, thereby establishing a structure that enables the steady implementation and execution of HR strategies across the entire Group.
We have also established a structure that enables us to share information, discuss, and collaborate with Group companies across the world on a wide range of initiatives, including talent management; talent development and career development; the planning and implementation of measures to improve employee engagement; addressing human rights issues; and the formulation and implementation of policies and strategies related to Diversity, Equity, and Inclusion (DEI) as well as health management.
Strategy and Risk Management
Suntory Group is advancing human capital initiatives from 2 perspectives: human resources strategies aligned with management strategy, and appropriate measures for addressing potential risks in business operations.
Human Resources Strategies
Suntory Group aims to be a “Yatte Minahare” organization that cultivates the unique strengths of each employee and continues to create new value through the collective power of ONE SUNTORY One Family.
To that end, we are dedicated to building an organization where all employees can continue to take on new challenges without fear of failure, and to developing our talent in ways that support the growth of diverse individuals and maximize our Group’s collective strengths. As part of our talent development efforts, we provide diverse experiences and opportunities for continuous learning so that each individual can proactively shape their own career path. We are also strategically developing talent that will shape and propel our business strategy.
Thorough Human Risk Management and Fair Treatment
At the same time, to proactively prevent factors that hinder innovation and value creation, we identify and manage human risks, such as talent turnover and health issues, and provide the necessary support to strengthen our foundation for business continuity. Furthermore, we are conscious of the safety and health of the people involved in our business activities, including not only our own employees but also those of our partner companies who work on the front lines in such areas as production and logistics. Ensuring their health and safety is an essential prerequisite for mitigating business continuity risks and maintaining supply chain resilience.
In addition to complying with the laws and regulations of each country, we strive to ensure fair working conditions and compensation so that our employees can work with peace of mind.
The establishment of this kind of fair and equitable working environment is closely linked to Suntory Group’s key preventive and corrective mechanisms for human rights due diligence, and serves as a cornerstone of our commitment to social responsibility.
Metrics and Targets
Suntory Holdings Ltd. and Suntory Beverage & Food Ltd. acquired certification under ISO 30414, an international standard for human capital disclosure, in December 2025 to obtain an objective assessment of the value created by human capital.
Furthermore, to visualize progress in value creation through human capital, we have established the following key metrics and continuously monitor their progress.
Note that because each Suntory Group company develops and manages its own human resources policies—and particularly because Group companies outside Japan differ in terms of regional characteristics (including local laws, regulations, and customs) as well as business models and scale—not all companies within the Group maintain data on human capital management metrics.
| Indicator | Target | 2025 result | Scope | ||
|---|---|---|---|---|---|
| Talent development policy | Percentage of positive responses regarding the various opportunities available within Suntory Group to build one’s career | 2030 target 80% |
71% | *1 | |
| Percentage of positive responses regarding understanding of Suntory Group’s corporate philosophy | 2030 target 95% |
89% | |||
| Work environment development policy | DEI promotion | Ratio of female managers | 2030 target 30% |
13.0% | *2 |
| Paternity leave acquisition rate | 2025 target 100% |
108.2% | |||
| Health management promotion | Follow-up and advanced diagnostic testing rate | 2030 target 100% |
92.1% | *4 | |
| Presenteeism*3 | 2030 target 90% |
78.3% | |||
| Employee engagement | Percentage of positive responses regarding pride in working for Suntory Group | 2030 target 90% |
87% | *4 | |
- *1Employees of Suntory Holdings Ltd. and Suntory Beverage & Food Ltd. (excluding those on secondment to certain overseas Group companies, etc.).
- *2Regular employees of Suntory Holdings Ltd. and Suntory Beverage & Food Ltd. (including employees seconded from either company to another company, but excluding employees seconded from another company to either company).
- *3Work productivity, with 100% representing productivity during a state of good health and no injuries. 4-week average.
- *4Employees of Suntory Holdings Ltd., Suntory Beverage & Food Ltd., Suntory Foods Ltd., Suntory Products Ltd., Suntory Spirits Ltd., Suntory Wellness Ltd., Suntory Business Systems Ltd., and Suntory Global Innovation Center Ltd. (excluding those on secondment to certain overseas Group companies, etc.).
