Creating Human Resources Who Can Work in a Fun and Creative Way

Goals and KPI

2030

Goal

Create a working environment where each individual embodies our mission, vision, and values, leading to corporate growth and personal fulfillment

KPIs

1. Conduct activities to raise awareness about values
2. Conduct engagement surveys

2024

Goal

Attract the best talent to drive our intermittent growth and create a work environment that accelerates personal growth and maximizes team performance

Initiatives

1. Establish new organization responsible for culture promotion
2. Revise values and implement measures to spread them
3. Introduce new HR system (grade, evaluation, and compensation systems)

SDGs Being Addressed by Activities

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Approach and System

Basic Approach to Human Capital Management

Our mission is “making work more fun and creative.” People spend over half their lives working, and that time should not be spent only to earn money. We want to create a society that enables as many people as possible to enjoy themselves and express their creativity fully. We believe that, in order to create such value, it is necessary to create an environment in which our employees, who are the drivers of value creation, can enjoy their work and express their creativity.

Therefore, we have respected the individuality of each and every employee since our founding, and have fostered an honest and open corporate culture. Currently, we are working to further develop this culture and create an organization that is uniquely our own, centered on our mission, vision, and values.

We provide our employees with opportunities for career development as well as opportunities for them to learn new technologies and skills, based on our belief that the growth of each employee and their practice of our values will be critical for our dramatic growth going forward. At the same time, we develop measures and systems to encourage the practice of our values. Specifically, we incorporate our values into our values workshops, HR evaluation system, and award system as well as organize events—such as those to promote internal communication—to deepen understanding about our values and share them. Through such initiatives, we are establishing an organization that creates a virtuous cycle of enhancing the organization’s overall vitality and creativity through independent learning and taking on of challenges by each individual.

It is also important for employees to be able to work enthusiastically and in good physical and mental health in order to enjoy their work. As such, we have established systems that allow employees to choose flexible work styles depending on their individual life stages. This enables all employees to continue to enjoy their work creatively with peace of mind, and to pursue their own careers, even when they need to change their work styles due to reasons such as raising children, providing nursing care, or their own state of health.

Through these efforts, we hope to achieve sustainable growth and long-term corporate value enhancement for our company by attracting outstanding human resources who share our mission and by further increasing the value we provide to users and society.

Structure and Management

At the HR Division, which is responsible for the management of human resources, specialized groups—including groups for mid-career recruitment, development of employees who are new or recent graduates, labor relations, human resource development, and HRBP^*1—collaborate to establish an organization where employees can create excellent value toward achieving our mission and vision as well as work with peace of mind.

In addition, through the spread of values based on our Group philosophy, internal and external brand communication, and creative activities, the Employee Experience Group and Brand Experience Unit, which belong to the HR Division, undertake integrated management of our culture and brand and work to strengthen our value creation foundation that turns culture and brand into competitiveness.

• *1 HRBP is an abbreviation for Human Resource Business Partner; it is a group that collaborates with the managers of business departments from the perspectives of HR and human resource development and supports the resolution of organizational issues and the organization’s growth as a strategic partner

Main Initiatives

We have implemented a variety of systems and frameworks to ensure that each and every employee can work with a sense of fulfillment and continue to grow regardless of their life stage. At the same time, we work to continuously improve these systems and frameworks.

Rebuilding Our Organization Foundation to Achieve Our Mission

To achieve our mission, we redefined the concept of our HR system to “Provide fair treatment in relation to achievements and contributions and encourage independent development of the individual” and introduced a new HR system that comprises new grade, evaluation, and compensation systems.

We built the new HR system to enhance our employees’ sense of fulfillment by introducing frameworks that increase their motivation and performance, seek to achieve a virtuous cycle that leads to our Group’s growth.

Overview of New HR System

kubell’s Award System

We have established an internal award system where all employees celebrate, share joy, and convey their appreciation for the achievements of individuals, teams, and departments that have contributed to the business and organization. We have established awards—such as the GOLD and SILVER KUBELLIST Awards—to recognize individuals and organizations that have contributed to the business and organization from different perspectives. These awards raise motivation and productivity on an organizational level as they recognize the contributions of not only individuals, but also teams and departments.

