Human Capital
Strategy for Human
Resource Development
Human Capital Strategy
The HOYA Group regards human capital as one of its most important assets and seeks to strengthen its competitive advantage and create value over the medium to long term through continuous investment in its people.
Under its portfolio-based management approach, centered on the Information Technology and Life Care businesses, the Group promotes its human capital strategy in close alignment with its business strategy. People are a critical foundation of its decentralized management model, in which each business is empowered to make decisions autonomously and swiftly. The Group also views its diverse global workforce as a key strength supporting its worldwide operations.
Based on this philosophy, the Group has made the HOYA Global Code of Conduct, its common behavioral standard, available in 27 languages to foster shared values across the organization worldwide. At the same time, it strives to create an environment in which every employee's autonomy and creativity are respected and their capabilities can be fully demonstrated.
Amid intensifying global competition for talent, the Group believes that enabling diverse talent to thrive and enhancing employee engagement are essential drivers of innovation and competitiveness, and important foundations for sustainable growth and long-term value creation.
In addition to the previously identified material issues of diversity and inclusion and employee engagement, the Group has identified stable recruitment and retention of required talent, talent development and capability building, occupational health and safety, and a compliance-oriented workplace environment as key human capital-related material issues.
For these priorities, the Group is developing and refining KPIs and enhancing effectiveness through ongoing monitoring. By linking its human capital strategy with its business strategy, the Group aims to enhance corporate value over the medium to long term.
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Diversity and Inclusion
Making the Most of Global Talent and Local Leadership
The HOYA Group values workforce diversity as a foundation supporting its global operations and portfolio management. Under its decentralized management model, which delegates significant authority to individual business divisions, the Group recruits and assigns personnel based on their capabilities regardless of nationality or gender, while proactively appointing leaders with deep knowledge of their markets and business characteristics.
As a result of these efforts, approximately 90% of the Group's employees are based outside Japan, and around 90% of its overseas subsidiaries are led by local nationals or other non-Japanese leaders. This enables decision-making that is closely aligned with local market characteristics and customer needs, while supporting swift execution of strategies in response to changes in the business environment.
While respecting the autonomy of regional organizations under its decentralized management framework, the Group is also committed to strengthening leadership capabilities across the organization. Through globally shared leadership development programs and other talent development initiatives tailored to employees' roles and responsibilities, the Group supports autonomous decision-making while promoting the consistent adoption of common values and management standards throughout the Group.
Promoting Gender Diversity
In 2014, HOYA Corporation launched “Min-Katsu,” a diversity promotion initiative, to create a workplace environment in which every employee can find their work rewarding and fully realize their potential. As part of this initiative, the Company has identified increasing the representation of female employees and female leaders (defined as head of an organization at the subsection chief equivalent or above, as well as highly skilled professionals) in Japan, where female representation remains relatively low, as a key priority. To achieve its target of raising the ratio of female leaders in Japan to 20% by the end of FY2028, the Company is implementing a range of measures, including eliminating gender-based assumptions regarding roles and responsibilities, systematically developing female leadership candidates and providing them with growth opportunities, and proactively recruiting external talent.
On a group-wide basis, the ratios of female employees and female leaders are relatively high. Business divisions and sites around the world are working to create environments in which diverse talent can fully demonstrate their abilities and to build organizations that enable every employee to thrive.
In addition, HOYA Corporation continues its efforts to ensure diversity at the leadership level. Two of its seven directors are female independent outside directors (28.6%), while women account for three of all directors and executive officers, including executive officers (37.5%).
Proportion of Female Employees and Female Leaders
Gender Pay Gap
The Company operates a remuneration system based on its Pay for Performance philosophy, under which compensation is determined according to employees' performance and responsibilities, regardless of age or gender.
In FY2025, the women's average pay as a percentage of men's average pay in Japan was 41.1% across all employees. The primary factors behind this disparity are the high proportion of female non-regular employees in the contact lens retail business and the relatively low proportion of women in managerial positions in Japan.
The Company calculates and analyzes the gender pay gap annually, continuously assesses its underlying causes, and develops measures to address them. Through initiatives such as career development support and leadership development for women, as well as the promotion of diverse working styles, the Company is working to reduce the gap. At the same time, it conducts ongoing monitoring as it seeks to create a more equitable and rewarding workplace environment.
Going forward, the Company plans to expand these initiatives to its overseas Group companies and work to improve gender pay parity across the Group.
