Kato Spring uses the phrase "living company treasures." We have adapted this from the term "living national treasures" to express our thoughts concerning specialists. In other words, this phrase was born out of determining how to create a climate that treasures knowledge gained through experience. Our aim is to develop benefits and a spirit of respect that are worthy of the skills and knowledge accumulated by an individual without giving consideration to corporate status.
  It is true that we are entering an era of automation and robots. However, robots are limited to the steady manufacture of products that obtain scores of 95 out of 100 when inspected for defects. For products that are scored 100 points or more, the power of a skilled worker is required in the end. There are unlimited examples of this scenario, not only in our business but other fields of precision manufacturing as well. However, added value cannot be provided by young engineers. The "greater-than-machine" skills of a veteran are needed in the end.
  The recent fall of Japan, which always won the gold medal at the Skills Olympics, is truly sad. The common issues of manufacturers in each field have begun to emerge in the form of a thin layer of technicians and a lack of successors. This is a major payback generated by the lack of flexibility in organization and management, and another reason why we are aiming for "a seniority system by results."

  However, Kato Spring is following an even more basic image. New Katoites enter the company. They select their respective courses, go through training, challenge themselves in the fields they want to tackle and keep growing. We have prepared such a framework one step at a time. This framework is one that allows individuals to fully demonstrate their skills and enrich their lives with their personal strengths. In other words, it is "a management that motivates company members to work harder and harder." If we keep improving this framework annually from such a perspective, the careers of company members in the end will take the shape of a seniority system.
  You may think, "Is that it?" However, we are not just saying this as rhetoric. The fundamental concept of option management is management that supports company members controlling their lives, on their own, and under their own responsibility. The traditional method of management in which company members depend entirely on the company will fail. Individuals who can't be motivated and are irresponsible concerning results can't enjoy work. Consequently, they leave the company in the end. However, that is fine with me. In fact, I instead understand this to be a good thing in the life of such an individual, because by doing so they may find an opportunity to create a new, wonderful life for themselves.

  Ten years ago, I asked two of our executives to leave the company. At the time, I was full of regret that I didn't make the decision earlier. Although it was my responsibility, I keenly felt that the easy-going approach of placing people in positions based on half-hearted evaluations and continuing to pay them salaries would ruin their lives in the end. I also wonder what would have happened if they had been given another choice within their careers.
  In another case, young people joining the company right out of college will have different needs at different stages of their lives. If only one path has been prepared for them, the time will come when they will leave the company if they are being truthfully honest concerning personal goals in their lives. By preparing a number of opportunities, a company enables its personnel to do their best within the same organization. This also works in a positive manner for the company. We hope to make the "Win-Win" relationship something with an essence by clarifying the responsibilities of each party in the relationship.

  By the way, the term "self responsibility" has been used much lately. However, the stance required to actualize this term in sincerity needs much improvement. Examples include salaries, bonuses and pensions. I wonder what would happen if these were paid to company members every month. Today's Japanese management would vehemently oppose providing these payments all at once. This is probably because it is believed that company members are weak at planning and that they would use the money without thinking about their future. In other words, management believes that the company, with its ability to plan and manage, should take care of such matters for the company member instead.
  The same is applied to the relationship between a country and its people. Leaders of countries probably act on the basis of thinking, "Citizens know nothing, so we must protect them with laws and regulations," and "Citizens should do what the bureaucratic elite allows them to." However, neither company members nor the citizens of a country are that foolish. And, I feel that it is okay even if they lose the ability to control themselves and fail.
  There is not much joy in achieving success if all one has done is follow the orders of others. The joy from this is no more than receiving the scraps from the life of someone else. Regardless of the form, I am convinced that an era is coming in which it will be more and more necessary for people (and management) to decide their own paths and proceed under their own responsibility. I want each Katoite to become a protagonist of his or her own life. Option management is challenging common practices head-on in this direction.