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Human Capital DevelopmentHuman Capital Management
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Our Basic Policy
ROHM Group has clearly established how to develop personnel through training in its "Basic Goals for Education and Training" "Basic Policy for Education and Training" that have existed within its corporate goals and policies as a universal philosophy since ROHM was founded.
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Basic Goals for Education and Training
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- 1. Develop personnel at all levels to constantly strive to obtain new knowledge and to acquire empirical reasoning ability from a broad perspective.
- 2. Train staff to be dedicated as leaders in their field by utilizing their knowledge and experience.
- 3. Develop personnel who can overcome any adversity and strive towards achieving targets.
- 4. Train staff to place the highest value on teamwork, resulting from the combined efforts of all individuals.
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Basic Policy for Education and Training
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- 1. All employees will use every available opportunity to enhance self-development.
- 2. Those in leadership positions will exemplify model behavior at all times.
- 3. The emphasis of education is on-the-job training led by the supervisors through daily operations. Supplementary training off the job is also provided.
- 4. Each head of all management levels will appraise staff fairly and conduct effective training programs periodically and consistently.
- 5. Appraisals for each head of all management levels is based, as a general rule, on the success of staff education and training.
In order to realize ROHM Group's management vision, it is important to develop next-generation leaders and professional human resources who can create innovation in accordance with the Basic Goals for Education and Training. Based on this idea, Diversity Development is set as a sustainability priority issue. The important themes are "recruiting and training human capital with a global mindset who can think things independently and create new value" and "securing next-generation leaders and professional human resources". By increasing the educational opportunities for employees, we will foster rewarding feelings of growth and improve employee performance, which in turn will lead to the growth of the company.
Human Capital Development System
The Basic Goals for Education and Training in the Corporate Objectives and Policies, which have existed as a universal philosophy since the company's founding, clearly define the type of human capital that should be developed through education and training. In accordance with the Basic Goals for Education and Training, we are working to establish and operate an education and training system at the group level and to systematically develop human capital who will be responsible for the next generation of management, as described below.
| Human Capital Development Structure | Objective |
|---|---|
| 1.Career Development | Learn the mindset, knowledge, and skills to think about and design one's own career and involve others in its realization. |
| 2.Job Specialization Human Resource Development | Learn the specialized knowledge and skills needed to perform one’s job. |
| 3.Human Resource Development by Grade | Learn the minimum required knowledge and skills as a ROHM human resource, as well as the thinking skills that form the foundation for capacity building. |
| 4.Role-based Human Resource Development | Learn the knowledge and skills required for the development and management of subordinates and junior staff and organizational development. |
| 5.Periodic Assessment Career Assessment | Achieve self-improvement through objective self-reflection and deep introspection. |
| 6.Elective Human Resource Development | Learn the knowledge and skills necessary for your career on your own, when you need them. |
| 7.Selective Human Resource Development | A system for discovering, selecting, and systematically developing human resources who will support the company's management and technology. |
| 8.Experiential Human Resource Development | Gain the experience opportunities you need for your career. |
In-house Training Programs and Achievements
| Category | Main Training Courses | Objectives | Number of Times Held (Year) |
FY2022 | FY2023 | ||||
|---|---|---|---|---|---|---|---|---|---|
| Number of Participants | Attendance rate(%) | Number of Participants | Attendance rate (%) | Training Hours (Hour/ participant) |
Cost (Thousands of Yen) |
||||
| Grade-specific human capital development | Training for new graduates*1 | Acquire basic knowledge as a working person and business etiquette (basic skills of a working person), as well as learning about the company and the basics of how to approach work. | 1 | 179 | 100% | 296 | 100% | 80 | 1,527 |
| Plant Training | Training mainly for new graduates in the engineering field to experience actual manufacturing sites so that they can understand the issues and difficulties at manufacturing sites before setups. | 1 | - | - | 93 | 100% | 320 | - | |
| Follow up training for new graduates*1 | Follow-up in the second and third year of employment to reflect on past experiences and renew goals together with peers who joined the company at the same time, to foster independence and take action to build their own careers on their own. | 2 | 222 | 100% | -*3 | - | - | - | |