HR Systems Supporting Fairness and Transparency
The HOYA Group has established globally consistent human resources and compensation systems that emphasize fairness and transparency as a foundation for diversity and inclusion.
Based on its Pay for Performance philosophy, under which treatment and compensation are determined according to roles and performance, the Group applies the same compensation range to employees performing the same role regardless of nationality, gender, age, or other attributes. Through this approach, it promotes fair and consistent talent management across the Group.
Employee evaluations are conducted comprehensively based on achievement of performance targets, demonstrated behaviors, application of professional expertise, and contributions to the organization. Evaluation results are reflected in compensation and talent development initiatives. In FY2022, the Group introduced a globally common evaluation framework, establishing a system under which performance and behaviors are assessed against standardized evaluation criteria regardless of country or business division. In addition, through the establishment of clear expectations and the use of 360-degree evaluations, the Group seeks to enhance the objectivity and credibility of its evaluation process.
The Group has also introduced an employee stock-based compensation plan, PSO, to foster awareness of enhancing corporate value over the medium to long term. The plan supports proactive behavior and encourages decision-making from a medium- to long-term perspective.
Through these systems and their ongoing operation, the Group strives to enhance the transparency and credibility of its talent management practices while building an organization in which diverse employees can confidently demonstrate their abilities and reach their full potential.
Supporting Diverse Career Paths and Flexible Workstyles
The HOYA Group is promoting the development of systems worldwide that support flexible ways of working and self-directed career development, with the aim of creating an environment in which diverse talent can proactively shape their careers and continue to thrive over the long term.
As a foundation for supporting employees’ autonomous growth and success, the Group designs and operates systems that reflect the social and employment environments of each region. The Group also provides opportunities for employees to acquire diverse experiences and skills, including through transfers between business divisions.
In Japan, the Company established the Career Design Lab in 2025 to strengthen support for self-directed career development, including reskilling initiatives. The Company also actively recruits mid-career professionals, including through alumni recruitment, to bring external perspectives into the organization and enhance organizational diversity and flexibility.
In addition, the Company supports diverse ways of working that reflect employees’ individual life stages and values through initiatives such as a defined contribution pension plan, a flexible leave system that includes an optional four-day workweek, a secondary employment program, and childcare and caregiving support programs. Training on asset building and pension systems is also provided to support long-term career development and life planning.
Furthermore, in response to social challenges in Japan, including a declining workforce and an aging population, the Company has abolished its mandatory retirement age and established an environment in which employees can continue to demonstrate their abilities regardless of age.
Through these initiatives, the Group promotes self-directed career development and enables employees to fully demonstrate their capabilities. By creating an environment in which diverse talent can maximize their potential, the Group aims to enhance corporate value over the medium to long term.
Systems Supporting Diverse Ways of Working
The HOYA Group has established programs and benefits tailored to the characteristics of each country and business to support employee well-being and diverse ways of working. To further promote flexible work styles, the Group continuously reviews its working arrangements and introduces new initiatives. In addition, it provides its own employee benefit programs that complement and enhance public support systems, including childcare and caregiving support as well as assistance during illness or injury.
Examples:
Support for Diverse and Flexible Ways of Working
･Flextime system
･Reduced working hours and reduced working days
･Remote work
･Side jobs
･Changes to working arrangements (including working hours and work arrangements)
･Flexible leave system (optional four-day workweek)
･Work-interval program
･Programs promoting the use of annual paid leave through sick leave and other leave arrangements
･Challenge Leave*
Support for Childcare and Nursing Care
･Childcare leave and reduced working hours for childcare
･Leave to care for sick children
･Programs for encouraging male employees to take childcare leave
･Early return-to-work support program
･Caregiving leave and caregiving leave of absence
･Reduced working hours for caregiving
Support for Career Development and Financial Well-being
･Alumni recruitment
･Programs supporting employees' asset building
The details and eligibility of the programs and systems listed above vary depending on job positions and the countries and regions where they are provided.
* Challenge Leave: HOYA Corporation grants Challenge Leave to employees upon reaching certain service milestones. Employees on a five-day workweek receive 20 days of Challenge Leave upon completing 10, 20, and 30 years of service.
