Personnel Development Policy (Pigeon Corporation)
Pigeon Corporation aims to be a diverse corps of professionals, staffing its entire value chain with knowledgeable, experienced and professional employees who closely examine changes in society and actively update their skills with a view to the future.
To enable every employee to shine as an individual, Pigeon sponsors training to improve business skills, in which employees can participate on a voluntary basis. In this way Pigeon strives to offer personnel training that respects the autonomy, individuality and professionalism of employees.
Education and Training Framework
Empowering Autonomous Growth
The Pigeon Group aims to be a "diverse collective of experts," where employees with high levels of specialized knowledge across every stage of the value chain proactively and continuously update their skills. We place the utmost respect on employee autonomy and have established a comprehensive system to support multifaceted career development.
■ "Open-Enrollment" for Proactive Learning
All business skill training programs organized by the company are based on an "open-enrollment" (application-based) system. Rather than simply attending mandatory courses assigned by the company, we prioritize an environment where employees consider what skills they need and take the initiative to select their own learning path.
■ Structured Educational Programs
To clarify our vision for employee growth and the specific knowledge required, we have established a Structured Training Framework tailored to various roles and job functions. This makes the path to expertise and the necessary milestones visible and attainable.
Through these multilayered support systems, we are building an organization where employees can continue to take on challenges with vitality and respond flexibly to the ever-changing needs of society.
Training Framework
Future executive leader candidates Development
In Future executive leader candidates Development Program, in order to ensure the lasting development of the Pigeon Group, we provide continuous training for Pigeon employees who will serve at the management level in future: “personnel expected to continually develop as people and raise corporate value based on the values expressed in the Pigeon Way.” The training is held on a six-year cycle, and the curriculum includes programs for discovery, development, application, and appointment, with each program developing and selecting from among participants along the way. Many past program graduates play pivotal roles and are thriving in their respective departments. Of the 30 graduates currently in or beyond the utilization phase, 2 are Directors, 1 is an Audit & Supervisory Board Member, 8 are Executive Officers (including 3 Group Executive Officers), and 3 have been appointed as Directors of domestic and overseas Group companies.
Early Identification and Development of Autonomous Leaders
Launched in 2023, this training program is conducted every three years with the objective of early identification and development of autonomous leaders to build a talent pool that will carry the future of the Pigeon Group. The second "Leader Juku" is scheduled to take place in 2026.
Targeting early-to-mid-career employees generally under the age of 40, 16 participants were selected from a pool of candidates who applied through a self-recommendation process. Participants will thoroughly acquire various skills expected of next-generation leaders, such as leadership and problem-solving. Furthermore, through team-based project activities, they will gain practical experience in examining departmental issues, proposing solutions, and creating tangible outputs.
Promoting continuous individual and organizational development
At the Pigeon Group, we believe that the autonomous career formation of each employee and the continuous enhancement of their capabilities through diverse experiences are indispensable to our sustainable growth. To support this self-directed career development, we introduced the "Accelerate My Career (AMC)" program in 2020. This initiative aims to empower employees to proactively build their professional paths through various internal and external experiences, and we have continuously expanded a multi-layered menu of opportunities to lower the barriers to participation.
Regarding internal initiatives, in addition to traditional internal job postings and "Internal Pro Bono" (cross-departmental project support), we implemented a short-term "Internal Internship" program in fiscal year 2025. By directly experiencing the operations and perspectives of other departments, employees contribute to creating cross-functional synergies, such as deepening inter-departmental collaboration and facilitating smoother communication. We also flexibly provide external career development opportunities. These not only foster career awareness through the acquisition of outside knowledge but also lead to improved business quality as employees apply the insights gained from these experiences back into their own roles.
In 2025, to further encourage autonomous career formation, we launched a system of regular 1on1 meetings (at least four times a year) for all full-time employees below the general manager level. During the same year, we established a "Skill Management" framework that defines both company-wide common skills and department-specific technical skills, making individual proficiency levels visible. This system allows employees to use a combination of self-evaluation and supervisor evaluation to objectively understand their own skill gaps, enabling the creation of concrete development plans to supplement necessary experience and knowledge. Through these 1on1 sessions, supervisors act as mentors, providing guidance on acquiring specialized skills and offering support for career-related concerns, thereby strengthening our "partner-style" support system to help every employee realize their professional vision.
Accelerate My Career Program Uptake and Training Achievements
| Scheme | Unit | FY2021 | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Internal recruitment | Users (people) | 0 | 2 | 4 | 0 | 0 |
| Internal internships | Users (people) | 0 | 0 | 0 | 0 | 2 |
| Internal pro bono work | Users (people) | 0 | 10 | 14 | 8 | 14 |
| External postings | Users (people) | 2 | 1 | 1 | 1 | 1 |
| Outside side job | Users (people) | - | - | 4 | 9 | 5 |
| Volunteer/pro bono leave | Annual cumulative users (people) | 27 | 40 | 55 | 64 | 35 |
| Annual cumulative usage time (hours) | 101.25 | 150.00 | 213.75 | 255.00 | 187.50 | |
| Training hours per employee | Time (hours) | 21 | 11 | 17 | 19 | 14 |
Improving Employee Financial Literacy
To support our employees' asset building, we have introduced a defined contribution corporate pension plan, and our financial standing is not affected by future pension investment performance. Furthermore, to assist employees in building their assets, we provide all new full-time employees with explanations regarding the managing organization, the characteristics of investment products, and selection methods. We also promote continuous learning aimed at improving employees' knowledge of asset management by utilizing learning tools provided by the managing organization and conducting in-house seminars and other educational initiatives.