Human Capital
Development and Secure
Kumiai Chemical Group Basic Policy on Human Capital Management
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Creating rewarding workplaces
The Kumiai Chemical Group believes human capital is the most important factor in and indispensable for sustainable corporate growth, and actively builds working environments where employees can work enthusiastically as they enjoy work-life balance. We also foster a culture that offers employees steady validation, a sense of accomplishment, and hope for the future, so that they can achieve self-fulfillment and maximum happiness through their work. -
Creating safe and healthy working environments
The Kumiai Chemical Group prevents industrial accidents and diseases as well as promoting the creation of safe and healthy working environments by ensuring that employees are aware of legal requirements related to safety, health, and disaster prevention, reflecting discussions at the Safety and Health Committee, which includes employee representatives. -
Ensuring fair working conditions
The Kumiai Chemical Group respects fundamental rights related to labor, including freedom of association and the right to collective bargaining. Through constructive labor-management dialogue in councils with the labor union, we ensure fair working conditions by complying with labor-related laws and regulations, such as rules on minimum wages and working hours, as well as maintaining a well-balanced personnel system and working to further improve the treatment of employees. -
Fair and equitable human capital management
The Kumiai Chemical Group trains highly ethical human capital capable of acting in accordance with its Corporate Philosophy and with a high level of expertise and a global perspective, using systems that support fair and equitable human capital management and development. -
Promotion of diversity
The Kumiai Chemical Group achieves diversity and inclusion that enables its diverse human capital to make the most of their individual values and abilities.
Desirable Human Capital
One of the pillars of the new Medium-Term Business Plan is “human capital development / human capital strategy based on the idea of human capital,” which is the foundation of our business strategy. Specifically, we have identified human resources with the skills and mindset shown below as priority human capital to be emphasized in order to promote our future business strategy.
Vision for the Human Capital Strategy
Kumiai Group’s slogan is “Dreams and Triangle for Happiness.” We aspire to create a stream in which each individual has dreams and then works to achieve them, and where satisfaction can be experienced through accomplishment, resulting in happiness.
To create a system such that the human resources listed above gather at Kumiai Group, achieve growth through their work, and work sustainably with a sense of accomplishment and job satisfaction, we have formulated a vision for the human capital strategy whose essence is expressed by the slogan “Dreams and Triangle for Happiness.”
The first step is to develop an environment that supports every effort. In other words, we will create mechanisms for recruiting and training human resources who have dreams and strive to achieve them. We will also vigorously promote diversity to cultivate an environment in which diverse human resources can strive to make the most of their strengths.
The next step is to create mechanisms that provide a sense of accomplishment in accordance with achievement. We will enhance the linkage between contributions and rewards so that employees can feel a sense of accomplishment and establish a personnel system that evaluates efforts to tackle challenges. We will also visualize career paths and support individuals’ continuous efforts and their achievements.
Through these efforts, we will strive to realize happiness for everyone, thus deepening engagement.
Action Plan for Realizing the Vision for Human Capital Strategy
In order to realize the vision embodied in our human capital strategy, we have formulated a specific action plan corresponding to eight categories: Recruitment, training, diversity, work-life balance, personnel system, evaluations, remuneration, and deployment and career development (see table below).
Firstly, to develop an environment that supports every effort, we will clarify the requirements for priority human capital in connection with the new Medium-Term Business Plan, and promote recruitment in line with them. We will also improve the company-wide education and training system, enhance training for managers, and develop and implement tools for systematic on-the-job training (OJT). Furthermore, we will clarify our vision of diversity and inclusion, establish a working group (WG) to identify issues and promote measures, and strengthen the promotion of women’s active participation in the workplace. At the same time, we will promote measures to improve work-life balance (WLB) according to the circumstances of each department/division, such as by encouraging employees to take leave.
As an action plan to create mechanisms that provide a sense of accomplishment in accordance with achievement, we will review our personnel treatment system, including the expansion of the specialist system and the realization of diverse work styles. We will also review the evaluation system to further improve fairness and acceptability. Furthermore, we will revise the remuneration system to emphasize job responsibilities and contributions, and review various benefits to improve job satisfaction. At the same time, through the expansion of career development support measures, we will create an environment where diverse human resources can work in a sustainable manner.
By promoting the action plan in a comprehensive manner, we will improve happiness and engagement of all employees, including priority human capital.
Human Capital Development
In the human capital strategy, Kumiai has identified human resources with the skills and mindset required to promote our future business strategies as priority human capital and is fostering them.
At the same time, we are providing training for all departments according to the year when an employee joins Kumiai, including training for new employees, training for mid-career employees, and life plan seminars in addition to training for each position such as assessment training and personnel evaluator training. Each department also provides practical training related to work, including language training and sales training. For example, in research and development departments, efforts are also made to foster researchers through joint research that involves their dispatch to other research institutes (such as the National Institute of Advanced Industrial Science and Technology). As a result of these efforts, employee training expenses totaled 42 million yen in FY2023 and the number of hours of training received per employee totaled 24.6 hours in FY2023.
We will continue initiatives to further strengthen human capital development. For example, we intend to establish a company-wide education and training system by adding OJT and self-development perspectives to the various training programs we currently offer. We will also step up investment in various aspects of human capital. This will include strengthening training for managers, who are the core of organizational management; enhancing training for manager candidates; providing thorough training for personnel evaluators to realize fair evaluation; introducing career training to cultivate an approach to work attuned to the 100-year life era; implementing company-wide training to promote D&I; introducing e-learning for the prevention of harassment; and upgrading operation of OJT.
category | KPIs | FY2022 results | FY2023 results | FY2026 targets | |
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Training | Number of hours of training received(overall) | 12.8 hours | 24.6 hours | 25.0 hours | |
Employee training expenses | 27 million yen | 42 million yen | 50 million yen | ||
Percentage of employees receiving training (basic human rights training/employee coverage) |
ー | 99.6% | 100% |