Creating Supportive Workplace Environments for People with Disabilities
The HOYA Group is committed to creating workplace environments where everyone, regardless of disability, can demonstrate their abilities and find fulfillment in their work. As part of these efforts, the Group operates the Ichikawa Challenge Office, which serves as a base supporting the Eyecity Eco Project, an environmental initiative promoted by Eyecity, HOYA’s contact lens specialty retail chain.
At this office, work assignments and workplace environments are tailored, and ongoing support systems are put in place, to enable people with disabilities to connect with society through their work and achieve personal fulfillment. Through these initiatives, the Group provides opportunities for people with disabilities to play an active role in the workplace while promoting an environment in which everyone can thrive.
The Ichikawa Challenge Office Supporting the Eyecity Eco Project
The Ichikawa Challenge Office, the core operational base of the Eyecity Eco Project, is a workplace where people with disabilities play a central role.
Since its establishment in 2011, the office has continued to develop an environment in which each individual can fully demonstrate their abilities and work with confidence over the long term.
This initiative has attracted significant interest both within and outside the HOYA Group, and the office welcomes visits and study tours from the Group's overseas sites as well as organizations that support the employment of people with disabilities. By combining support for the active participation of people with disabilities and the reduction of environmental impact, the initiative contributes to fostering an organizational culture that respects diversity, enhancing employee engagement, and strengthening social trust.
Labor and Management Dialogue on Working Conditions
The HOYA Group respects the labor laws and labor-management practices of the countries and regions in which it operates and engages in discussions with labor unions or employee representatives regarding working conditions and workplace environments. The scope of collective bargaining agreements varies by country and region, and the Group-wide collective bargaining coverage rate is 49% of all employees.
Through ongoing dialogue with employees, the Group seeks to understand employee perspectives and uses this feedback to improve labor management practices and create supportive workplace environments.
Employee Engagement and Value Creation
Employee Engagement Survey and Continuous Improvement Cycle
The HOYA Group regularly conducts employee engagement surveys covering its global workforce. In the most recent survey conducted in FY2024, 94% of employees participated, and the engagement score was 74, maintaining a level above external benchmarks.
Survey results are analyzed at both the Group and organizational levels, and issues identified through dialogue with employees are incorporated into action plans aimed at improving workplace environments.
Regardless of employment status or geographic location, the Group provides initiatives to enhance employee engagement as well as opportunities for education and training. In businesses that employ a large number of non-regular employees, the Group also supports the demonstration of employees' abilities and stable employment through workplace improvements, talent development initiatives, and incentive programs.
By continuously advancing these initiatives, the Group seeks to enhance employee engagement and strengthen organizational capabilities.
One Vision: A Global Sustainability Program Driven by Employees
The Vision Care Division, which operates the HOYA Group's eyeglass lens business globally and has the largest workforce in the Group, promotes its own sustainability program, One Vision. Built around three pillars, Environment, Workplace, and Community, the program seeks to raise employees' awareness of sustainability and promote the adoption of shared values across the organization.
At the core of the program is One Vision Day, during which sites around the world plan and implement activities tailored to the characteristics of their local communities and workplaces. Through initiatives such as free vision screenings at schools, tree-planting and community clean-up activities, donations of eyeglass lenses, and fundraising campaigns, employees actively participate in social contribution activities.
In addition to contributing to local communities, these activities provide opportunities for employees to put their personal values and commitment to social contribution into practice. By fostering a stronger sense of connection to the organization and unity among employees, the program also contributes to higher employee engagement.
Employee Recognition Programs
The HOYA Group has established Group-wide recognition programs as well as programs tailored to the characteristics of individual business divisions, with the aim of fostering a culture that recognizes employees' challenges and achievements. Among the Group-wide programs, the ESG Awards recognize initiatives that contribute to sustainable value creation across a wide range of themes, including reducing environmental impact, addressing social issues, creating better workplace environments, and transforming business operations. These initiatives help promote innovation, facilitate the sharing of knowledge and best practices, and enhance employee motivation.
Talent Development and Capability Building
The HOYA Group implements talent development strategies tailored to the characteristics of each business. In advanced technology fields, the Group focuses on developing and securing research and engineering talent, while in its retail businesses it places greater emphasis on employee retention and talent development. Through these and other talent initiatives, the Group supports the competitiveness of each business. In addition, as a Group-wide initiative, the HOYA Group supports the sustainable growth of both its people and its organization through leadership development, career development support, and the expansion of learning opportunities.