| Training for Promoted Employees | Training to acquire the knowledge, skills, and mindset required for each grade. It is based on an understanding of Company Mission and policies, participants will consider the role they will be expected to play in the future and set action goals. | 7 | 357 | 100% | 296 | 100% | 157 (Grade2) 101 (Grade3) 38 (Grade4) |
8532 | |
| Role-based Human Resource Development | Role-based Training | Training to acquire the minimum knowledge and skills necessary to carry out the role of organization head, as well as to achieve results through quality communication with subordinates and organizational revitalization. | 3 | 49*2 | 100% | - | - | - | - |
| Harassment Training | Aimed at managers responsible for increasingly complex human resources management to learn about the current situation in their companies and how to deal with problems in order to prevent misconduct, loss of human resources and mental health issues. | 4 | 422 | 100% | -*4 | - | - | - | |
| Mentor/Mentee Training | Foster a culture of human resource development and encourages long-term career development through the development of new graduates. | 10 | 244 | 100% | 600 | 100% | 8 | 2,926 | |
| Periodic Assessment | Assessment training | Quantify the skills required for management to unite an organisation, analyse strengths and weaknesses, correctly recognise one's own management style and use it in the future management of the organisation. | 4 | 50 | 100% | 112 | 100% | 22 (Junior Managers) 32 (Department Managers) |
12,670 |
| Elective Human Capital Development | Career designing program | Focuses on the individual's career, regardless of grade or role, and fosters the ability to act proactively to think about one's own career and achieve self-fulfilment. | 2 | 197 | 100% | 130 | 100% | 8 | 2,404 |
| Elective training | Provides selective training in the three areas of "Reskilling Update," "Career Design," and "Leadership Development" in order to provide selective career development opportunities. | 16 | 564 | 100% | 1084 | 100% | 8 | 15,106 | |
| Selective Human Capital Development | Next Generation Leader Development | A succession plan system that aims to quickly discover excellent human resources who will be candidates for next-generation management, and to develop and secure them from a long-term perspective, which will drive ROHM's stable growth. | 24 | 48 | 100% | -*4 | - | - | - |
| Experiential Human Capital Development | Course Change System | System designed to promote course transfers to key positions for employees in limited key positions who wish to broaden the scope of their duties and take on the challenge of further career advancement. | - | 14 | 100% | 130 | 100% | 8 | 2404 |
| Learning language study abroad system | Support acquisition of the language skills required for carrying out business overseas, through a program that allows one to four weeks of study at a language school in the Philippines. | - | 0 | - | 0 | - | - | - | |
1 : Training for new graduates and Follow up training for new graduates are also available to employees of affiliated companies in Japan.
2 : Since the second half of FY2022, this training has been shifted to an elective training program.
3 : Since FY2023, this training has been shifted to an elective training program.
4 : Not held in FY2023.
| Item | SCOPE | Unit | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 |
|---|---|---|---|---|---|---|---|---|
| Average annual educational development hours per capital | ROHM | Hours | - | - | - | 12.7 | 13.2 | 9.6 |
| Average annual educational development cost per capital | ROHM | Yen | - | - | - | 23,000 | 40,118 | 33,142 |
| Average annual educational development hours per capital | Consolidated | Hours | - | - | - | - | - | - |
| Average annual educational development cost per capital | Consolidated | Yen | - | - | - | - | 12,471 | 14,051 |
MBA/MOT Dispatch System
ROHM introduced the MBA/MOT dispatch program in September 2023 to dispatch promising employees to MBA/MOT programs, developing human resources with a management perspective and contributing to the sustainable development of the company. 11 applications were received in FY2023.
Support for Qualification Acquisition
In order to support employees in improving their abilities, ROHM pays up to 100% of the examination fees for certification acquisition. In addition, for some certifications, employees are allowed to take the exam during working hours.
Overseas Trainee System
Since FY2015, we have adopted an overseas trainee system that allows young employees to spend one year at an overseas Group company to experience different work. The aim is to discover and develop human capital capable of thinking on their own from a global perspective as well as launch challenges to stretch themselves by providing an opportunity for them to boos their experience by immersing themselves in different operations and cultures.
TOPIC.
Voice from the Participant of Overseas Trainee
In addition to experiencing business and daily life abroad, I was also able to feel momentum as well as the hungry attitudes of people, which I didn't feel in Japan, along with differences in what is considered the normal way of thinking. I realized that I had been working from a narrow perspective, using Japanese and personal values as my benchmark. I will work earnestly with a global perspective so that I can make use of what I learned abroad and make a contribution to society.
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Questionnaire