For details on specific activities concerning each constituent human capital measure, as well as data broken down by location and demographic, please refer to our Human Capital Report (in Japanese).
Initiatives
So that every employee can fully demonstrate their potential and continue to take on new challenges with a “Yatte Minahare” spirit, Suntory Group, guided by our human capital management approach, is investing in human capital and creating a supportive environment in line with the following key themes.
Talent Development
Suntory Group takes a medium- to long-term approach to talent development, believing that when all employees, regardless of gender, nationality, or age, develop into Career Owners—strong individuals who can set their ambitious goals, taking on challenges, and carrying their efforts through to results—that translates into the Group’s competitive edge. To this end, we are driving various initiatives to support individual growth.
Instilling our corporate philosophy and providing opportunities for continuous learning
Suntory Group opened its corporate university, Suntory University in April 2015 to strengthen our framework for day-to-day learning and build a culture of learning—for developing talent within the Group. Suntory University develops and offers a variety of programs for all the Group employees based on 3 pillars: which are “Personalized Growth”—Unlock the potential within every employee, “Fostering Culture”—Cultivate and elevate our Suntory culture and corporate philosophy and “Leading the Business”—Develop leaders who propel the success of Suntory.
| Programs aimed at instilling our corporate philosophy and strengthening the development of global leadership | A variety of programs have been implemented with the aim of developing global leaders who can lead the entire Suntory Group across business boundaries and will realize a true “Global ONE Suntory” that transcends national borders. These include, Beyond Borders, Global Leadership Development Program, Next-Generation Leaders Development Program, Global Challenge Program, Trainee Program, and COMPASS (Suntory Leadership Fundamentals Program). |
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| Learning platforms |
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Providing opportunities for continuous career planning
We support our employees through a variety of initiatives centered on career vision dialogues, enabling each individual to take ownership of their career, and continue to consider their future and pursue new challenges.
| Career vision dialogues |
We conduct annual career vision dialogue to provide each employee with an opportunity to discuss their career path with their manager and focus on their personal growth. Through these dialogues with their manager, employees create a medium- to long-term career vision. This in turn promotes 3-way collaboration among employees, managers, and the People & Culture Division to support employee development and rotation. |
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| BUSHOFO department introduction forums | To broaden employees’ understanding of work across different departments and provide an opportunity to reflect on their career paths, we hold BUSHOFO department introduction forums, joint information sessions where employees introduce their own departments, timed to coincide with career vision dialogues and internal job postings, |
| Career Ownership Caravan | To ensure employees can continue to reflect on their career paths, and to provide support not only to the employees themselves but also to their managers, staff from People & Culture Division stays at sites for about a month to conduct a variety of activities, including group seminars and one-on-one meetings. |
Providing opportunities for diverse experiences and challenges
Suntory Group operates in a wide range of sectors, including non-alcoholic beverages, spirits, beer, wine, health foods, restaurants, and flowers. In addition, we have expanded our business from Japan to the global stage, and as a manufacturer, we possess extensive value chains and capabilities across the Americas, Europe, Asia, and Oceania. We strive to provide opportunities for every employee to continue taking on new challenges and growing through diverse experiences across this wide range of fields.
| All-department development meetings / talent reviews | We conduct annual development meetings/talent reviews across all companies, departments, and organizations. Through ongoing discussions from multiple and diverse perspectives regarding each individual’s future career direction and development priorities, we support the growth of both individuals and organizations. |
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| Accelerating strategic rotations | We are promoting the expansion of diverse career paths by accelerating strategic rotations across businesses, regions, and job functions. This in turn revitalizes organizations and creates synergies across businesses. |
To ensure that these talent development policies are fully instilled and implemented across all businesses, Suntory Group has established the Suntory Leadership Spirit (SLS) to clearly define the behaviors expected of leaders on a global scale.
SLS consists of 5 behavioral principles: “Yatte Minahare,” “Gemba Focused,” “Better Together,” “Future Oriented,” and “Commitment to Growth.” It serves as the foundation for leadership that fosters the values and uniqueness of Suntory Group.
