Human Resource Development and Training

The proper development of human resources is essential for the sustainable growth of a company. It is individual employees who support our social mission of stably supplying industrial gases. Having changed its structure on October 1, 2020, Nippon Sanso Holdings is now expanding its fields of activity even further on a global scale. Right now, nearly 70% of the Group’s consolidated employees are non-Japanese, and we are continuing to become a multinational organization. We will strive to create a structure were employees can actively play their roles as “The Gas Professionals” while respecting the values and cultures of different regions.

Basic Themes of Human Resources Development

Nippon Sanso Holdings is ranked No. 1 in Japan and No. 4 in the world in the industrial gases market. In Japan, we have already established a solid position as the market leader, and now our aim is to become a global player. Developing human resources who are capable of conducting business globally is an important pillar of the Group’s strategy. Looking forward, we aim to implement our “Basic Themes of Human Resources Development” and “Key Employee Qualities and Conduct,” which underpin our human resources development, for our employees not only in Japan but globally.

  • Human resources development that accommodates further globalization
  • Human resources development that trains “The Gas Professionals
  • Human resources training that addresses customers’ and society’s needs
  • Human resources training that emphasizes strengthening integrity

Key Employee Qualities and Conduct

  • Health
    1. 1. Understands the Importance of Occupational Health and Safety Looks after their own health and helps create positive working environments
    2. 2. Displays a Positive Attitude Has a positive attitude and see things through
    3. 3. Demonstrates Organizational CapabilitiesUses communication to overcome limited personnel levels and maximize teamwork
  • Integrity
    1. 1. Earns Customer Trust Exhibits a dedication to stable supply and quality assurance and responds with sincerity
    2. 2. Exhibits a Well-Formed Character Maintains an agreeable temperament and promotes mutual trust and respect
    3. 3. Endeavors to Fulfill Responsibility to Society Works to comply with safety, security, and environmental standards, as well as with social norms
  • Resourcefulness
    1. 1. Knows the customer Responds to Customers’ expectations and interests
    2. 2. Knows Himself/Herself Works to realize personal goals and acquire knowledge and skills crucial to a professional and strives to act independently
    3. 3. Knows Society Strives to be open, grasp changes, and looks to the future

Development of Global Human Resources

The Company has always placed emphasis on initiatives to develop professional human resources that are able to work with a global perspective, whether in Japan or overseas. Following this transition, it is now necessary for us to focus even more on these efforts. Currently, we have stationed or assigned overseas a wide range of employees of all ages, ranks, and job types, mainly in Southeast Asia, China, and North America. However, for a company seeking to increase the ratio of overseas sales, the number of our people overseas is still small. We therefore need to have each employee come to see their workplace as being not only Japan but the whole world. To help cultivate this awareness, the Company has implemented training for global human resources and the Overseas Trainee Program.

Training for Global Human Resources

Training for global human resources

We introduced this program in 2007 to enable employees who are capable of functioning in a global business environment to learn the necessary skills for playing an active role both in Japan and overseas. The training is conducted entirely in English by instructors who are foreign nationals and encompasses seven sessions, including final presentations, held over approximately six months. It covers such topics as mindset, logical presentation skills, business model generation, case studies, negotiating proficiency, and leadership skills. In addition to improving language capabilities, the training seeks to cultivate the confidence and presentation skills necessary to express one’s own opinions clearly and effectively whenever and wherever necessary.

Overseas Trainee Program

Overseas trainee achievement presentation

This program was introduced in 2016 with the goal of developing human resources that are able to quickly produce results when posted overseas. Selected young employees between their fifth and tenth year in the Company are given extensive on-the-job training at one of the Company’s overseas subsidiaries. Participants need to apply for the program, and those who wish to are given an opportunity to work overseas. One of the characteristics of Taiyo Nippon Sanso Corporation is that an encouraging environment is provided for those who are motivated to acquire experience.

Human Resources Development in Cooperation with Local Operating Companies

Tomoyasu Azuma Manager HR Development Team HR Division
Tomoyasu Azuma
HR Development Team
HR Division

Taiyo Nippon Sanso has continued to grow steadily, backed by a stable business model. However, it would be a mistake to assume that this business model is permanent. We must constantly think about the next business model to suit the changes in the times. The same principle applies with human resources development. The industrial gases sector is undergoing rapid globalization, and I believe that we need to develop human resources in connection with regions and operating companies all over the world, not only in Japan. The Company has always emphasized training, but now our vision is to widen the selection pool to a global scale and expand opportunities for personnel exchange training with operating companies and exchange meetings between different industries.

