Human Resources Strategy

Maximizing Human Capital Value

PALTAC believes that human capital is the source of value creation and its most important asset. In its Long-term Vision, PALTAC aims for its diverse human capital to respect each other and grow together with the company and society through autonomous and spontaneous thinking and action. In order to realize our vision, we will promote the synergistic effects of each initiative by actively investing in the "development and securing of diverse human capital," the "creation of an environment that encourages human success," and the "promotion of health management," thereby fostering an organizational culture of Autonomous and spontaneous (thinking and action) and increasing employee engagement.

Strategy

To develop and secure diverse human resources, we will build a portfolio of human resources needed to realize our Long-term Vision, including those who can design new forms of distribution without being bound by existing frameworks and those who can optimally utilize digital technology and materialize their ideas, and develop skills in line with the portfolio. We will promote the design and operation of programs and flexible recruitment. In terms of development, we will provide new learning opportunities through job rotations and open recruitment for new departments, and we will also promote "diversity of knowledge and experience" from the perspective of different Departments.
To create an environment that encourages employees to play an active role, we will enhance "job satisfaction" by developing systems that support autonomous career development and optimizing the assignment of human resources according to their individual characteristics by utilizing talent management. In addition, we will build a "comfortable work environment" that maximizes the use of diverse values through the development of various systems to promote success regardless of gender and other attributes, reforms in work styles, and workplace optimization such as the improvement of office comfort.
With regard to the promotion of health management, we will strengthen our system for total employee health and safety care, which is the foundation of all initiatives, by raising the awareness of each individual through enhanced seminars and training, enhancing various types of support to protect mental and physical health, and strengthening specialized teams to protect occupational health and safety in the workplace.

Indicators and Targets

In our Long-term Vision, we have set the goal of “Building organization in which diverse human capital play active roles with autonomous and spontaneous thinking”. As indicators for achieving this goal, we have set the “Ratio of female workers in management positions”, “Ratio of male workers taking childcare leave”, and “Engagement score” as important non-financial targets in “PALTAC VISTON 2027” from the perspective of ensuring diversity and improving engagement.

Efforts to Improve Engagement

PALTAC is committed to continuous human resource development in order to ensure the "success" and "retention" of our diverse workforce. PALTAC strives to improve engagement through continuous human resource development, the establishment of flexible personnel systems, and the fostering of a sense of unity based on mutual understanding and trust.
In August 2023, we began operating an "Engagement Survey" to measure engagement scores. By visualizing the subjectivity and feelings of employees, we are developing measures according to the strengths and sections of each organization.
As a measure to foster a sense of unity within the company, we believe it is important to first raise awareness of engagement at the management level, which leads change, and we hold workshops for Directors and senior management. We invite outside lecturers to help them understand the importance of engagement and plan and implement specific measures to change the mindset of the entire company. In addition, we promote two-way communication by increasing opportunities to communicate the vision and thoughts of top management to employees through internal newsletters and other media, and by increasing opportunities to directly respond to employees' opinions and questions through town hall meetings, for example, where top management visits workplaces.