Hearst Fujingaho’s Post

I will deliver a keynote speech at the Nikkei SDGs Festival on December 4, from 10:00 to 10:30am JST. Participation is free, so please register via the link below and join us (in-person and online options available). 12月4日水曜日10：00－10：30に日経SDGs フェスで基調講演します、無料ですので是非下記のリンク先から登録しご参加ください（対面、オンライン両方可能）。講演テーマは「環境とビジネスの最前線：世界で進むサステナブル経営」で世界の動向をご紹介します。　 https://lnkd.in/gSEMuASx

Sustainability is one of our important priorities.

「21世紀の人材戦略における取締役会の役割」についての記事を公開しました Please take a look at our newly published article. It offers insights into future talent management. The English version is also available for download. #人事 #TalentManagement

Money isn’t everything but SANU envisions a global economy that uses business as a force for good! Additional 7billion yen raised resulting in cumulative 12billion yen funding to date. Details in Gen’s post below! #startup #fundraising #bcorp #livewithnature #sanu2ndhome

【メディア掲載】 ウェブメディア”SPACEMATE”で、 #東京海上日動 の吉井様と弊社CEOの中村が小型衛星の可能性について対談した記事を公開いただきました。 コスト削減と技術革新により、宇宙開発をより身近なものに。衛星データは防災・減災や農業、カーボンオフセットなど地上での生活改善にも貢献。小型衛星の役割がますます重要になる未来を見据えた取り組みを紹介しています。宇宙開発の最前線に興味がある方におすすめの記事です。 #宇宙ビジネス #衛星データ #サステナビリティ #アクセルスペース Let me introduce an article on the webmedia “SPACEMATE.” It features a discussion between Mr. Nobuo Yoshii from Tokio Marine and Nichido and our CEO, Nakamura, about the potential of microsatellites. The conversation highlights how cost reductions and technological advancements make space development more accessible. It’s showcasing the growing importance of microsatellites in shaping the future. Also, satellite data contributes to disaster prevention and mitigation, agriculture, and carbon offsetting.  You will be interested in the forefront of space development. #SpaceBusiness #SatelliteData #Sustainability #Axelspace https://lnkd.in/dB8XC2Z2

It's fascinating to observe the unique dynamic between India and Japan, characterized by a blend of contrasts that enriches our relationship. With over 28 years in Japan and 17 years of business experience, I've witnessed firsthand how cultural disparities coexist harmoniously, fostering mutual understanding and respect. #IndiaJapan #CulturalContrasts #MutualRespect #BusinessExperience #CulturalHarmony In India, our cultural ethos revolves around vegetarianism, emphasizing a lifestyle devoid of meat, alcohol, and tobacco consumption. Conversely, Japan boasts a vibrant alcohol culture, reflecting its societal norms and traditions, yet despite these differences, our nations engage in business endeavors with mutual respect and admiration. #VegetarianCulture #AlcoholCulture #CulturalEthos #IndiaJapanRelations #BusinessEngagement This harmonious coexistence of cultural contrasts underscores the resilience and adaptability of the India-Japan relationship, transcending differences for the greater good of bilateral cooperation. Through mutual respect and open communication, we navigate diverse cultural landscapes to achieve shared goals and prosperity. #CulturalAdaptability #BilateralCooperation #SharedGoals #CulturalUnderstanding #IndiaJapanPartnership Despite cultural disparities, India and Japan find common ground in their commitment to fostering economic growth, innovation, and global collaboration. This shared vision unites our nations, driving us to overcome challenges and forge enduring partnerships built on trust and mutual benefit. #EconomicGrowth #Innovation #GlobalCollaboration #EnduringPartnerships #IndiaJapanAlliance As individuals from diverse cultural backgrounds, our ability to embrace differences and leverage each other's strengths exemplifies the spirit of collaboration and friendship that defines the India-Japan relationship. Together, we navigate the complexities of global business, enriching our lives and societies in the process. #CulturalDiversity #Collaboration #Friendship #GlobalBusiness #IndiaJapanBond

