Contributions from diverse human resources
The HIS Group believes that human resources are the source of value creation, and strives to create an environment in which each employee can work with a sense of job fulfilment and excitement.
The Group was founded in 1980, and started its operations by challenging established practices in the travel business.
At the time, the number of annual outbound Japanese travelers stood at approximately 3.9 million, one-fifth of the market size in 2019.
In a market geared heavily toward highpriced group tours, the Group pioneered foreign independent tours (FITs) using low-cost airline tickets, and worked to explore new markets for individual and independent travel.
The Group's vision for 2030, which will mark the 50th anniversary of its founding, is "Change & Create--embracing the spirit of challenge, bringing the world together, and continuing to be a company that is chosen by its stakeholders." It begins with a reference to the "spirit of challenge," which was the starting point of the Group's operations.
The exploration of new challenges has been an essential part of our history, and the Group aims to transform itself and achieve sustainable growth by helping ensure its individual employees can take on exciting challenges.
DEIB Promotion
It aims to be a Group in which individual employees respect and support each other, challenge themselves to grow in unique ways, and turn diversity into a strength. To achieve these goals, it promotes diversity, equity, inclusion, and belonging (DEIB).
Promotion of the participation and advancement of women in the workplace
The Group has a high ratio of female employees, and promotes the participation and advancement of women in the workplace as one of its important themes.
In 2019, it established the D&I Promotion Office as a dedicated organization.
In 2023, it further expanded the scope of the office, and reorganized it into the DEIB Promotion Office.
In order to increase the number of female employees participating in management, the company has set numerical targets to increase the ratio of female managers and executives, and has launched a nationwide project led by the president to promote various initiatives.
Aim to be a company where both men and women can balance work and childcare.
HIS results and targets
| FY2023 results | FY2026 results | FY2030 results | |
|---|---|---|---|
| Ratio of female managers | 14.0% | 20.0% | 30.0% |
| Ratio of female executives |
15.4% |
20.0% | 30.0% |
| Ratio of men taking childcare leave | 65.6% | 80.0% | 100.0% |
External certification
A company that promotes the participation andadvancement of women in the workforcespan>Level 3 of the "Eruboshi" certification(Ministry of Health, Labour and Welfare)
H.I.S. Co., Ltd. / Miki Tourist Co., Ltd.
A child-rearing support company"Kurumin" certification (Ministry ofHealth, Labour and Welfare)
H.I.S. Co., Ltd.
Certificate of Excellent ChildCare Support Company(Kumamoto City)
Kyushu Sanko Group
Active participation of human resources of various nationalities
Active participation of human resources of various nationalities With the globalization of our business, the HIS Group has staff of various nationalities working both domestically and internationally.
Another important theme is the active participation of human resources at overseas bases that support global business development.
We aim to increase the ratio of Non-Japanese Manager at overseas affiliates to 65% by FY2026, and will continue to develop and promote human resources.
The ratio of Non-Japanese Manager at overseas affiliates to 65%
Creating a comfortable workplace
Internal environment improvement policy
The HIS Group's Charter of Conduct stipulates "Secure a comfortable and safe working environment."
We aim to improve work engagement by promoting the creation of workplaces that ensure not only physical safety but also psychological safety so that our employees can continue to take on challenges with vigor and energy.
Employee satisfaction survey
HIS has been conducting an "Employee Satisfaction Survey" for all employees once a year since FY2013, but it was forced to be canceled due to the coronavirus pandemic, and the survey was conducted for the first time in four years in FY2023.
The rate of positive responses to the final question, "Overall, I would say HIS is a rewarding company to work for'' was 56.1%, an increase of 5.6 points from the previous survey in FY2019.
Aiming to be a company that is more rewarding to work for, we will continue to listen sincerely to the voices of each and every staff member, promote DEIB, create a comfortable workplace, and develop human resources.
KPI
Percentage of employees who responded that the company was a rewarding place to work
| FY2019 results |
FY2023 results |
FY2026 results |
|---|---|---|
|
50.5% |
56.1% (5.6pt up) |
80% |
Issues to focus on to achieve goals
- Questions with a low average rating
- Questions with a high correlation to job satisfaction, but with a lower rating than the overall average rating
Promotion of health management
In order to maintain and improve the health of our employees, we use various indicators to improve the working environment and promote "health management" in collaboration with the health insurance association and industrial physicians.
KPI
| FY2023 | FY2026 | |
|---|---|---|
| Average rate of paid leave taken | 68.4% | 75.0% |
| Health checkup, secondary health checkup participation rate | 45.0% | 70.0% |
| Stress check participation rate | 60.5% | 70.0% |
Promoting diverse work styles
In response to the diversity of lifestyles, we support a variety of work styles. We will continue to consider further expansion of various systems with the aim of optimizing work styles to suit a wide variety of jobs and lifestyles.
Introduction system
- Side job systems
- Telecommuting systems
- Re-employment systems
- Flextime work
- Shorter working hours during childcare periods
Gradual expansion system
- Shorter working hours
- Shorter working days
- Remote work
Human resource development
Human resource development policy
In the spirit of Vision 2030 to "be the preferred company of choice, full of enterprising spirit and bringing the world together Change&Create", we are working to foster personnel who each have their own great dreams and goals, are free thinkers not limited by conventional ideas, and take on new challenges without fear of failure.
Autonomous career development and creation of diverse growth opportunities
HIS will be implementing a new "Career Vision Training" starting in 2024 in conjunction with the "Career Vision System," in which employees self-report their career plans once a year.
In addition to reporting, we also have an open recruitment system that allows employees to volunteer for their desired department or job, and we are working to create a system that allows each staff member to independently build their career.
Developing leadership personnel who will lead the period of change
We believe that producing human resources who will lead the next generation is essential for the transformation and sustainable growth of the HIS Group, and we carry out systematic leader development.