Basic Concept
The Nisshinbo Group is engaged in a wide range of businesses, and each company implements its own human resources strategy. However, as a common goal for the entire Group, the Company has formulated a long-term human resources strategy called the Long-Term Vision. The Nisshinbo Group has set the following vision for its employees in 2030: "All employees enjoy change and boldly pursue high goals." Nisshinbo believes that this mindset and actions will create continuous value through the practice of Change and Challenge, leading to the realization of business strategies, profit generation, and social contribution through business activities (For the creation of the future of Earth and People). To achieve these goals, the Nisshinbo Group is advancing initiatives in five categories.
(1) Empowerment:
The Nisshinbo Group will formulate human resource strategies and human resource portfolios tailored to each company and develop human resources required by the organization while improving work engagement. The mindset and behavior that the Group expects from employees is self-directed growth.
(2) Inclusion:
The Nisshinbo Group will create an organization and culture that promotes the active participation of diverse human resources by integrating diverse values to create value, enhancing the level of agreement with its philosophy and policies, and increasing organizational engagement.
(3) Support:
The Nisshinbo Group supports the active participation of diverse human resources through such initiatives as effective talent matching and support for diverse work styles.
(4) System (Human Resources System):
The Nisshinbo Group will establish a well-balanced human resources system that encourages its employees to enjoy change and boldly pursue high goals.
(5) HR Function & Data (HR Structure & HR Data):
The Nisshinbo Group will strengthen HRBP functions and promote the strategic use of HR data.
The success or failure of a business depends on its human resources. The Nisshinbo Group will boldly implement measures to maximize the value of its human resources for the sustainable growth of the Group.
Promotion System
Nisshinbo Holdings Inc. reorganized its organizational structure in April 2025 to establish a Managing Officer system for each functional division with the aim of building and overseeing a structure that would lead to urgent change. Talent & D&I Development Department has been established with three groups (Human Resources Development Group, Diversity & Inclusion Promotion Group, and Human Resources and General Affairs Group) under its jurisdiction. In addition to monthly Human Resources Responsibility Officer (HRO) meetings, the company convenes two annual meetings bringing together human resources personnel from all group companies nationwide (Group Human Resources Policy Meeting and Group Human Resources Strategy Meeting) to discuss cross-functional human resources policies and challenges.
The president of the Nisshinbo Group, who is the chief executive officer of the Group, conducts management reviews at the Board of Directors or the annual Board of Management* and receives progress reports from the Managing Officers in charge of the Talent & D&I Development Department with regard to the group's initiatives. Based on these reports, the president issues instructions on the matters necessary for management. Special items are reported to the Board of Directors as appropriate.
* The Board of Management: Executive conference consisting of Directors, Executive officers, etc.
Please refer to "Promotion System for Sustainability Activity" for details regarding the organizational structure for promoting sustainability.
Specific Initiatives of the Nisshinbo Group
6th Sustainability Promotion Plan (to be achieved by FY2027)
Successor candidate readiness rate for each operating company director-equivalent position, 100%
The 6th Sustainability Promotion Plan, which targets FY2027, sets the above targets for human resources acquisition and development as priority activities in order to develop the management successors necessary for business promotion.
As part of its efforts to develop successors for executive leadership roles, the Nisshinbo Group compiles an annual list of potential successors for key positions at each company based on the Nisshinbo Group common job grading system and selects participants for training programs from that list to foster the development of those employees. Currently, more than 50% of program participants hold positions at the level of executive officer or higher at major companies. Furthermore, successor candidate readiness for FY2025 stands at 81.8%.
Nisshinbo will continue to implement the above programs in order to achieve the goals set for FY2027. Nisshinbo is also considering the development of a follow-up training plan for participants after they complete the program.
Please refer to "Sustainability Promotion Plan and KPIs" for details regarding the "Sustainability Promotion Plan."
Recruitment, Retention, and Support for Human Resources
In order to create a group of human resources with more diverse backgrounds and to correct the age structure of the workforce, the Nisshinbo Group is shifting away from a focus on hiring recent graduates and expanding mid-career hiring. Mid-career hires now account for approximately 29% of all new hires, including those in management positions. In addition, the following measures are being implemented to attract and promote excellent career hires.
- ① Maintain competitive salary levels
- ② Role grading system to clarify job descriptions
- ③ Personnel system that enables early promotion regardless of length of service
- ④ A multitrack personnel system that accommodates different work styles and occupational perspectives
- ⑤ Improvement of working environment, such as teleworking system and satellite offices
- ⑥ Enhancement of training and follow-up for career hires
- ⑦ Employee referral system (referral system) to introduce employees' acquaintances
- ⑧ Re-entry system for employees who retired for personal reasons (Re-join System)
- ⑨ A system to provide leave and allowances for every five years of service (Discovery Leave System)
In the future, the Group will consider treatment for highly specialized and job-specific positions and plan measures to increase flexibility in terms of work location and hours.
