Human Capital Strategy
Human Capital Strategy
Basic Approach
We regard our employees as “human capital,” and we aim to maximize the value of our employees through proactive human capital investment . We believe that by creating workplaces where employees respect diverse values and can demonstrate initiative and collaborate, we will be able to sustainably enhance corporate value. To foster an environment where diverse employees can fully demonstrate their abilities, we are promoting the inclusion of women, persons with disabilities, foreign nationals, and mid-career hires, while also striving to develop workplaces that enable flexible workstyles aligned with the value perceptions of each employee.
Ideal business model for 2030
- The Group has sufficient human capital to support its sustainable growth, and employees are encouraged to learn and grow autonomously.
- Workplace environments are established where employees mutually respect diversity and can work vigorously and happily.
- Our human capital management initiatives are highly valued by stakeholders.
Challenges to achieving our ideal business model
- Securing and developing specialized human capital capable of handling new businesses
- Strategic placement and development of global talent
- Fostering an organizational culture that generates innovation
- Improving engagement and well-being
- Visualizing human capital data and linking it to management
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NICHINO HC* Values
NICHINO Group’s most important value is to “provide customer satisfaction and contribute to society” by leveraging its unique strengths. These strengths are our “unique technology,” our orientation toward “globalization & localization,” and our “entrepreneurship.” Moreover, we believe that the source of this value lies in our human capital. We have defined our ideal image for human capital, and we are implementing measures to develop human capital and foster a good corporate culture.
Human Capital Management
NICHINO Group considers human resources to be its most important management capital and positions them as “human capital.” To achieve sustainable growth, we set targets for career autonomy and the expansion of growth opportunities, DE&I, well-being, and improvement of the working environment as part of our human capital management.
Career Autonomy and Increased Growth Opportunities
Basic Approach
NICHINO Group guided by the principle that “human resources are the source of corporate value,” aims to enhance sustainable corporate value through the recruitment and development of diverse talent.
Recruitment of Human capital
We continue to conduct new graduate hiring every year. We hired 16 new graduates in April 2025. Furthermore, based on the belief that “innovation stems from diversity,” we actively recruit talented individuals who have gained experience at other companies, regardless of industry. We hired 6 career employees as full-time staff in fiscal year 2024.Personnel System
The kind of human resources we are looking for are those who can contribute to improving Nichino Group’s business value over the medium- to long-term. We have formulated the “Nichino HC (Human Capital) Values” to represent the type of human resources we are looking for and the knowledge they should possess. We are also reforming our personnel system to enable our human resources to play even more active roles. We will continue to operate the system fairly so that all employees can continue to work with smiles and enthusiasm.1) Wage system
We employ a wage system that determines base pay based on individual job responsibilities and abilities, excluding living-related allowances and age factors.
2) Personnel evaluation system
In our personnel evaluation system, we have set “medium- to long-term challenge themes” to foster a spirit of challenge in all employees. This system makes it easier for employees to take on advanced tasks that go beyond their regular duties. We also have a value evaluation system in place to evaluate the embodiment of desired human resources.
Education and Training
We provide customized training tailored to each employee's level. In fiscal year 2024, the average training hours per full-time employee were 9.6 hours. We also support various forms of self-development, including correspondence courses.Developing and supporting human capital for R&D
We have established advanced development programs to support the growth of each researcher and maximize research outcomes. Through company-sponsored domestic and international study programs, as well as the degree acquisition support systems we have introduced, we help employees enhance their expertise and broaden their perspectives. Additionally, through researcher-led monthly research meetings and biannual results presentations to management, we aim to facilitate internal knowledge-sharing and enhance our organization-wide research capabilities.
Developing global human capital
To develop human capital with global perspectives and experience, we second young employees to overseas Group companies, dispatch researchers to overseas research institutes, and accept employees dispatched from overseas Group companies to Nihon Nohyaku.The Group has also established the Global Strategy Project, in which all Group companies can participate, to facilitate the cross-border exchange of ideas regarding business processes such as research and development, agrochemicals registration, production, supply chains, branding, finance, and human resources. As a result, the transition from a Japan-led decision-making structure to a global structure is progressing. Interactions among employees with diverse values are helping to instill the Group’s philosophy and vision and strengthen organizational cohesion.
We are also progressing with the development of succession plans for key positions within Nihon Nohyaku and other Group companies, and we plan to implement Group-wide training programs for the designated individuals.
