Sharp introduced the Sharp Leadership Program in fiscal 2001 in Japan as an educational system targeting all employees, from younger staff members in semi-managerial positions to those in supervisory positions, with the objective of systematically nurturing management personnel. In addition to education implemented in relation to an MBA (Masters of Business Administration) curriculum, this program provides practical training that includes overseas assignments and participation in a key project. It is intended to nurture management potential and leadership that is in line with global standards.

The Challenge Course, for younger staff members in semi-managerial positions, eliminates seniority-based factors and sets up a monthly compensation system based on performance. Along with an education support system, it is intended to enable early promotion of younger personnel.

To foster the professional development of its management executives who contribute to the future creation of products and their commercialization, Sharp introduced the MOT (Management of Technology) Program in April 2005 in Japan, with approximately 30 employees attending in fiscal 2007.

Using original Sharp content and led by Sharp executives in technology fields, the MOT Program covers such topics as the origin of Sharp's basic attitude towards the creation of products. It also includes courses on technology management theory given by outside lecturers including renowned university professors in Japan and from abroad.

Sharp introduced the Master System in October 2003 in Japan. Its purpose is to vitalize the company organization by creating and developing one-of-a-kind skills, passing down these technical skills to the younger generation, and fostering master technicians. The system covers seven types of skills.

Sharp Corporation has a number of job rotation systems that bring out the very best in employees while furthering their careers.

Under Sharp's Personnel Declaration/Career Development System, once a year all employees in Japan document a career development plan and their job aptitude. Sharp then uses the information to develop skills and organize job rotations.

Sharp also implements a Career Development Rotation to give employees in Japan the opportunity to experience multiple types of jobs. The aim is to systematically foster "T-shaped" personnel who balance a high degree of expertise and a wide intellectual horizon.

Sharp implements the Recruitment Entry System in Japan to solicit personnel from among all employees company-wide, inviting them to take newly available positions in critically important areas, such as pioneering new business, as well as developing new technologies and products.

In fiscal 2007, jobs were offered in approximately 120 projects, and 130 employees were assigned a new position in roughly 70 projects.

Sharp introduced the SHINE (Sharp International New Experience) Program in Japan, in 2004 as an in-service training system to foster the abilities of younger employees who will play a central role in the global business of the future, with a view to further expanding global business. Under this program‚ Sharp sends highly motivated employees overseas for 18 months to two years to study foreign languages at local language schools and gain work experience at overseas bases. Since its introduction, the program has dispatched 49 trainees to 12 different countries.

In Japan, Sharp holds seminars classified by function and job type for employees, to deepen their knowledge and required expertise. The company also offers a versatile selection of self-development support programs, such as open lectures, e-learning, correspondence language courses and other skill-improvement seminars.

One example is the voluntary Essential Course, which gives participants across the company a chance to simultaneously receive lectures by renowned outside specialists via a TV conference system. This Essential Course is so popular that many employees take holiday time to attend lectures.

Supporting the development of its employees, Sharp introduced the Qualification Acquisition Encouragement Plan in September 2004 in Japan to reward employees who have acquired any of the specified six qualifications, such as public accountant certification.

Adding to this, Sharp has been broadening the range of qualifications, from specialized fields such as technology and technical skills, to foreign languages and IT, which are directly connected to daily duties. Sharp now provides incentives in recognition of 173 qualifications. Approximately 3,400 qualified applicants received the respective incentives in 2007.

Sharp annually honors domestic and overseas employees and divisions/departments that have achieved outstanding performance.

In fiscal 2007, approximately 220 awards were presented to 3,670 employees.

Outside business partners who have demonstrated commitment to social contributions, or to our company's growth, were awarded Sharp Appreciation Awards.