Human Resource Development
Creating individuals with strong will and the ability to take action
Recognizing that "human resources" hold a crucial position in determining the future of our business activities and are our greatest management resource, we are optimizing our human resource portfolio to achieve our long-term management plan, and are systematically and continuously developing personnel who possess both strong will and the ability to take action.
Developing DX talent
Regarding DX education, we are developing skills training in digital tools (no-code tools, business intelligence tools, data warehouses) to promote business efficiency through the use of digital technology. We have established in-house training programs for all of these, creating a system capable of producing over 100 trainees annually. The application of digital tools is increasing, and they are beginning to be utilized to improve business efficiency. Going forward, we plan to expand the training content, including the consideration of new tools.
Implementation of OJT/OFFJT
Our approach is based on On-the-Job Training (OJT), where employees acquire necessary skills and knowledge through actual work. We also offer Off-the-Job Training (OFF-JT), where employees acquire new skills, knowledge, and knowledge away from the workplace. OFF-JT includes hierarchical training tailored to each level and role, as well as a wide range of specialized training programs such as DX training, quality training, environmental and safety education, manufacturing training, global education, and career support.
These training programs are open to all employees of the domestic group, and in fiscal year 2025, approximately 85,000 employees participated in total.
Development and management of management personnel
Building a "leadership talent pool" is essential to stably and systematically produce the next generation of management talent who can demonstrate strong leadership and drive transformation even in uncertain business environments. To expand this pool in both quality and quantity, we are implementing the global selection program "HAGI" and the domestic selection program "NBS (Nittoku Business School)". We are implementing a comprehensive training program that connects "NBS" to "HAGI".
Global Next Generation Management Talent Development Program (HAGI)
HAGI, a program aimed at developing future management candidates, selects talent from department heads both domestically and internationally, regardless of nationality. The top management themselves lead the program, supporting participants in exploring their core values as leaders and acquiring practical management skills. To date, 46 management professionals have been produced, and 41% of graduates have been appointed to key positions such as executive officer or higher, directly contributing to the strengthening of the group's management.
NBS (Nittoku Business School)
The "NBS" program, which targets leaders just before the HAGI program, focuses on honing logical thinking skills and the "mind, technique, and body" of a leader, serving as a pipeline for promotion to senior management positions and for HAGI candidates. In "NBS," the selection criteria are shifted to younger individuals to ensure thorough early development. This will overwhelmingly strengthen the quality and quantity of the next generation of management talent, pursuing the establishment of global governance and sustainable improvement of corporate value.
Personnel decisions for core positions across the entire group are discussed monthly at management meetings. This revitalizes the entire organization and accelerates sustainable growth and corporate value enhancement globally.
Managerial development
To support the growth of diverse talent, strengthening managers' "ability to develop people" is essential. We have revamped our evaluation system for management, incorporating "behavioral processes" based on the shared values of the Niterra Way as evaluation elements. This encourages managers to shift to a management style where they support and appropriately guide their team members in their daily activities as they take on challenges and undergo self-transformation.
Furthermore, in order to develop managers, we provide opportunities for them to reflect on their approach to management and to objectively view the situation in their own workplace.
Conducting a 360-degree survey
The 360-degree survey, which was conducted in fiscal year 2018 targeting executives and department heads, has been expanded to include section managers and continues to be implemented from fiscal year 2020.
Through the survey, we provide opportunities for "self-reflection: recognizing how one's actions are perceived by others" and "behavioral change: changing one's actions based on the strengths and weaknesses of one's own behavior." Furthermore, we ensure that the survey does not end as a mere assessment of the current situation, but leads to individual growth, by providing support in interpreting the results, facilitating dialogue with supervisors, and conducting training to change behavior.
Utilizing Engagement Surveys
To maximize the motivation and abilities of each individual employee, we conduct an engagement survey every year. Using the results, managers responsible for workplace management quantitatively and qualitatively understand the "state of personnel and organization," and plan and implement activities to achieve a better state. To ensure managers take the lead in these efforts, we support workshops where everyone, together with team members, interprets the survey results and plans specific activities. We also create opportunities for team members to learn management techniques that draw out their aspirations and encourage challenges and growth.