Update of Values for Human Resource Training and Organizational Development

In February 2024, we announced our new Medium-Term Management Plan, expanding our business model and business fields from a business chat company into a company that provides platforms that use BPaaS to change the way people work. Accordingly, to evolve into an organization that can further turn its culture into competitiveness, we conducted a review of our values, which serve as guidelines for all of our executives and employees in the execution of their work.

During this review, we examined values from the perspectives of which values should be kept, removed, or added by the Group going forward through interviews with executives and employee workshops together with surveys targeting all employees.

As a result of these considerations, we added two values: “Take Ownership” and “Beyond Boundaries.” At the same time, “Playful Challenge” and “Integrity Driven” retained elements of our old values, changing expressions to better convey our Group’s vision for the future.

We will continue to update our values and other key guidelines as required to respond to changes in the business environment—such as social conditions—and strategies with a sense of speed, and establish them to serve as guidelines and driving force for all of our executives and employees to achieve our mission and vision.

Four Key Values

• Take Ownership

• Playful Challenge

• Beyond Boundaries

• Integrity Driven

“kubeTip” Peer Bonus System Initiative Toward Improved Engagement

Company-wide Evaluation Meetings Linking Management Strategy and Human Resource Development

We hold company-wide evaluation meetings every six months with all executives. In these meetings, directors and executives in charge of each division gather under the leadership of the Human Resources Department to review results from the past six months and discuss policies to support the medium- to long-term growth of employees in order to support each employee’s growth and career development. Doing this enables us to determine what type of human resources are needed for the medium- to long-term growth of the entire company and each business as well as the strategies for achieving such growth, and to establish medium- to long-term policies related to the expansion of human capital and human resource development. Through these initiatives, we hope to provide specific growth opportunities for each employee.

One-on-One Meetings for Communication with Employees

One-on-one meetings (30 minutes to 1 hour) between supervisors and employees are held once a week, which help employees grow by building a relationship in which they can easily consult with their supervisors, resolve issues they are facing, and achieve their goals.

In the future, we hope to strengthen supervisors’ support toward employees achieving their goals and growing by establishing the hybrid work style that we are currently promoting and increasing the frequency of one-on-one meetings.

Mentorship Employee Support System for Post-Hiring Onboarding

Work Environment and Work-Life Balance

We have created a work environment that allows employees to work flexibly regardless of time and location in order to help each and every employee to achieve work-life balance.
Even before working from home was required in response to COVID-19, we implemented a fully remote working system, with engineers working in various locations throughout Japan. We have also introduced a flextime work system that is not limited by position, allowing all employees to decide their working hours in accordance with their lifestyles and work styles, thereby ensuring efficient work styles.

When employees who previously could not work from home easily had to work from home in response to COVID-19, we introduced a “working environment support system” to let them set up a conducive working environment at home, subsidizing a portion of their expenses for creating a comfortable home working environment. In April 2024, we implemented a “remote work equipment loan system^*” that allows the necessary equipment to be rented without employees having to bear any expenses to make our system easier for employees to use. We will continue to enhance our human capital, which is the source of value creation, by creating a comfortable work environment that matches the diverse values, lifestyles, and work styles of all of our employees in order to achieve a way to work a step ahead.

* Remote work equipment loan system (previous: working environment support system): A system that allows employees to use a remote work support platform for setting up home working environments to rent products matching their needs—within the assigned points—without them having to bear the expenses

Work-Life Balance Systems and Usage Results

Occupational Health and Safety

We hold a Health Committee meeting once a month to improve the work environment toward achieving an environment where employees can work safely and with peace of mind in good physical and mental health.
We place particular emphasis on self-management of working hours through alerts aimed at preventing overly long working hours. We provide awareness and support to encourage employees to work within their allotted working hours. This includes dividing the attendance period into two periods per month, checking working hours at these timings and encouraging employees to adjust their working hours in the latter half of the month, as well as conducting interviews with employees who exceed a certain amount of overtime hours.
We have also established a system that automatically notifies employees who have not taken their legally required five days of annual paid leave per year or received their yearly medical checkups by linking the management system with Chatwork. This system makes employees more aware of the importance of working hour and health management through regular monitoring and notifications.

Other Data Related to Human Capital

Please view the ESG data page.