In addition, to prevent young employees from leaving the company, the Group opens the Learning Management System to them from the initial job offer stage based on the onboarding concept, and have interviews with HR personnel, the Group established a mentor system for first-year employees, and HR personnel conduct follow-up interviews and questionnaires to detect changes at an early stage and implement appropriate measures to help them adjust smoothly to life at the company. In addition, Follow-up group training is held in the first, second, and third years of employment, and follow-up new employee training and career training are provided to ensure that employees remain with the company.
The Nisshinbo Group is implementing the following measures to prevent employee turnover.
Career Support
The Nisshinbo Group is working to maximize human resource value by increasing the number of self-motivated employees while establishing systems that allow each employee to maximize their strengths and expertise and creating a mutually beneficial relationship between the organization and its employees.
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① Career development support from supervisors
In addition to personnel evaluation interviews by supervisors, regular interviews using career sheets are conducted to support career development. -
② Effective talent matching
The Nisshinbo Group operates the New Challenge System across the Group to increase opportunities for more employees with diverse values and occupational perspectives to develop skills and take on new business challenges on their own and to eliminate mismatches after joining the company or being assigned to a new position. -
③ Self-awareness and Mindset Development
The Nisshinbo Group conducts training programs aimed at helping employees understand the impact of environmental changes on their careers and consider new ways of working and learning in the future. The Group also provides systems to support employee skill development, such as a learning management system, and self-development support programs.
Human Resource Training
Nisshinbo Group Training Model by Participant Category
Development of management candidates necessary for business promotion
Implementation of a selective leadership development program
The Nisshinbo Group set the ideal profile for its employees as co-creative leaders who lead the creation of customer value, and the company is implementing a selective leadership development program.
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① Advanced (Managing Officer level) and executive (General Manager and Department Manager level) programs
The Nisshinbo Group provides the Management Mindset Development Program to cultivate the mindset expected of executive leadership; the Selective External Training Program to develop management knowledge, mindset, and role-specific behaviors; and the Practical Workshop to build business creation and breakthrough capabilities. Since FY2020, the Nisshinbo Group has also sent several employees to the Graduate School of Technology Management (MOT) to develop the management talent who possess both technical expertise and managerial skills. -
② Middle (Section Manager level) and Basic (Next-Generation Leader level) Programs
For the middle (section managers) group, the Nisshinbo Group offers off-site training programs, which include the Management Program that provides a comprehensive education in critical thinking skills and the fundamental management principles required of business leaders and the Financial Leadership Program that teaches participants how to serve as the "scorekeepers" responsible for managing financial metrics. Additionally, the Nisshinbo Group organizes and conducts in-house Business Capability Enhancement Workshops designed to help participants acquire the skills needed to generate profit and expand business operations.
For the basic (next-generation leaders) group, the Group offers a Leadership Program designed to help participants develop and internalize a leadership mindset and the corresponding behaviors, while fostering an attitude of self-directed growth.
Specific Activities of the Group Companies
Systematic Recruitment and Structured Development of a Diverse Workforce
To realize its management philosophy, Japan Radio Co., Ltd., systematically recruits a diverse workforce and promotes human resource management and development to support the broad application and expansion of wireless technology.
Japan Radio will continue to recruit both new graduates and experienced professionals with a plan to hire 60 new graduates and 20 experienced professionals annually through 2027 and with 70% of those positions being technical roles. Upon joining the company, all employees participate in a systematic program comprising Human Resource Development Training and Professional Development Training.
As part of its human resource development initiatives, Japan Radio conducts more than 30 training sessions annually for all new employees to help them understand their roles, as well as conducting more than 30 sessions on such common topics as CSR, occupational safety and health, intellectual property, and quality assurance. Through its professional development programs, Japan Radio conducts more than 130 specialized training sessions annually to help employees acquire the specific knowledge and skills required for their respective job roles, thereby advancing expertise in such areas as engineering, sales, and management.
Through these initiatives, Japan Radio is committed to the systematic development of professional talent who think and act independently.
Training for Junior and Mid-Level Employees
With the goal of remaining a company capable of independent growth well into the future, JRC Engineering Co., Ltd., continuously provides training programs targeting young and mid-career employees in their early 30s. To date, a total of 24 employees from several business units and departments have participated.
The training program consists of two days where participants reflect on their professional careers to date by using a motivation graph and share their perspectives on work and their values through discussions with members from other departments. Additionally, while reviewing their daily work practices, participants identified experiences of overcoming challenges, implementing innovative approaches, enhancing strengths, and identifying areas for improvement, and they articulated the attitudes and principles they wish to prioritize moving forward.
As a result, the company observed changes in the proactive behavior and mindset of each participant in their daily work, such as mentoring junior colleagues, improving communication strategies, and increasing awareness of cross-departmental collaboration, while fostering mutual understanding and strengthening horizontal connections. JRC Engineering will continue to support the organization’s sustainable growth and value creation through the development of talent.
Leadership Training for Managers
Alphatron Marine B.V. in the Netherlands conducted a Next Level Leadership training program for its senior management team in order to strengthen leadership skills and promote cross-departmental collaboration. Twelve department managers participated in the program, which was led by an external professional trainer and coach.
This program was conducted from September 2024 to May 2025 and consisted of four training sessions supplemented by InterVision meetings, which were peer-to-peer reflection sessions where participants discussed challenges and learned from each other’s experiences. The training focused on developing effective leadership skills, improving communication capabilities, and strengthening cross-departmental collaboration.
