Reinforcement of Human Resources
The Sompo Group aims to achieve an overwhelmingly high level of productivity by having each and every employee work with a sense of fulfillment and happiness, thereby fulfilling SOMPO's Purpose.
The key to this is improving the employee experience through human resource development measures, which will also promote self-driven career development and DEI for employees and improve engagement in the organization.
Developing global management personnel
To realize SOMPO’s purpose with the aim of further transforming and growing our business, we will establish a system that ensures that we can stably produce high quality management personnel with diverse backgrounds. To this end, we are working to develop management personnel by linking succession planning with training and appointment programs.
●Next Leaders Program (NLP)
We formulate succession plans with a focus on key Group posts and appoint candidates who have the potential to fill these posts within five years as "N (Next) Talent". We conduct the Next Leaders Program (NLP), a training for Next Talent employees both in Japan and overseas, to develop management personnel and foster their self-awareness and preparedness as candidates. In addition, the Group CEO and outside directors observe the final presentations of the Action Learning Project (ALP) by the participants in order to gauge their character, abilities, and other factors.
●Future Leaders Program
SOMPO selects employees who have the potential to fill key Group posts within five to ten years as “F (Future) Talent”. The FLP (Future Leaders Program) is a training for Future Talent employees designed to deepen the understanding of the perspectives required of SOMPO's leaders and the Group's Purpose and Vision, and to equip them with the mindset and determination to become directors and executive officers. The program is organized in collaboration with one of the world's leading business schools.
●SOMPO Global University
We operate an in-house university, SOMPO Global University, with the aim of developing future management personnel, and in particular, expanding the base of personnel with a global mindset and English communication skills.
The program consists of two pillars: "acquisition of management knowledge" through lectures at the world's leading business schools and "practical experience in a global environment" to turn knowledge into practice. Through this program, we are producing global human resources with knowledge, experience, and a wide range of perspectives as a group, regardless of nationality.
Corporate culture reform initiatives
We are implementing various programs to reform our group's corporate culture and human resources with the aim of fulfilling SOMPO’s Purpose.
●My Purpose 1-on-1
We conduct My Purpose 1-on-1 training across the group for management level employees in order to encourage self-driven challenges through dialogue centered on My Purpose, or the employee’s own personal purpose. Through the 1-on-1 sessions, we support each individual in taking a closer look at their own personal purpose, and encourage dialogue to generate new challenges and transform to a purpose-driven workstyle. In addition, by sharing My Purpose among team members, we aim to create a team and an organization that recognizes diverse values.
●SOMPO Cross-Training Challenge
The SOMPO Cross-Training Challenge is a program in which Group employees work outside the Group at startups, educational institutions, NPOs, volunteers, etc., where they take initiatives to solve social issues that lead to the fulfillment of My Purpose and take on the challenge of tough assignments in an environment where solutions are hard to come by (starting in FY2023).
By having employees continue to challenge themselves in a world outside the group, where their past experience and skills do not apply, we will expand the number of human resources who exhibit strong leadership capable of driving corporate culture reforms and self-driven career development based on My Purpose, thereby changing our corporate culture.
Digital Work Shift
Based on the philosophy that all employees are essential for promoting digital transformation (DX), the Sompo Group has been implementing a digital work shift (digital talent development) program since FY2021 with the aim of "changing people, changing work, and changing the company".
Since a wide range of skills are required to achieve DX, we provide training by role, with all employees classified into three categories: 1) DX specialists with advanced specialized skills, 2) DX planning personnel who plan digital measures and lead the organization as the core of DX promotion, and 3) DX support personnel who are responsible for providing value to customers by using digital technology.
We will accelerate Group-wide DX efforts by creating a cycle in which the plans created by DX planning personnel are executed by DX specialists, and then utilized by DX support personnel.
Value creation based on “My Purpose”
Based on “My Purpose”, each employee sets "goals" through dialogue with their supervisor as to what kind of value they will create through their work, and then performs own daily work.
In addition to daily 1-on-1 dialogues (ongoing), each employee receives a performance evaluation (once a year) and feedback from their supervisor at the end of the fiscal year, which leads to further growth and the realization of their own Purpose.
The evaluation of Sompo Holdings is based on two axes: the mission evaluation, which assesses the degree of contribution to the organization through achievement of individual goals, and the competency evaluation, which assesses the degree to which employees demonstrate common competencies such as compliance/codes of conduct and customer perspectives.
Also, 360 degree performance observation (evaluation) is conducted once a year for some employees. By gaining insight into their own behavior, each leader is able to develop an organization that can deliver value to the society based on each individual's “My Purpose”.
Sompo Care’s initiatives
Amid the declining birthrate and aging population in Japan, the nursing care industry is expected to expand its supply capacity (Expanding the number of employees and increasing expertise), and enhancing the capacity of nursing care personnel is an important theme shared by the industry.
Sompo Care aims to create a cycle of improving their expertise and to prevent the turnover of nursing care staff by improving their treatment and restructuring the education system.
Sompo Care has established the “Sompo Care University” as an educational program to all employees to enhance specialization, and offers a wide range of educational content through its Real Campus (training facility that reproduces a nursing care site) and Online Campus (site where students can take online training at anytime, anywhere).
Specifically, for those who join the company without a qualification, we offer an education program aimed at obtaining a national qualification (certified care worker). In addition, we offer a wide range of education programs aimed at further enhancing expertise, such as a deep understanding of the body and dementia, acquisition of problem-solving techniques, and team-building skills in the care field.
We also believe that it is necessary for employees to have clear goals in order to enhance their expertise. In 2021, we established an in-house qualification called “Care Pride Meister System, ” which selects and appoints emblematic staff with a high level of expertise and a rich mentality. We also developed a personnel system to improve the treatment of qualified employees. (As of April 2024, there were 161 certified care Pride-Meister’s, accounting for approximately 3% of the approximately 5,000 certified care workers.)
By improving treatment and establishing in-house qualifications that match our education system, we are fostering the desire of employees to grow.
The turnover rate has decreased by more than 4% from 2017, which is below the industry average.
As an indicator of expertise, the percentage of certified care worker employees (national qualification) has increased by 4% from 2019.
