Human Resources Development

Policy and Basic Approach
System
Targets and Results
Initiatives

Policy and Basic Approach

Human Resources Development Policy

Through implementing sustainable management under our KAYAKU spirit corporate vision are we aiming to create environmental, social and economic value, contribute towards a sustainable society, and increase corporate value.
In order to make the KAYAKU spirit an everyday reality, we have decided upon the following HR development policies.

Autonomous HR development that people can pursue at their own initiative, to improve creativity and expertise
Bold and challenging HR development without fear of failure in response to environmental change
Globally-oriented HR development allowing for employees to play active roles on the global stage

To achieve our policy aims, we promote stronger HR development through various education programs, including group sessions for each employee level, education for specially selected employees, and E-learning.

System

Human Capital (System)

Targets and Results

Scroll horizontally to view more.

Key sustainability issues	Corresponding SDGs	Action plans	Indicators（KPI）	FY2025 Targets	Results
Key sustainability issues	Corresponding SDGs	Action plans	Indicators（KPI）	FY2025 Targets	FY2023	FY2024
Maintaining and Expanding Employment, Developing Human Resources, and Respecting Human Rights		Promoting diversity and inclusion through the recruitment of diverse human resources, effective HR assignment and exchanges Pass down and strengthen technical capabilities in monozukuri (manufacturing) and achieve globalization in human resources through ongoing human resource development
			Amount invested in education and training per employee	(Non-consolidated) Disclose results	(Non-consolidated) 76,565 yen/person	(Non-consolidated) 72,015 yen/person
			Training hours per employee	(Non-consolidated) Disclose results	(Non-consolidated) 17.7 hours	(Non-consolidated) 15 hours

Initiatives

Training System

People are the nucleus of our organization. Only people can provide the driving force behind the manufacturing of products which bring value to the world’s citizens. Having surpassed a century in business, we are now working to develop the human resources to carry Nippon Kayaku through its next 100 years.

Training Program

We have prepared a number of employee training programs tailored towards job-type and company level with a view to developing outstanding human resources who can carry the next generation.

Compulsory Programs

Our compulsory training programs for employees with different jobs, company levels and abilities include those for: new hires, post-first-year, post-third-year, fifth year and mid-career. The aim is to help employees recognize changes to their roles and abilities, put this increased awareness into practice, and support them in taking that next step forward.

Voluntary Programs

We also have myriad voluntary programs geared towards individual and job characteristics which support employees in their quests to self-improve through acquiring new business skills and boosting problem-solving capacities.

Next-generation Managers Development Program

We are aiming to train up the next generation of company managers through our selection-based programs for next-generation leaders, next-generation management candidates and senior management candidates.
The year 2000 saw us establish the Nippon Kayaku Business Academy to help us unearth and develop our next management generation. In FY2024, the Academy welcomed 20 students selected from each business unit and the General Administration Department. Each month saw them attend lectures by both Executive Directors with Official Posts and External Directors, participate in training workshops, and receive online lectures on a curriculum tailored to their individual levels and requisite skills. In total, the students spent a full year studying management perspectives.

Title	Nippon Kayaku Business Academy (Abbreviated to: NBA)
Objective	To develop the next generation of Nippon Kayaku Group management candidates through fostering a managerial mindset under the KAYAKU spirit and equipping our students with the practical skills to set management policies based on perceiving the future, strategic planning and scenario planning.
Aimed at	Managers in their 30s and 40s
Period	1year
Supervised by	Corporate Planning Division, Human Resources Division
Attendees	FY 2024	20(Male：18 , Female：2)
Attendees	FY 2023	23(Male：20 , Female：3)
Total training time	FY 2024	2180 hours
Total training time	FY 2023	2587.5 hours

