Human Capital Strategy

Every employee is a source of strength, driving growth through diverse talent to pioneer a prosperous future worldwide.

Human Capital Strategy

Under the Medium-Term Management Plan (2023–2026), we aimed to transform our business structure and build a foundation for sustainable growth, with "Expanding Overseas Business" and "Strengthening Profitability of Core Businesses" as the two main pillars. To execute this strategy, we formulated the Group Human Capital Strategy (2023–2026) to strengthen human capital and organizational capabilities.

Building on our founding spirit rooted in Hokkaido's "Kaitakushi," we are promoting three key strategies: "Accelerating Diversity and Mobility" to create an organization that embraces change and ventures into new businesses; "Concentrated Investment in High-Priority Human Capital" to focus on priority business areas; and "Developing Systems for 100% Performance" to enable employees to contribute with high engagement.

Mixing SAPPORO’s Strengths into Three Human Capital Strategies to Enable the Realization of the Medium-Term Management Plan

Human Capital Strategies

- New Growth Through Business Structure Transformation -
Leveraging diversity to create a go beyond boundaries, challenging positive change

Human Capital Strategy

Strategy (1) Strategy (2) Strategy (3)
Diversity x Flexibility
= Challenges for change		 Investment in human capital
= Strengthening individuals and organizations		 Creating a workplace environment where employees want to continue to work
= Demonstrating 100% of individual potential
Priority Issues and Main Measures Non-financial KPIs (End of December 2026)

1. Promoting diversity

  • Promoting diversification of management and executives
  • Early development of female mid-career professionals
  • Percentage of female directors / managers: 12%
    (Female directors: 17.2%, female managers: 10.8% as of Dec. 31, 2025)
  • DE&I team strength: 3.2 or higher (3.0 in 2025)

2. Flexibly utilizing internal and external human assets

  • Personnel allocation suitable for the business PF
  • Recruitment of advanced career personnel
  • Career autonomy and a corporate culture of challenge
  • Productivity improvement through steady implementation of each company's personnel plan
  • Number of employees with internal and external side business experience: 300 in SB (378 in 2025), Expansion to the entire Group
  • Open job posting: 35 offerings (49 in 2025), Number of applicants: 70 or higher (94 in 2025)

3. Fostering management talent

  • Planned development of management successors
  • Leveraging HR Tech
  • Implementation of management succession plan for operating companies (Domestic Operating Companies)
  • Visualization of human capital information

4. Actively investing for growth with speed

  • Securing and fostering global personnel and DX/IT personnel
  • Strengthening individuals and organizations through supportive management
  • Reskilling
  • Number of global core human resources: 100
  • Number of key DX/IT human resources: 200
  • Challenges for future value creation: 3.0 or higher (2.7 in 2025)

5. Increasing engagement and promoting health

  • Further transformation into an attractive company (in terms of performance, compensation, systems)
  • Flexible working style for diverse values
  • Proper understanding and penetration of unconscious bias and psychological safety
  • Promotion of health management
  • Work engagement: 54 or higher (54.3 in 2025)
  • Presenteeism loss: 33.4% or less (33.5% in 2025)

Linkage to Management Strategy

Reorganizing the Business Portfolio Growth of Overseas Business Reinforcing Profitability of Core Businesses

Improved cash generation with growth and returns in excess of capital costs

ROE CAGR of EBITDA CAGR of Overseas Net Sales
8% Around 10% (compound annual growth rate) Around 10% (compound annual growth rate)

Corporate Value Improvement

Active Participation of Diverse Human Resources

We aim to be a company where diverse human resources working in the Sapporo Group are healthy in mind and body, challenge and cross borders in new areas with vibrant, cheerful and positive energy, and create new values one after another.

[Strategy 1] Promoting (DE&I)
[Strategy 1] Promoting (DE&I)

We would like to introduce our DE&I initiatives aimed at creating an environment where a diverse workforce can thrive on an equal footing.
[Strategy 2] Human Capital Investment for Growth and Productivity Improvement
[Strategy 2] Human Capital Investment for Growth and Productivity Improvement

We would like to introduce our initiatives in human capital development and training designed to support the growth and challenges of every single employee.
[Strategy 3] Creating an environment where employees can perform at their best
[Strategy 3] Creating an environment where employees can perform at their best

Learn about our health management initiatives, which prioritize the physical and mental well-being of our employees and promote a safe and secure work environment.

Respect for Human Rights

Sapporo Group Human Rights Policy
Human Rights Due Diligence