Develop Human Resources Suited to a “Challenger”

We advocate being a challenger, and besides continuing to take on new challenges as a company, we also emphasize allowing every employee to achieve their targets and develop their own abilities with pride and fulfillment. We have identified “Develop human resources suited to a “challenger” as one of our materiality topics.
We provide the ideal work and environment that enable individual employees to demonstrate the abilities required by us. At the same time, we actively develop (invest in) human resources who can succeed in the face of global competition. Through these efforts, we support the growth and active participation of employees. The self-driven practice of our corporate philosophy—the RIKEN TECHNOS WAY—by each and every employee is the foundation of all our operations, and we are responsible for creating the environment in which that takes place. For sustainable corporate value enhancement, we believe it is vital to see our human resources as capital and to draw out all of their potential value, while at the same time formulating and implementing human resource strategies linked to our management strategies. We are implementing various measures for securing and developing human resources linked to our three-year medium-term business plan.

Indicators and Targets

*1Annual training hours are based on the training and rank-based education conducted by the Human Resources Department, so it does not include training hours conducted by organizations other than the Human Resources Department. It also does not include educational hours through e-learning.

Global Human Resource Development

We carry out various measures for developing human resources capable of executing global business strategies. We let young employees experience secondment or business trips to overseas consolidated subsidiaries. We are also studying an initiative where the human resources of overseas consolidated subsidiaries undergo training and development in Japan. Through these initiatives, we discover and develop human resources capable of playing active roles at the global level across the RIKEN TECHNOS GROUP.

Pre-dispatch Global Human Resource Development for Employees Dispatched Overseas

Participants in this training learn broadly—including sales strategy formulation techniques, marketing, financial accounting, understanding of different cultures, and foreign languages—through e-learning and pre-dispatch training to acquire the necessary skills and mindset for carrying out management overseas.

Selection-based Development of Management and Junior Employees

Selected employees are sent to educational institutions such as an outside school to learn a variety of ways of thinking and to develop usable management skills. The aim is to let employees broaden their perspectives and see themselves objectively by being away from their daily operations and interacting with people from other companies, and at the same time, also widen their human networks. Through conducting such development at each level, we continuously develop human resources who serve as future management candidates.

Career and Human Resource Development Programs

We have various measures in place to enable employees to autonomously develop their own careers, increase their own value, and continue to grow as employees. Besides the conduct of training, in our human resource structure, we have systems that create opportunities for regular communication between superiors and subordinates regarding career development. Education through on-the-job training and off-the-job training, assignment transfers, and such are carried out taking into consideration the intentions of our employees.
Training is undertaken not only by the participants; we also create opportunities for the involvement of their superiors. For example, in new managerial staff training, we provide guidance to superiors about the training’s purpose and intent and how superiors are involved. Over the sixmonth period of the training, we create opportunities for monthly interviews between participants and their superiors. During these interviews, besides confirming and reporting the progress of themes being undertaken in the training, participants can also receive support from their superiors.
In addition, we carry out various human resource development programs to promote individual employee growth and strengthen our organizational abilities, including external seminars, group training at the workplace, attainment of qualifications, and in-house skill certification. We also widely conduct education about compliance , human rights, and internal control to establish and maintain a culture that allows proper conduct as corporate employees.
Through these and other human resource development measures, we continuously develop management human resources and secure human resources capable of being assigned to key posts.

New Employees Training

Group training is conducted for employees three times: immediately, three months, and one year after joining RIKEN TECHNOS. Besides deepening their understanding of the Company, these training sessions also help them to switch their mindset from being students to that of working adults, learn the basic skills required of a businessperson, and alleviate their worries, concerns, and doubts.
In FY2025, we revised our overall training for those in career positions who graduated from universities or graduate schools. Through undergoing on-site training centered on manufacturing and quality control departments—regardless of occupation—during their first year with the Company, they deepen their understanding about our products, technologies, raw materials, and such, and focus on learning the basic knowledge necessary as employees of a manufacturer practicing monozukuri. From their second year, they experience research and development (R&D) and other departments before they are assigned to their actual departments according to their choices and aptitude. We also incorporate accounting training, language learning, and other such programs to provide education on accounting knowledge and language skills that serve as the foundation for a businessperson. In addition, we also support employees in acquiring qualifications.

Training by Level

We conduct several types of training by level, mainly for promotees, such as new chief training and new managerial staff training. Our new chief training mainly seeks to provide foundational management knowledge necessary for leaders at the front lines and to reinforce the participants’ self-awareness as being in the pool for future management candidates. In new managerial staff training, as managers working at the front lines, we mainly condudt training for the purposes of providing them with a solid foundation in management; strengthening their abilities to solve problems, develop the capabilities of the employees for whom they are responsible, and exert leadership; promoting diversity, equity, and inclusion; and directly linking training to operations so that the knowledge obtained in training leads to results at work.

Digital Transformation

We conduct digital transformation (DX) training, including IT literacy education, for all employees. With the introduction of generative AI, we also started training and workshops regarding the use of generative AI for employees—centered on young employees—selected from our departments. Development of materials informatics human resources is being undertaken at departments in the areas of R&D. Going forward, we will continue to reinforce our DX training to raise the DX skills of all employees and develop specialized human resources.

Professional System

We introduced a professional system to secure and develop human resources with a high degree of specialization, provide them with opportunities to play active roles, and treat them appropriately. Employees assigned to professional positions apply their high levels of knowledge and experience at departments in the areas of R&D, intellectual property, and sales.