Education and Training for Developing “The Gas Professionals”

I believe that what a company can do to develop human resources is provide a place to accumulate experience, conduct education and training covering the required knowledge and skills, and establish a chain of experience. With this in mind, we have been building an education system since FYE2008 and introduced a wide range of focused training programs, including hierarchical, selective, optional, theme-specific, and division-specific education.

In training for new recruits, participants experience a wide range of operations from production to sales, regardless of the job for which they were hired, in order to build a foundation for acquiring the knowledge and skills required by the Company. In our hierarchical training, we provide a program for acquiring the knowledge and skills required to be a working professional, which is arranged so that people can complete the course by their fifth year. Also, even after the five years of basic training after joining the Company, there are training programs for supervisors, managers, and executive officers.

In 2017, we established training for line managers, aimed at strengthening line management and developing team members. Furthermore, we encourage employees to actively participate in external training and selective training run by the Mitsubishi Chemical Holdings Group. For employees who aim to acquire national qualifications, we provide support such as a qualification acquisition incentive scheme and correspondence education course materials. By providing an environment and systems that allow individual employees to grow, we will continue to develop “The Gas Professionals,” that are equipped with health, integrity, and resourcefulness.

Taiyo Nippon Sanso Employee Training Framework
Taiyo Nippon Sanso Employee Training Framework

Cultivating a Sense of Mission as a Provider of Social Infrastructure over a Five-Year Training System

The Company has a distinctive training system that provides basic training to young employees over a five-year period after recruitment. The basic training starts with a three-month training for new recruits, followed by annual group training with other employees from the same recruitment intake once a year until the fifth year. The program is for all employees, regardless of their type of work, whether it is in business administration or engineering. By building up cross-organizational basic training outside of technical aspects, we aim to have all employees develop a full awareness and deep understanding of the characteristics of the industrial gases business and the importance of our mission of maintaining supply at all costs. Through the five years of basic training, all employees will become more conscious of their roles as “The Gas Professionals” as they work in various fields.

Hierarchical Training (First Year to Fifth Year in the Company) Basic Training

Basic training increases employees’ skills and raises their perspective incrementally and continuously over five years. In their feedback, employees that have participated in the training indicate that they can observe its benefits and effects. Young employees are assigned to various departments after joining the Company, and enjoy being reunited with others from the same recruitment year where they share their trials and observations. The growth of their same-year colleagues stimulates and motivates them to grow themselves. By conducting the training over five years, the young employees advance through friendly competition and grow, developing a spirit of cooperation that builds better teamwork.

  • First year of employment
    Training for new recruits In a three-month group training, employees tour research laboratories and production facilities to learn about the work places.
  • Second year of employment
    Followership trainingEmployees learn the skill of expressing information clearly as a follower and develop communication skills.
  • Third year of employment
    Training in logical thinkingEmployees acquire logical thinking and presentation skills.
  • Fourth year of employment
    Finance trainingEmployees learn how to read essential financial figures for business and acquire basic financial knowledge, and understand the correlation between their work and figures.
  • Fifth year of employment
    Strategy and marketing training At the culmination of five years, employees form teams to propose management strategies and present them.

First year of employment – Training for new recruits1
First year of employment – Training for new recruits

First year of employment – Training for new recruits2
First year of employment – Training for new recruits

Third year of employment – Training in logical thinking
Third year of employment – Training in logical thinking

Fifth year of employment – Strategy and marketing training
Fifth year of employment – Strategy and marketing training

Fair and Impartial Hiring Practices

The Nippon Sanso Holdings Group seeks to secure diverse human resources and have eliminated such potentially discriminatory factors as gender and age from our hiring practices. Our personnel system is based on three key concepts: Put the right person in the right position, ensure impartial evaluations and training, and provide results-based compensation.

For employees of Taiyo Nippon Sanso Corporation, we have developed job/role-specific criteria for evaluating the performance of and determining compensation for employees. Prioritizing a fixed cycle of actions (fulfill expectations/exercise capabilities → evaluate performance/determine compensation → provide feedback → foster human resources) and repeating this cycle both ensures fairness and impartiality and enhances job satisfaction.

In 2015, Taiyo Nippon Sanso Corporation eliminated the vocational qualification system, an essential component of which is seniority, in favor of a system that focuses on performance so that the personnel system for management-level employees assigns the right person to the right position in a timely manner. Additionally, to enhance profit sharing, we raised the percentage of annual remuneration accounted for by bonuses, thereby creating a system of compensation that is more closely tied to the achievement of medium-term management plan targets.

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