First in Welfare and Education Industry: Doronko-kai Group Wins Grand Prize in HR/HR Transformation Division at "Career Ownership Management AWARD 2026"

Doronko-kai Group (Headquarters: Shibuya-ku, Tokyo) received the 'Grand Prize in the HR/HR Transformation Division' at the 'Career Ownership Management AWARD 2026' (Large Enterprise Category), marking a first for the welfare and education industry.

This award recognizes companies that practice 'Career Ownership Management,' which balances individuals' autonomous growth with organizations' sustainable growth. Specifically, the 'HR/HR Transformation Division' targets companies that promote initiatives leading to new roles for HR/HR and the expansion of necessary capabilities, taking into account management and business perspectives.

Ms. Watanabe, Head of the Career Counseling Office, on stage at the award ceremony (second from right).

Grand Prize awarded for the first time in the welfare and education industry.

In the welfare and education industry, while a high degree of specialization is required, career paths tend to be limited to internal positions, often leading to a linear structure where 'growth equals promotion.' This structure also contributed to a decline in self-efficacy among motivated staff.

Doronko-kai Group perceived these challenges not as individual aptitude issues but as 'organizational design issues,' and promoted fundamental HR/HR reforms. Their efforts were highly evaluated, leading to this first-ever Grand Prize award in the welfare and education industry.

The sight of staff working vibrantly forms the foundation for nurturing children's 'Ningen-ryoku' (human capabilities).

Key points of evaluation: The judging committee highly praised the re-establishment of career support not as a part of welfare but as a 'management foundation' supporting business sustainability and the improvement of the quality of education and childcare.

Additionally, the development of a system where challenge, learning, and role expansion circulate, based on self-understanding and dialogue, and the realization of multiple career paths through external training and lectures, were also highly evaluated.

Furthermore, it was highly acclaimed as a consistent HR/HR reform that contributes to management transformation, suppression of turnover indicators, and improvement of the quality of education and childcare through revisions to layered training and evaluation systems, creating an environment where each individual can proactively consider their career and grow, which in turn provides value to children.

Conducting interviews with Self-Career Dock.

Achievements: Under the philosophy of 'Ningen-ryoku. We nurture it.', Doronko-kai Group has built a system where staff themselves can autonomously envision their future. This is based on the belief that adults who learn, choose, and judge for themselves are the foundation for nurturing children's 'Ningen-ryoku' to survive in a rapidly changing era.

Initiatives: Purpose/Content

Self-Career Dock: Targeted 266 staff members who had been with the company for 3 to 5 years, providing career training and interviews. Supported deepening self-understanding and improving motivation.

Career Design Questionnaire: Targeted all employees to visualize and share their career vision, values, and skills for 3 and 10 years ahead with the organization.

Job Challenge!: Provided opportunities to challenge other departments and job types (facilities, headquarters, new businesses, etc.) to expand career breadth.

Lecturer at Encho Daigaku® / Hoikushi Daigaku: 10 on-site staff members served as lecturers for in-house operated childcare worker training courses.

Lecturer for Tokyo Childcare Worker Career Up Training: 5 staff members served as lecturers for external training, demonstrating their expertise.

Internal Career Consultant Training: Trained 5 staff members as internal career consultants.

Tiered Training: Provided training for facility directors, chief staff, and leaders aimed at improving role understanding and team communication.

Internal Newsletter: Shared diverse career examples and initiatives from each facility to promote multiple career paths.

Evaluation System Updates and Implementation: Introduced competency evaluations and interview skill training to evaluate the quality of education and childcare based on behavior.

Comment from person in charge: Ms. Watanabe, Head of the Career Counseling Office, on stage at the award ceremony.

Ms. Watanabe, Head of Career Counseling Office: Since the establishment of the Career Counseling Office in April 2023, we have faced the deeply rooted linear career structure of 'growth equals promotion' in the welfare and education industry, and the challenge for motivated individuals to envision their future. The work involved in childcare and developmental support for children is an irreplaceable job that 'shapes' the future 'angle' of children. That is why we have continued our efforts with the desire that individuals themselves realize this value and can choose a better path by their own will.

We feel that receiving the 'Grand Prize in the HR/HR Transformation Division' for the first time in the welfare and education industry is proof that the challenges and growth of each and every staff member have been recognized by society. People continue to develop throughout their lives. Therefore, it is never too late to take on a challenge. We will continue to carefully build an organization where each individual can grasp the meaning of their work and choose their own path, leading to improved engagement with children and quality of education.