Education and Training Structure Map

HR Department Training Programs for FY2024

Compulsory Program

Title	Contents	Attendees			Total training time
Title	Contents	Male	Female	Total	Total training time
New Hire Training	Induction training for new graduate hires Internal company rules, business outlines, business skill education	60	12	72	6,430
Post-1st year Training	Improving business execution capabilities; confirming relevant issues and fixing action plans for voluntary career progression	60	12	72	1,605
3rd-year Training	Improving business execution capabilities; fixing a career action plan to aid constant delivery of results as a core organizational member	33	6	39	780
Careers and Presentations	Introducing one's career progress since joining Nippon Kayaku and engaging in lively discussion with fellow entrance classmates and other company colleagues	23	2	25	312.5
5th-year Training	Learning methods to enhance autonomy and ways of demonstrating influence that can be used to shape one's future career	20	2	22	275
Stronger Communication Skills Training	Planning how to improve the communication abilities needed to proactively move one's work along within the organization as a mid-level employee	17	1	18	360
Mid-level Employee Training	Recognizing the importance of voluntarily responding to the roles and changing expectations of mid-level employees, and utilizing this to progress one's career	38	2	40	1,100
Year-round Recruit-Oriented HR Training^*	Induction training for mid-career hires Internal company rules, business outline education	-	-	-	-

*Not held in FY2024

Voluntary Program

Title	Contents	Attendees			Total training time
Title	Contents	Male	Female	Total	Total training time
Seminar on Improving Interpersonal Skills	Gaining the skill of adapting to other people's communication styles	11	2	13	162.5
Problem-solving Skill Improvement Training	Gaining knowledge of the necessary rational thinking processes behind accurate judgments and problem-solving	13	2	15	300
Marketing Training	Gaining knowledge of marketing frameworks and analysis methods	13	3	16	200
Logical Communication Training	Improving information-exchange skills based on logical thinking	22	2	24	300
Management Simulation Training	Gaining understanding of management indicators and knowledge of business management processes	14	0	14	280

Next-generation Manager Development Program

Title	Contents	Attendees			Total training time
Title	Contents	Male	Female	Total	Total training time
Business Leader Training Course^*	Developing reformist leaders overflowing with entrepreneurial spirit who act while anticipating the future	-	-	-	-
New Manager Training: Part 1	Induction training for new managers Gaining the skills and knowledge demanded by the role	29	1	30	375
New Manager Training: Part 2	Induction training for new managers Gaining management and communication skills	29	1	30	375
Nippon Kayaku Business Academy (Held in alternate years)	Aimed at the next generation of managerial candidates Fixing management strategies based on future insights, strategies and scenario planning; gaining necessary business management skills and fostering a managerial mind	18	2	20	2,180
Senior Management Candidates (Held in alternate years)^*	Aimed at future senior management candidates Learning about leadership, business management capabilities and management literacy	-	-	-	-

*Not held in FY2024

Human Resources Development

Scroll horizontally to view more.

Indicator	Covering	Unit	2020	2021	2022	2023	2024
Training hours per full-time employee	Non-consolidated	Hours	14	13	15	17.7	15
Total training hours	Non-consolidated	Hours	29,156	27,092	31,045	37,465	31,915
Amount of investment in education and training per full-time employee	Non-consolidated	Yen	35,706	66,606	83,002	76,565	72,015

Business Unit Initiatives

Mobility & Imaging Business Unit
KMY Research Students Visit our Premises

Our Safety Systems Head Plant is currently welcoming research students from Kayaku Safety Systems Malaysia (KMY) for training on equipment and production techniques. Although cylindrical inflators are made at the Safety Systems Head Plant at present, we are planning to make capital investments and transfer technology over to Malaysian manufacturing bases as part of efforts to establish a global supply system and target promising markets.

DOJO Classroom Installed

Since FY2018, education and training sessions for employees have been held in the Safety Systems Head Plant’s training hall (DOJO). The DOJO sees instructors make use of printed materials with simple and easy explanations of safety and quality rules (what to do) and prohibited items and actions (what not to do). It also has machines at the ready to offer trainees practical learning opportunities, such as experiencing static electricity and the pointing and calling method.
Furthermore, to help trainees level up from machine operators to site supervisors (mid-level employees), veteran employees serve as trainers to pass on their knowledge of products and production processes, and throw in elements of hands-on training too.
This DOJO has also forged links with the dojos of overseas subsidiaries as it aims to up levels of skill and knowledge across the entire business unit.

Sustainability Top Page
- Support Information
- ESG Aggregate Data
- Sustainability Report
- Editorial Policy
- Standards Comparison
- ESG Navigation
- Independent Third-Party Inspection Reports
- External Evaluations and Awards

Privacy Preference Center

Your Privacy

Strictly Necessary Cookies

Google Analytics

Cookies used

Pardot

Pardot Cookies used

Human Resources Development

Policy and Basic Approach