Core Value

To captivate the world, we have been investing in the human capital, culture, and environment that is our driving force , as well as consistently working on the agenda aligned with the concept of “human capital management.” We will continue to make the necessary investments in our human capital and build the systems that enable every individual to remain “Game Changer.”

HCDGs Theme “Core Value”

With our Mission Pyramid, as our compass, we will mobilize the strengths of our diverse and dynamic human capital.

Mission Pyramid

The Mission Pyramid (MP) is a framework that literally articulates the organization’s group mission and purpose (raison d’être) and Group Vision (Ideal self), as well as structurally expresses the goals, strategies, organization, and tactics to realize them. To realize the MP of the higher-level organizations, more specific MPs are set for each of their sub-organizations, and finally broken down into the roles and goals of the individuals who belong to these organizations, thereby clarifying the roles and goals of each individual in a common sense of direction. To ensure that this framework is used as a living communication tool, all employees have learning opportunities to understand its intent and structure, and it is also linked to the personnel system, education system, and award system. We regularly measure the degree of penetration regarding MPs to identify issues and take countermeasures on an ongoing basis.

S.S.FIVE

S.S.FIVE represent the common mindset and stance necessary for diverse human capital to cooperate with each other while demonstrating their individuality. Inspired by the ‘human qualities’ that Hajime Satomi, Chairman and Representative of the Company, has long valued, we have established a shared set of competencies across the SEGA SAMMY Group. In addition to being incorporated directly or indirectly into the human capital requirements and evaluation criteria of each Group Ccompany, they are also important learning objectives in executive layer and level-specific training at SEGA SAMMY College, the Group’s in-house learning institution and are part of our systematic efforts to cultivate human capital that is unique to SEGA SAMMY.

Next-generation Management Succession Plan

SEGA SAMMY Group has been working on next-generation management training by introducing a succession plan (Session-S) for the Ccompany’s sustainable growth.

The succession plan is the process of selecting successor candidates for important management positions of each Group Company by people centering on the current top management. Aiming to enable us to appoint personnel who can adapt to change or make an innovation by fostering those who have desired will and skill, and to keep up a certain level of management quality (management and human ability), we have now formulated succession plans for 189 personnel for 88 positions as of FY2025/3.

To foster successor candidates, we make succession plans (for tough assignments, relocation, receiving training) by taking into account each candidate’s personal history, strengths, and weaknesses by the standards of the leader image which each group requires, as well as requirements of the corresponding positions. Then, we further scrutinize the plan by discussing it with each company’s president to improve its validity and then get permission and support from the president.

In addition, as a Group, we support the successor training of each company through relocation arrangements and building an environment for receiving training.

Investment in Human Capital to Carry on the Founder’s Belief

We have long invested in our employees, guided by Chairman, Representative Director, Hajime Satomi’s long-held belief, even before the concept of human capital came into widespread use.

Founder’s Belief “Valuing people that contribute to the company’s strength”

The belief that increasing the number of people who have experienced both great success and bitter disappointments through sustained effort leads to the enhancement of corporate value. Based on this belief, Chairman Satomi’s philosophy of valuing people has been upheld since before the founding of the SEGA SAMMY Group.　It has been passed on to the Group’s executive and is reflected in the current management strategy. Inheriting his belief, we will continue to advance our commitment to human capital management.

Founder, Hajime Satomi, “Talented people who have accumulated experiences of both great successes and bitter disappointments represent our ‘unseen assets.’”

A powerful earnings structure alone, even one capable of delivering better performance and higher profit margins, cannot transform mere possibility into reality. Only persistence and hard work can do that. Without years of dedication and concerted effort, Sammy could never have achieved the position it enjoys today. Demonstrating this are Sammy’s technological and developmental strengths. While both constitute major selling points for Sammy today, neither of these capabilities was gained overnight. Each is the end result of building a top a successive string of R&D experiences, setbacks, accomplishments and breakthroughs. Our human resources comprise the most crucial part of this process, for it is ultimately people who are the storehouses of this vital information. At the Sammy Group, we are proud that each employee shares our business vision, and that we provide a working environment that sufficiently challenges our employees to realize their potential. Whether in R&D, sales, production, administration, or at one of Sammy’s group companies, these talented staff members have experienced both great successes and bitter disappointments. The accumulated wealth of experience these individuals represent comprise what we refer to as an “unseen asset,” one that enhances Sammy’s overall strength as a company. Furthermore, Sammy is a place where people know how much they are valued. This is certainly one of the reasons that we enjoy an extremely high employee retention rate.

(Cited from Sammy Annual Report 2003)

The importance of valuing human capital is also highlighted in Sekkyokushinshu (“Always Proactive, Always Pioneering”), an internal book that presents the founder’s management philosophy through episodes from his experiences. This book has been distributed primarily to employees in Japan and serves to pass on his beliefs.

Founder’s message