The principle of “Commitment to Growth,” in particular, asks managers to establish development plans for their team members based on a medium- to long-term perspective and actively support their growth, while also remaining constantly mindful of their own growth and making continuous efforts toward it.
DEI Promotion
Based on our shared DEI Vision, Suntory Group aims to drive growth by encouraging, learning from, and integrating the experiences and perspectives of each individual, regardless of their identities including gender, nationality, and age. By leveraging our diverse perspectives and strengths as a team, we strive to continue creating new value and providing better products and services to our customers.
Key Initiatives
| Promoting the advancement of women | Transforming mindsets and behaviors through opportunities for professional development; establishing HR policies and environments that support work-life balance; conducting global awareness campaigns; and setting goals and building succession pipelines tailored to the specific circumstances and challenges of each department. |
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| Promoting paternity leave |
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| Promoting LGBTQ+ initiatives | Revising HR policies to recognize same-sex partners as spouses, establishing a consultation office, conducting global awareness campaigns, and sponsoring Rainbow Pride events in Tokyo and Kyushu to foster understanding through firsthand experience. |
| Promoting the active participation of people with disabilities | Recruitment that does not limit work scope; fostering an inclusive workplace culture through the activities of the Collaborative Center* and opportunities to learn first-hand about the work of Collaborative Center members; and support initiatives for employees, such as one-on-one meetings.
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| Supporting diverse work styles for older workers | HR policy revisions, career workshops, support for career transitions into regional revitalization roles within local governments, and reskilling support such as training on the use of generative AI. |
Health Management Promotion
We believe that the health of our employees and their families is the source of workplace energy and innovation at the Suntory Group. Based on this, we aim to maintain a workplace where all employees are physically and mentally healthy and work with high motivation.
In 2016 we set forth a Health Management Declaration, and have been implementing various measures since, led by our Global Chief Health Officer, in association with the Suntory Health Insurance Association and the Suntory Union.
| Measures to prevent lifestyle-related diseases | Support to help employees take a proactive and sustained approach to improving their health in areas such as diet, exercise, sleep, smoking cessation, and moderate alcohol consumption. |
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| Mental health initiatives | Support from 4 perspectives: self-care, line management support, care provided by in-house occupational health staff, and care provided by external resources. |
| Establishment and promotion of health and safety management systems | Promoting PDCA cycles to plan and implement goals addressing health issues at each business site. |
| Women’s health support | As part of efforts to support women in the workforce, established a dedicated gynecological consultation office to create an environment where women can work in good health and with peace of mind. |
Enhancing Engagement
With over 40,000 employees worldwide, Suntory Group believes that a strong sense of engagement is essential for employees with diverse backgrounds to actively connect as one team and grow together toward our shared mission.
| One Suntory Walk | A unique event involving over 8,000 participants from 27 countries around the world, combining 3 core values: health, social contribution, and fostering a sense of unity. |
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| Soft volleyball event | A major event held at 8 venues across Japan, attended by approximately 20,000 employees of domestic Group companies and their families. |
| Engagement Survey | An annual survey to gauge employees’ sense of engagement, understanding of our corporate philosophy, and compliance. |
| The Walk the Walk—“Yatte Minahare” Award |
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Foundation for Human Capital Management – Respect for Human Rights Throughout Our Supply Chain
As a cornerstone of risk management that is inextricably linked to value creation through our proactive investment in human capital, we respect the human rights of all individuals involved in Suntory Group’s business activities and supply chain.
Human Rights Due Diligence and Grievance Mechanisms
In accordance with international labor standards, we assess and address potential human rights risks throughout our entire value chain. We have also established grievance mechanisms accessible to employees, business partners, and local communities around the world, and ensure their effective operation.
Internal Grievance System
We have set up a Compliance Hotline (internal reporting system) for employees across the world, which can be used for consultations or reporting on any issue, including those relating to human rights. To ensure that anyone making a report suffers no detrimental treatment as a result, our employment regulations stipulate a prohibition on any retaliatory behavior, and we ensure that they are fully protected, including following up with those who submit reports afterward.
