With regard to our human resource strategy, following the management strategy determined by the Board of Directors, the Corporate Management Committee, consisting of the Representative Director & President and other executive officers who make up the Company’s top management, examines and makes decisions on specific issues and measures (such as the establishment and reorganization of important organizations, and reformations of personnel systems), and confirms progress.
In addition, the Corporate Management Committee reports regularly to the Board of Directors, which monitors and supervises the contents of the reports.

In order to respond to a rapidly changing business environment, it is necessary to utilize diverse perspectives and experiences. We aim to create a sustainable corporate structure by mplementing the policies of the promotion of women’s empowerment, the promotion of mid-career recruitment, and the promotion of foreign national recruitment.

In the promotion of women’s empowerment, we are encouraging women to succeed while balancing work and life, and the expansion of opportunities for women to play an active role in the Company is essential to our future growth strategy. However, the percentage of female employees in career track and managerial positions in our personnel system remains low, at 11.1% as of March 31, 2024, and we recognize that increasing the number of female employees and preventing the occurrence of female employees leaving the Company permanently to raise children are important issues. Aiming to increase the percentage of women in managerial positions, we are promoting efforts to increase the ratio of women hired as new graduates (university graduates and above) to at least 30% as a target for FY2026.

In order to secure human resources with diverse values and a high level of expertise who will be immediate assets, we are actively engaging in mid-career recruitment. We are promoting efforts to increase the percentage of mid-career hires to all hires (university graduates and above) to at least 20% as a target for FY2026.

We will further promote the recruitment of foreign nationals, primarily at our overseas subsidiaries.

Employee training is one of the most important elements of a company’s growth. In order to realize our “Promotion of　the Growth Strategy and New Value Creation” policy, we have established a systematic education system to help each　employee gain the latest knowledge and skills; acquire the knowledge, techniques, and skills necessary to perform their　duties; and improve their abilities. In addition, we will implement a coaching program and encourage our employees to take　the initiative with the aim of creating an organization in which each employee is able to consider what is needed and how to　do it in order ensure that Nippon Chemical Industrial is a company that will last into the future.

In addition to on-the-job training (OJT) to improve the knowledge, techniques, and skills required for each employee through　daily their work activities, we are expanding our educational opportunities, focusing on such areas as level-specific training,　from new employees to executives; as well as the skill improvement and global human resource development programs that　are necessary for employees to perform their work regardless of job level. Under the Basic Education Policy presented below,　we provide educational opportunities as shown in the Education System Chart and Education System Chart by Level below.In addition to providing a variety of education and training opportunities, we actively support employees in acquiring chemical-related qualifications, such as the pollution control manager and hazardous materials officer qualifications. As a result,　the percentage of employees with chemical qualifications is gradually increasing. In addition, we have introduced an online language training system and an overseas trainee system to develop global human resources. For employees in senior managerial　positions, we will enhance our education system to develop the next generation of management personnel.

As part of our human resource development efforts, we have been implementing a coaching program called the Planting Seeds　for the Future Project (an organizational capability improvement program that seeks solutions to corporate issues through dialogue)every year since FY2021. By consciously increasing opportunities for communication across organizational boundaries, this program aims to develop the entire organization by encouraging each employee to be, think, and act in an independent manner.

We aim to create a workplace where employees are satisfied, respect each other, and feel safe psychologically.

With an emphasis on diverse modes of work and work–life balance, we are implementing the following measures to create a work environment that makes work more comfortable.

A workplace where employees are physically and mentally healthy and can fully demonstrate their abilities increases the capabilities of an organization. When employees value teamwork and act independently and creatively, it improves the vitality and productivity of a company and enhances life at home as well. Based on these beliefs, we promote management that emphasizes health and productivity. To this end, we have drafted the following measures to promote physical and mental health in collaboration with the Nippon Chemical Industrial Health Insurance Association, the General Affairs and Human Resources Department, and the Health and Safety Committee.

Workplace safety is a top priority. In order to achieve zero occupational accidents, we are working to reduce potential hazards.Health and Safety Committee meetings are held once a month at each location, and in these meetings, management,employees, and partner companies work together to actively promote health and safety activities and create a safe and secure work environment.