Career Development and Talent Development
The HOYA Group places importance on creating an environment in which employees can take ownership of their careers and continue to grow. In addition to providing on-demand learning opportunities, the Group offers a wide range of development opportunities through on-the-job training (OJT), mentoring programs, and position-based training programs.
The Group also offers common leadership development programs across the organization, helping employees acquire skills in team management, strategy execution, and coaching according to their roles and levels. In addition, management and leadership training tailored to the characteristics of individual businesses and regions is provided to strengthen organizational decision-making and execution capabilities.
Furthermore, each business division offers job-specific training programs, including specialized professional education. For example, retail businesses provide customer service and hospitality training to enhance customer value, while the Information Technology business conducts sustainability training based on the Responsible Business Alliance (RBA) Code of Conduct. Through these initiatives, the Group promotes talent development aligned with the characteristics and needs of each business.
Talent Development Supporting Store Service Excellence
At Eyecity, HOYA's chain of contact lens specialty stores, dedicated development programs are implemented to enhance the customer service and hospitality skills of store staff. Training combines e-learning and on-the-job instruction and is provided to a broad range of employees regardless of employment status.
The training framework consists of three pillars: Operational Training, which develops customer service and hospitality skills; Technical Training (four levels), which provides specialized knowledge of contact lenses; and Management Training, which equips employees with the knowledge and skills required for team management.
In addition, Eyecity supports the growth of diverse talent, including non-regular and short-hour employees, by providing learning opportunities and flexible working arrangements tailored to individual lifestyles. Through these initiatives, Eyecity develops personnel who combine technical expertise with hospitality while providing opportunities for career development, including conversion to regular employment.
Talent Development Supporting Responsible Manufacturing
Employees of HOYA Electronics Singapore Pte. Ltd., part of the Group's Large-Scale Integration (LSI) Division, participate on an ongoing basis in sustainability training based on the Responsible Business Alliance (RBA) Code of Conduct and tailored to the characteristics of the electronic components business.
The program helps employees deepen their understanding of occupational health and safety, human rights and labor practices, environmental responsibility, and business ethics. Through this training, each employee acquires the knowledge and awareness required for responsible business conduct, thereby supporting manufacturing activities that uphold safety, quality, and ethical standards while helping develop talent capable of sustaining responsible business operations.
Developing and Securing Talent for Future Growth
Under its “a big fish in a small pond” strategy, the HOYA Group seeks to achieve sustainable growth over the medium to long term by establishing competitive advantages in highly differentiated technologies and market niches. As a talent initiative supporting this strategy, the Group is establishing HOYA Incubation Laboratories (HILS), a cross-functional research and development organization. In addition to conducting R&D directly linked to individual businesses, HILS will promote Group-wide research activities and the exploration of future growth opportunities. By bringing together expertise from across business boundaries, HILS will foster innovation while systematically developing and securing the research and technical talent needed to support future growth. Through these efforts, the Group aims to strengthen its technological foundation and enhance corporate value over the medium to long term.
DX and the Use of AI
The HOYA Group is promoting digital transformation (DX) as a foundation for improving productivity and creating new value. By leveraging digital technologies and AI, the Group is addressing operational challenges, improving efficiency, and enabling employees to perform at their full potential. As part of its efforts to develop talent capable of supporting DX, the Group provides training programs on generative AI and data analytics across its sites to enhance employees’ digital skills.
In addition, based on a Group-wide policy governing the appropriate use of information systems, including AI, the Group has established usage rules and provides annual training to all employees to deepen understanding and promote the proper use of these technologies.
In manufacturing operations, each business division is advancing the digitalization of business processes and improving efficiency through automation and standardization. In businesses with large-scale manufacturing operations, dedicated system development organizations have been established within the divisions to integrate procurement, inventory, quality, and production systems centered on ERP platforms. This enables centralized data management across processes and sites, improving the visibility and traceability of manufacturing and quality information while enhancing productivity and reducing workloads at production sites.
In the retail business, Eyecity is expanding customer service channels through the use of AI chatbots and other technologies, improving customer convenience and service quality, and thereby contributing to higher customer satisfaction.
In addition, the Group is utilizing AI technologies in back-office operations to improve administrative efficiency.
Through these initiatives, the Group is creating an environment in which employees can focus on higher value-added activities. At the same time, by strategically deploying the human resources freed up through these initiatives, the Group aims to enhance its overall competitiveness and support sustainable value creation.