English Version! Meeting with Mr. Iwamoto, Representative of the Japan White Spread. HR emergencies are on the rise!  But why does the "HR problem" seem never-ending? The reasons may not be widely recognized. Surprisingly, many business owners fail to convey the magnitude of this crisis. In today's Japan: 1. We're facing an unprecedented aging society (unable to recruit, staff shortages) 2. The labor force continues to shrink (high turnover rates) 3. With demands for shorter working hours and rising costs, profitability becomes challenging. Previously, the important factor was to increase profit and revenues. Now, we are entering a new world. Failure to address these intimidating challenges leads to... 🏢 Companies: - Struggling to retain talents - Employees dissatisfied with evaluations - Difficulty attracting top talent to begin with 👥 Staff: - Feeling undervalued - Stagnant wages despite efforts - Seeking companies that recognize their value This undesirable "conflict structure" intensifies rapidly. In fact, many business owners are struggling with: - High employee turnover - Unclear evaluation systems - Employee development challenges The question arises: "What exactly should we do about HR?" As companies grow, HR difficulties inevitably arise. But one thing is certain: Successful companies tackle this issue head-on, and early on. So, what's the secret to a successful "HR system" for growing companies? The answer lies in the "Bantok HR" introduction program! This HR system based on the Bantok philosophy is the key to breaking free from this "conflict structure" and evolving as an "organization." Following its successful launch last year, we're now recruiting for the second phase of testers. Even small companies find it incredibly valuable! Moreover, we're hosting free 1-hour information sessions to address your HR concerns and provide more details about the program. "I had numerous eye-opening realizations in just one hour." We received a lot of feedback like this, so please join us!  It will be valuable information, and It's free! For more details, check out the link in the comments section. And since many could benefit from this, please share this around. In the photo; I had the pleasure of dining with Mr. Iwamoto, the representative of the White Foundation. They're certifying a White Company, supporting recruitment for reputable organizations. Thank you all for your continued support!  With deepest gratitude 🙏

Thought this was an interesting topic raised. I don't know about Japan, but in some of the other markets in Southeast Asia, I observe a 'two-speed' transforming going on between (1) Large Corporates and (2) Small and Medium size businesses. For Large, I think more and more HR leaders are now part of the C-level conversations and giving input into overall business strategy from the perspective of talent pipeline, skills capacity to deliver the strategy, and succession planning. Separately the HR function has become more specialised with a small group of pioneering Large companies having HR functions that focus on Employee Value Proposition, perhaps separating Talent management from performance management, perhaps also including an Employee Listening function. For the Small and Medium, there is still a lot of key HR decision making being made by the Founder or CEO, while HR is still seen as a cost centre or a transactional, execution-only function, with no input into strategy. For both types of companies, it goes without saying that they have both benefited from the massive explosion in HR tech available to them today vs even 5 years ago, from using #RPA to help with payroll calculations, filing compliance forms, to #AI powered recruitment software, to AI powered Talent Potential/Talent fit predicting tools. This is on top of tools that have existed for years such as HRIS. In recent 12-24 months, many companies have also started to explore '#fractional CHRO' type of arrangements for situations where they may not wish to have a strategic HR advisor all the time, but for certain projects, they may wish to work with a retained or project-basis #CHRO who can advise the internal team to shorten the learning curve on topics such as #Diversity, #Transformation, #EVP etc.

　人材を「資本」として捉え、その価値を最大限に引き出すことで、中長期的な企業価値向上につなげる「人的資本経営」。その実践に向けた課題や方向性を業界有数のCHROにお集まりいただき議論する「CHROラウンドテーブル」。その第二期の取り組みをレポートとしてまとめました。データに基づく、具体的な因果関係に基づくインサイトが提示されています。是非ご一読ください。 　Human capital management’ is the concept of viewing human resources as “capital” and maximising their value to increase corporate value over the medium to long term. The CHRO Round Table invites leading CHROs in the industry to discuss the challenges and directions for putting this into practice. The second phase of the initiative is summarised in this report. The report presents data-based insights based on concrete cause-and-effect relationships. Please read the report. https://lnkd.in/g4RbxfxA..