Human Resource Development
Policies
NISSIN FOODS Group aims to achieve sustainable growth while solving environmental and social issues as an EARTH FOOD CREATOR constantly creating new food cultures through innovation. We have established Human Resources to Support Our Strategies / Organizational Foundation Reform as an important theme in our Mid- to Long-term Growth Strategy, and we seek to create an innovative organization capable of creating new food cultures. We are implementing various initiatives related to the development of creative organizations and human resources.
Initiatives
Training Programs for All Employees
Coverage: Employees of NISSIN FOOD PRODUCTS (including employees on temporary assignment to companies such as NISSIN FOODS HOLDINGS, NISSIN CHILLED FOODS, and NISSIN FROZEN FOODS)
Onboarding for New Employees
| Training for New Graduate Employees | For new graduate employees, we conduct training programs designed to teach the founder’s philosophy, the operations of each division, and the fundamental knowledge and skills required as working adults, including business etiquette and computer skills. Furthermore, after assignment, employees receive department-specific training to acquire the knowledge and skills required by the respective departments. |
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| Onboarding for Mid-career Employees | For mid-career employees, we conduct training programs to help them quickly adapt to the organization and play active roles. In these programs, they learn about the company’s history, the founder’s philosophy, organizational structure, and internal systems. |
Position-based Training
| Follow-up Training | For new graduate employees, we conduct training programs that support autonomous growth after joining the company. Participants review their own values and formulate action plans for personal development. |
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| Second- and Third-Year Training | Training is conducted for employees in their second and third years to support autonomous career development. In the second-year training, employees acquire the skills necessary for practical work, while in the third-year training, they learn how to design medium- to long-term career visions. |
| Section Chief Management Training | Group training and e-learning is conducted for newly appointed section chiefs. This program encourages the transition from a business executor to an organizational manager/supervisor, and helps employees acquire management skills. |
| New Manager Training and Outdoor Training | For newly appointed managers, outdoor training is conducted for them to develop their mindsets as managers, and classroom training is conducted for them to acquire skills and knowledge. They are trained to acquire management abilities, coaching skills to draw out the initiative of their subordinates, and the necessary skills to demonstrate leadership. |
| Self-Design Seminar | Seminars are conducted for employees aged in their late 40s, who play key roles in their organizations, to think about their future life plans. Through these seminars, participants are given opportunities to look back on their experience, organizational roles, and personal strengths. At the same time, they are given information for career development as well as information on life and financial planning. |
Support for Self-Improvement and Obtaining Qualifications
| Online correspondence courses |
The Group offers more than 200 correspondence education courses and online English lessons for the purpose of self-improvement. We also subsidize half the tuition fees for employees who have completed those courses. In FY 3/2025, 630 employees participated in the self-improvement support programs provided by the Human Resource Development Division. In addition, to support independent learning by employees, we operate the NISSIN ACADEMY learning website as a platform for educational video materials for company lectures, skill development training, and such. Also, as support for obtaining qualifications, we subsidize the cost when employees obtain advanced qualifications recognized by the company. |
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| English Proficiency Test (TOEIC) group test | To help employees improve their English skills, the company provides an opportunity to take a group examination once a year, with all examination fees paid by the company. |
| Hands Up Training | Hands Up Training, a training program that supports employee learning regardless of department or grade, is implemented. We offer in-house training sessions conducted by company instructors to enhance business skills, and we also subsidize the cost for participation in public courses outside of the office.。 |
Selective Training Program
| Department academy | Training is conducted to develop next-generation leaders for each department. In FY 3/2025, selective training was conducted for four departments: marketing, sales, SCM, and production. |
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| Future Leader Development Seminar | For employees aiming to become managers, we conduct training programs to develop the ability to view issues from a company-wide perspective and to identify and solve problems independently. Through repeated application of what they learn in their workplaces, participants cultivate the skills required of next-generation leaders. |
| Executive Development Program (External Training Dispatch) | With the aim of developing next-generation Group management executives, we dispatch employees to multiple external training programs. In this program, participants acquire the business skills and knowledge necessary for management, learn from experienced executives, and interact with management personnel from different industries, thereby developing the perspective, leadership, and mindset required of executives in a rapidly changing era. |
| Executive Development Program (Growth Drivers) | We are working to establish a system that continuously develops next-generation management executives. Starting in FY 3/2025, we launched a program that identifies employees who will drive the future growth of the Group as executive candidates and provides development, monitoring, and tough assignments* over a three-year period (planned). |
- *A human resource development method that accelerates growth by assigning challenging tasks or responsibilities that are beyond the individual’s current skills and experience.
