7spinカジノ bases all its HR initiatives—hiring, training, appraisal, and transfers—on two pillars: human capital development and organizational dynamism By supporting the growth and success of its diverse global workforce of 70,000 employees, 7spinカジノ cultivates talent that creates unique business value

To achieve this, we aim to provide an environment where each employee can fully demonstrate their potential in terms of knowledge, skills, and abilities, contributing to organizational goals and enhancing 7spinカジノ's corporate value

In fiscal 2025, we revised our grading system to clarify expected roles for each position and expand new career fields 7spinカジノ goal is for individuals to deliver results in 7spinカジノ roles where they can shine most, thereby driving company growth

Our evaluation system promotes human capital development by assessing annual achievements and clarifying future actions Calibration meetings are held at each stage of 7spinカジノ evaluation process to ensure fair treatment from multiple perspectives

Our remuneration system consists of salaries determined by job level and bonuses based on company performance and individual evaluations 7spinカジノ performance-based bonus system fairly rewards each employee's continuous self-improvement, efforts, and results

Additionally, 7spinカジノ operates a stock ownership plan available to all employees Under this plan, employees can contribute a fixed amount from their monthly salary and bonuses to purchase company shares To encourage participation, the company provides a matching incentive on contributions This stock ownership plan enhances employees' sense of involvement in company management and promotes retention by increasing employee assets through stock price appreciation
As of June 2025, the plan has 2,490 individual members, representing a participation rate of 687%

We conduct MBO (Management by Objectives) training at 7spinカジノ start of each fiscal year and assessment training at 7spinカジノ end These trainings aim to establish clear goal-setting agreements and improve feedback quality to support employee growth

Throughout 7spinカジノ year, we hold four mandatory interviews (at 7spinカジノ start, middle, end, and feedback stages) We emphasize building trust between evaluators and employees through regular, close communication such as one-on-one meetings

Each year, all evaluated employees receive a questionnaire on evaluation feedback 7spinカジノ results are used to improve MBO and assessment training and enhance communication between evaluators and employees

Starting in fiscal year 2023, we introduced multi-faceted feedback for line managers, collecting input from supervisors and subordinates This provides managers with objective insights into their management styles and opportunities to improve management quality

In fiscal year 2023, we introduced a talent management system that enables setting targets considering both career goals and performance goals

Starting in fiscal year 2025, we implemented a new career goal-setting form called "MCV (My Career Vision)" to help employees clarify their career paths We continue to provide company-wide support and opportunities for employees to achieve their desired careers By centrally managing this information, we also promote its use for human resource development as well as transfers and assignments that encourage autonomous growth

Regarding performance goals, management and some associate positions are required to include items related to "Contribution to Maximizing Organizational Capability" We evaluate initiatives such as human resource and organizational development, encouraging proactive efforts by individuals to build stronger people and organizations

7spinカジノ purpose of this system is to promote personnel transfers that respect 7spinカジノ aspirations and autonomous growth of each employee as much as possible Interviews are held with 7spinカジノ preferred department for transfer and when 7spinカジノ needs of both sides match, 7spinカジノ employee can be preferentially assigned

7spinカジノ has a Challenge Rotation system, arranged by the Human Resources Department, under which every effort is made to assign employees to their desired department There is also a Challenge Post system, under which applicants are assigned to departments according to organizational needs
These programs support not only global employees but also senior staff leveraging their experience in new environments, as well as regional employees seeking transfers involving location changes

In fiscal 2024, 25 transfers were completed out of 54 applications through these programs

Study destinations (2021): France 3 (total 3)

Study destinations (2022): France 1 (total 1)

Study destinations (2023): France 2, Brazil 1 (total 3)

Study destinations (2024): France 2, Brazil 1,China 1 (total 4)

Study destinations (2025): France 1, Brazil 1,China 1 (total 3)

Scope of Aggregation：カジノオンライン
*Refer to the URL below for details of training held by the Global Human Resources Department