When new graduates join the company, we first confirm their preferences and then make a comprehensive decision based on their aptitude, expertise, and the personnel plan of the department they will be assigned to. At the Wismettac Group, we strive to create an environment in which employees can maximize their aptitude and capabilities, work with high motivation, and demonstrate high performance.

In order to foster a culture where employees can choose their own careers, we have established an internal recruitment system. Positions available through career hiring are also made public within the company, allowing employees to take on challenges that fit their own career plans, and we support spontaneous career development within the company. We also strive to support employees' careers by having them communicate with their superiors and OJT trainers on a daily basis, and by discussing mid- to long-term career development during semi-annual performance reviews.

There are two patterns for overseas postings: one is to decide on an expatriate based on a comprehensive assessment of the person's aptitude, expertise, experience, language ability, etc., based on the needs of the posting, and the other is to recruit through internal recruitment. Based on our business strategy, we are expanding our business in five regions (Japan, North America, Europe, Southeast Asia, and China), and we expect the number of opportunities for Japanese people to be posted overseas to increase in the future for various purposes, such as overseas M&A and localization.

The Wismettac Group's evaluation system is determined through careful review at a moderated meeting* of the perspective of Our Values, an evaluation of the degree of competency demonstrated/growth at each job level (personnel evaluation), and an evaluation of the output against the goals set at the ^beginning of the period (performance evaluation).
The evaluation process begins with a self-evaluation of personnel and performance evaluations, followed by an interview with one's superior. The superior then holds a moderated meeting to evaluate and discuss the employee's treatment, which is then finally decided. Compensation is set from the perspective of "Pay For Performance, Pay For Job," taking into account the employee's duties, role, and market standards. Therefore, some employees are promoted to managerial positions early on, depending on their performance, regardless of their age, gender, or background.

* Moderation meeting: An evaluation meeting attended by managers and above from the department. Evaluations are not only determined by the direct superior, but also through discussions with various management members to align views, and evaluations are decided through this meeting.

As for the company culture, I feel that many employees have the value of "mutual respect." Although each employee has a wide variety of backgrounds, there is a strong desire and spirit of challenge to create a better organization by communicating with everyone on an equal footing, regardless of length of service or age.