Digital Literacy Training
The NISSIN FOODS Group has been promoting various initiatives to enhance the digital literacy of each employee under the slogan "DIGITALIZE YOUR ARMS." since 2019.
In FY 3/2025, we have established the "NISSIN DIGITAL ACADEMY" to provide a learning environment aimed at improving employees' digital literacy, increasing work speed, creating impact, and maximizing effectiveness. The Information Systems Platform serves as the secretariat, planning and managing activities across seven domains: "Digital Literacy," "Application Utilization," "System Development," "Data Science," "Generative AI," "Design Thinking," and "Project Management."
- *Coverage: All employees of the NISSIN FOODS Group companies in Japan
Fair Evaluation
Evaluation System
NISSIN FOODS HOLDINGS implement fair treatment based on
evaluations of goal achievement and abilities, and we are
working to create an environment where each employee can
feel a sense of growth. In FY 3/2022, we revised its
performance evaluation system for the further growth of its
employees. Revisions made include the introduction of an
individual goal management system*, clarification of
evaluation standards, and revision of promotion standards.
Under the revised system, in addition to traditional organizational
(departmental) goals, each employee sets challenging individual
goals that contribute to the achievement of organizational objectives
and foster their own growth, and the degree of achievement of
these goals is evaluated. Individual goals are set semi-annually
through discussions with their supervisors regarding content
and timelines.
For non-managerial employees, evaluations are finalized through
growth experience meetings. This meeting is held twice a year,
once in the first half and once in the second half of the fiscal
year. All managers within the department discuss and decide on
evaluations based on the achievement of the set individual and
organizational goals, and the results of cross-departmental activities.
In addition, at these meetings, employees’ strengths, issues,
and development plans for further growth are also discussed.
These are fed back to employees together with the details of
their evaluation to help them further improve through one-on-one
meetings with their supervisors.
For managers, besides evaluation of performance and capabilities
by their immediate supervisors, multifaceted evaluations are
performed by subordinates and colleagues in their departments
and by stakeholders in other departments to ensure fairness.
One-on-one meetings between supervisors and their subordinates are also encouraged monthly as opportunities for dialogue that leads to better employee motivation and performance, spanning topics such as daily work and future career development.
- *Coverage: Employees of NISSIN FOOD PRODUCTS (including employees on temporary assignment to companies such as NISSIN FOODS HOLDINGS, NISSIN CHILLED FOODS, and NISSIN FROZEN FOODS); however, employees working at plants of NISSIN FOOD PRODUCTS and those on temporary assignment to companies in Japan and overseas are excluded.
Internal Job Posting
At NISSIN FOODS HOLDINGS, we have established an internal job posting system that allows employees to apply, based on their own initiative, for positions or roles that align with their personal growth and career goals. In FY 3/2025, 53 employees utilized this system.
Awards Programs
The NISSIN CREATORS AWARD commends employees who make contributions to the enhancement of the NISSIN FOODS Group’s brand value. In addition to the Excellence Awards, Merit Awards, Idea Awards, Effort Awards, and Small Success Awards, we have established an Employee Special Award selected by employee vote. FY 3/2025, there were 471 applications, with 8 selected for the Excellence Awards, 23 for the Merit Awards, 52 for the Idea Awards, 101 for the Effort Awards. Furthermore, one of the teams which received the Excellence Awards were also given the CEO Awards for achieving phenomenal results.
NISSIN-Style Job-Based Model
In FY 3/2025, we introduced the NISSIN-Style Job-Based Model for managers.
To make it easier for employees to design their own career plans, job descriptions clearly state job responsibilities and basic requirements for each position, and these are disclosed to all employees. Furthermore, by linking job descriptions with the evaluation system and clarifying evaluation criteria, we ensure fair evaluations and promote appropriate skill development.
In addition, to accommodate increasingly diverse work values, we have established, in addition to the conventional management course, a professional course that allows employees to utilize advanced expertise. We aim to expand career path options for employees and achieve the optimal placement of the right people in the right positions.
Related Information and Data
Training Time and Expenses
| FY 3/2025 | ||
|---|---|---|
| Employees of NISSIN FOOD PRODUCTS* | Employees of Group companies in Japan and overseas | |
| Total training time | 85,885 hours | 308,680 hours |
| Training time per person | 31 hours | 21 hours |
| Training expenses per person | JPY 83,665 | JPY 28,016 |
- *Including employees on temporary assignment to NISSIN FOODS HOLDINGS, NISSIN CHILLED FOODS, NISSIN FROZEN FOODS, etc.