Human Resources Development

Policy and Basic Approach

Human Resources Development Policy

Under our corporate vision, the KAYAKU Spirit, we create environmental, social and economic value through the practice of sustainable management, while striving to realize a sustainable society and enhance corporate value. We are seeking to realize this KAYAKU Spirit via a number of talent development initiatives under the policies listed below.

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

In addition, to achieve the goals of our Long-term Management Plan, Evolution 2035, we are strengthening the development of key talent, including next-generation management talent, digital talent, finance and strategic planning talent, global talent, and highly specialized professionals.

System

Human Capital (System)

Targets and Results

Human Resource Development Targets

FY2025 Sustainability Targets and Results

Initiatives

Training System

We prepare a diverse array of training programs tailored not only to occupation and company level, but to the roles and development phases of individual employees. Such systematic education and training enable us to improve specialist knowledge and promote development of our next generation of leaders.

Education and Training Structure Map

Compulsory Programs

We currently conduct job-specific and level-specific training tailored to employees' abilities and career stages, from new employees to employees in their first, third and fifth years, as well as mid-level employees.
Such training deepens understanding of the roles and abilities required at each stage and feeds in to actual work performance, supporting employee growth into their next career step.

Voluntary Programs

We also provide various types of elective training as part of efforts to support employees’ individual self-learning according to individual characteristics and occupation. We thus create an environment in which employees can voluntarily enhance their skills for business and problem-solving, and develop the capabilities required to perform their jobs effectively.

Next-generation Leadership Development Program

We are promoting the development of management talent through selected development programs for future leaders, management candidates, and senior executive candidates. The Nippon Kayaku Business School, established in 2000, enables our Group to unearth and develop its future business leaders. Students are selected from each business area and general administration department and put through a one-year program. Monthly seminars delivered by speakers ranked at executive director or above, as well as external board members, are combined with workshops and online seminars tailored towards proficiency and essential skills, so as to equip our students with 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

*Not held in FY2025

HR Department Training Programs for FY2025

Compulsory Program

Title	Contents	Attendees			Total training time
Title	Contents	Male	Female	Total	Total training time
New Employee Orientation	Induction training for new graduate hires Internal company rules, business outlines, business skill education	43	15	58	7,210
1st-Year Follow-up Training	Improving business execution capabilities; confirming relevant issues and fixing action plans for voluntary career progression	75	24	99	1,980
3rd-Year Employee Training	Improving business execution capabilities; fixing a career action plan to aid constant delivery of results as a core organizational member	39	11	50	805
Careers Presentations	Introducing one's career progress since joining Nippon Kayaku and engaging in lively discussion with fellow entrance classmates and other company colleagues	21	3	24	300
5th-Year Employee Training	Learning methods to enhance autonomy and ways of demonstrating influence that can be used to shape one's future career	20	3	23	287.5
Advanced 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	-	-	-	-
Mid-Career 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	39	9	48	960
Mid-Career Hire Orientation	Induction training for mid-career hires Internal company rules, business outline education	77	39	107	802.5

*Not held in FY2025

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	-	-	-	-
Marketing Training*	Gaining knowledge of marketing frameworks and analysis methods	-	-	-	-
Management Simulation Training	Gaining understanding of management indicators and knowledge of business management processes	18	2	20	400
Value Creation Leadership Program	Developing leaders who boldly take on social challenges and create new value from the front lines of the business	10	2	12	600

*Not held in FY2025

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	32	9	41	512.5
New Manager Training: Part 2	Induction training for new managers Gaining management and communication skills	27	4	31	387.5
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	-	-	-	-
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 FY2025

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Indicator	Scope	Unit	2021	2022	2023	2024	2025
Training hours per full-time employee	Non-consolidated	Hours	13	15	17.7	15	18.2
Total training hours	Non-consolidated	Hours	27,092	31,045	37,465	31,915	38,753
Amount of investment in education and training per full-time employee	Non-consolidated	Yen	66,606	83,002	76,565	72,015	68,719

Business Unit Initiatives

Mobility & Imaging Business Unit
Hosting Trainees from Overseas Group Companies

With the aim of improving quality and manufacturing levels and maintaining high quality overall, our Safety Head Plant welcomes trainees from overseas group companies. With the focus placed on fields related to products developed inside Japan, these training sessions promote the building of systems for stable maintenance of high quality in every workplace. In such ways are we seeking to enhance our global quality assurance system and further develop our talent.

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.

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Human Resources Development

Policy and Basic Approach