Human Resource Development and Evaluation

We enhance the capabilities and motivation of our employees and utilize these qualities in the workplace. We base remuneration on fair evaluations of employees’ capabilities, motivation, and performance.

Basic approach

The growth and success of the Nisshin Seifun Group are linked to the growth of each individual employee.
Our basic policy on human resources is respect for all people and mutual trust, combined with the concept that the Company and its employees are partners sharing growth and development.

Human resource development
We aim to cultivate human resources who can constantly set new challenges in a changing environment and work boldly and resolutely toward the achievement of those goals.
Human resource evaluation
Under our merit-based approach, we evaluate individual employees fairly based on their abilities, skills, and efforts, and on the results that they achieve. We are also working to enhance the motivation of employees by using a goal management system to improve the transparency of evaluations and ensure that they are seen as fair by employees, and by reflecting evaluation results in remuneration.
Ability development cycle
We use a variety of human resource development systems to help our employees to build abilities that can be applied to their work and reflected in evaluations. Evaluation results are reflected in remuneration. They are also used by the company in training and evaluation processes designed to enable employees to advance through each stage of their careers.

Human resource development concepts

Human resource development concepts

Human resource development system

We are working to create an environment in which employees can improve their skills by establishing our own training systems matched to employees’ qualifications and roles. Under a program introduced recently, employees’ first five years with the Nisshin Seifun Group of employment are regarded as a time for strengthening their foundations as members of the workforce. Activities include study at outside educational institutions and participation in correspondence education, group training, and English language courses.

Specialized skill development

Global business skill development

We have established a language learning support system with the aim of expanding our pool of employees with global business skills and accelerating the internationalization of the Group’s activities. As part of our initiatives to raise the base level of English proficiency throughout the Nisshin Seifun Group, we have made it mandatory for employees to sit TOEIC tests at certain times or if working in specific units. Other initiatives to enhance employees’ language skills include online English courses, attendance at universities in Japan and overseas, and overseas internships for employees who have achieved TOEIC qualifications and are likely to use English in their work.

We have also established a system under which employees are sent to universities, graduate schools, research institutes, and other organizations in Japan and overseas so that they can use their advanced language skills as the basis for further development of their global business skills.

Training of technical personnel

We have established a human resource committee specializing in technical personnel to coordinate the systematic development of skills in each specialist field.
The committee implements personnel exchanges and provides highly specialized training in each field and certifies technology experts under our own internal standards. These technology experts work to improve and share the technologies and skills needed to manufacture safe and reliable products with enhanced quality.

Training systems

Hours spent on employee skill development
FY2019 FY2020 FY2021
Total training time (hours) 44,509 47,743 39,034
Time per person (hours) 14.3 15.5 12.7
Human resource development expenses
FY2019 FY2020 FY2021
Total training costs (millions of yen) 153 177 114
Cost per person (thousands of yen) 49.4 57.4 37.0

* These figures relate only to group-level training and do not include training provided independently by individual companies.

Scope: Nisshin Seifun Group Inc., Nisshin Flour Milling Inc., Nisshin Seifun Welna Inc., Nisshin Petfood Inc., Nisshin Pharma Inc., Nisshin Engineering Inc., Oriental Yeast Co., Ltd., NBC Meshtec Inc., Nisshin Associates, Inc., Nisshin Grain Silo Inc., and Nisshin Seifun Premix Co., Ltd.

General training, skill- and job-based training

Our goal is to ensure that all employees, from new hires through to executives, can acquire the skills and abilities needed according to their rank or work activities.

Technical skill improvement training

The purpose of this training is to enhance the Group’s technological competitiveness and train engineers capable of achieving our management targets. In line with our focus on employees as individuals, we are committed to helping each individual to reach his or her full potential.

Career approaches, self-development training

Our career-building and interview program allows employees to monitor their own careers and aptitudes, and to identify skill development priorities for their future career paths. We also help employees to build their skills through self-development support under the N-College program.

Training programs (abridged list)
For all employees
  • New employee training (group-wide)
  • Follow-up training for new employees
  • Fifth-year training (improvement of problem-solving abilities)
  • Compliance training
  • Assessment training
  • Training for new managers
  • Training for new organization heads
  • Training for new evaluators
  • Administrative career advancement training
Skill/job-based training
  • Business manager training program
  • Training before overseas transfers
  • Labor manager training
  • OJT leader training
  • Basic financial accounting training
  • Credit management training
  • Female business leader training
  • Follow-up training for mid-career recruits
  • Mentor training
  • Job training (e.g., sales training)
Technical skill improvement training
  • External training
  • Safety manager training
  • Basic electrical engineering training
  • Leadership training in technical fields
  • Priority equipment training
“Get Up” program
  • New employee training
  • Basic training for facility staff
  • Follow-up training for new employees
  • Equipment maintenance training (second-year employees)
  • Analytical technology training (third-year employees)
  • Fourth-year training
  • GU graduation training (sixth-year employees)
  • Technology exchange training
Career approaches, self-development training
  • Career training (at the ages of 28, 35, and 50)
  • Self-development support program N-College (correspondence courses, etc.)
  • In-house language tests (TOEIC)
  • In-house online English conversation courses
  • External training in Japan and overseas (e.g., short-term language courses, law school and MBA courses)
  • Global business skill training

Human Resource Evaluation—Goal Management System

We have introduced a goal management system as a mechanism to ensure fair and objective evaluations of employees. Employees meet with their supervisors twice each year to set goals. They also have half-yearly interviews to review their achievements. The goals set are based on the level of each employee’s job requirements. Supervisors monitor employees’ work performance as they reach their goals and develop their skills through day-to-day coaching. The review interviews are also used to check employees’ progress toward their goals, their self-assessments, and the processes through which they achieved results. Interview results are reflected fairly in evaluations.