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
| 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. |
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| 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 |
We provide opportunities for self-development to enable
employees to proactively acquire new ideas and knowledge
and enhance their capabilities and skills. We offer over 200 correspondence courses, online English conversation lessons, and online learning services, and we also subsidize half the tuition fees for employees who have completed these courses. In FY 3/2026, over 500 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 accessing educational video materials and training information. 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 | To help employees improve their English skills, we provide an online diagnostic test, 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 three departments: marketing, sales, and SCM. In FY 3/2026, selective training was conducted for the marketing department. |
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| Future Leader Development Seminar | For employees (non-managerial) aiming to become management executives, we conduct training programs to develop the ability to view issues from a company-wide perspective and to identify and solve problems independently. Through honing their abilities alongside like-minded peers, participants cultivate the skills and mindset required of next-generation leaders. |
| 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 (management-level 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). |
| 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. |
- *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
“digitalization”—a transformation of the very nature of
its business operations through the advanced use of
digital technology—under the slogan “DIGITALIZE YOUR ARMS”
since 2024.
As part of these efforts, in FY 3/2025, we established the
“NISSIN DIGITAL ACADEMY” aimed at developing digital talent.
We are enhancing employees’* understanding and proficiency
of digital technology, thus driving operational efficiency
and the creation of new value. The IT Platform serves as the
secretariat, planning and managing activities across eight
domains: “Generative AI,” “Cyber Security,” "Digital Literacy,"
"Application Utilization," "System Development," "Data Science,"
"Design Thinking," and "Project Management."
- *Coverage: All employees working at NISSIN FOODS Group companies in Japan (including contract employees, temporary employees, and part-time employees)
NISSIN-HUB
NISSIN FOODS HOLDINGS has launched “NISSIN-HUB,” a platform designed to foster connections across departmental boundaries through dialogue among employees and departments with diverse experiences and insights. Based on the themes of interest and the future directions envisioned by employees and departments, the platform matches up employees with staff members in other departments, providing opportunities for individuals or teams to meet and interact. This initiative supports autonomous career development for each employee, deepens understanding of work in matched-up areas, and helps revitalize the organization.
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 addition to organizational
(departmental) goals, we implement an individual goal
management system* in which 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.
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 3/2026, 58 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 3/2026, there were 531 applications, with 6 selected for the Excellence Awards, 16 for the Merit Awards, 53 for the Idea Awards, 141 for the Effort Awards. FY 3/2026 saw a record number of applications, with a large number received not only from within Japan but also from overseas.
NISSIN-Style Job-Based Model (Eligible Employees: Management-Level)
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
Quantitative ESG (Environmental, Social, and Governance) data regarding the NISSIN FOODS Group's is provided in the ESG Data Book.