Participants gained a deeper understanding of their own leadership styles and acquired practical techniques for strengthening team cohesion and interdepartmental collaboration. During the peer observation sessions, open dialogue and knowledge sharing were encouraged, which contributed to the development of a more collaborative and supportive management culture.
The team was very satisfied with the results of this training; therefore, the decision was made to continue this initiative in 2026. In 2026, Alphatron Marine plans to hold two additional sessions with an external instructor.
Career Development Support
Nisshinbo Micro Devices Inc. sends employees in their 30s and 50s to career development training programs organized by Nisshinbo Holdings Inc. to help each employee regularly reflect on their career and foster a sense of fulfillment in their work. Additionally, the company provides career development training to employees in their 20s as part of the new employee follow-up training and the training programs for university graduates in their second and third years.
Nisshinbo Micro Devices implemented a pair leader system as a mechanism to foster self-reliance among new employees (accelerating development and integration into the workforce). For one year, a pair leader, who is a senior colleague serving as a close mentor, is assigned to each new employee to provide one-on-one training through on-the-job training (OJT). New employees set their own goals, carry out their work with the support and guidance of the pair leader, and reflect on their progress to drive their own growth.
In addition, to support employees who are eager to reskill and grow professionally, Nisshinbo Micro Devices offers a self-development assistance program (up to 200,000 yen per year with the company covering half the cost). Employees use this program to enhance skills by obtaining certifications, attending graduate school, or participating in different training courses.
Accepting Interns
Nisshinbo Automotive Manufacturing Inc. in the United States offers an internship program (commonly known as the "Co-Op program") for high school and college students.
Nisshinbo Automotive Manufacturing is currently hosting several interns and Co-Op students from local high schools and colleges. By welcoming students from the local community, the company maintains strong ties and fosters positive relationships with the local community.
The company is committed to developing high-performing talent to help them secure employment after graduating from high school or college, as well as to positioning itself as a potential future employer. While placement varies depending on individual characteristics, the company has established training plans and policies.
The company will continue to accept interns and focus on talent development.
Initiatives for Developing Digital Talent
Nisshinbo Mechatronics Inc. and Nisshinbo Precision Instrument & Machinery Hiroshima Corporation are actively promoting the development of digital talent with the aim of improving operational efficiency and enhancing digital literacy throughout the workplace.
Both companies utilize a six-month external program of kickoff meetings, informal gatherings, and progress reports in support of participants’ learning, while the training provider offers the learning support of online consultations and access to an e-learning platform.
Through their training programs, Nisshinbo Mechatronics and Nisshinbo Precision Instrument & Machinery Hiroshima are developing a wide range of practical digital skills in the use of Power Automate Desktop, AppSheet, Looker Studio, generative AI, and information security. By applying these skills to work, employees across a variety of different departments are achieving tangible results that include data visualization, automation of administrative tasks, and improved operational efficiency and reduced workload.
Both companies will continue to work on improving digital capabilities and building an organization that generates greater value.
Chemistry × Challenge × Career (C Training)
Nisshinbo Chemical Inc. offers the Chemical × Challenge × Career (C Training) program to enhance employee skills by providing opportunities to gain experience in other departments. The C Training program is a voluntary initiative in which employees can choose to participate in a two- to three-week training assignment in the desired department. Since its launch in FY2022, a total of 20 employees participated in the program through FY2025.
The host departments are gaining new insights through interactions with trainees. For the trainees, this program serves as an opportunity to reevaluate their own department’s operations and prompts them to clarify and streamline work processes. Furthermore, increased interaction with other departments is fostering a shift in mindset and helping to build internal networks.
Following the training, Nisshinbo Chemical holds a debriefing session and a closing ceremony, during which participants present the insights gained through the program and the ideas they wish to implement in their own departments. This helps to enhance on-the-job capabilities.
The program has received high praise from participants and host departments as a meaningful training initiative, and Nisshinbo Chemical plans to continue offering it in the future.
Conducting a Group Training Session for the Nisshinbo Group in China
Nisshinbo Business Management (Shanghai) Co., Ltd., organizes annual in-person training sessions and e-learning programs to support the talent development of all Nisshinbo Group companies in China.
In FY2025, the company sponsored four group training sessions. In March, they conducted a Basic Employee Training session attended by 10 new employees from several Group companies. In April, Nisshinbo Business Management held a Grey Area Decision-Making Training session aimed at improving judgment from a compliance perspective, which was attended by 10 Group employees. Additionally, in April and May, the company held In-Basket Training and Logical Thinking Training to develop future managers with 10 and 9 Group employees participating, respectively. At the beginning of each training session, the company introduced the Nisshinbo Group’s history, products, and financial performance to help participants deepen their understanding of the Group.
Meanwhile, the e-learning program consisted of courses ranging from basic Excel and Word skills to data analysis, EHS, and AI applications with a total of 57 participants.
Nisshinbo Business Management will continue to plan training programs that contribute to strengthening human resources across Group companies in FY2026 and beyond.
