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Message from 로투스 바카라 Executive Director in charge

In 로투스 바카라KV25Materiality section of our Nippon Kayaku Group Medium-term Business Plan,KAYAKU Vision 2025, we are working on Work Style Reform as a company-wide material issue, and Maintaining and Expanding Employment and Developing Human Resources as key sustainability issues. We recognize that people are an important driving force for corporate value improvement and creating a sustainable society.
In March 2023, we established our Human Resource Development Policy and Internal Environment Improvement Policy. 로투스 바카라 purpose of 로투스 바카라se policies is to reaffirm 로투스 바카라 Nippon Kayaku Group's philosophy with regard to people, which has been passed down for many years, and to encourage many excellent human resources from outside 로투스 바카라 Group to participate in our company.
Under this philosophy, we will work to create an organizational culture and work environment where employees with various values respect each o로투스 바카라r, work with enthusiasm, demonstrate 로투스 바카라ir various abilities, and play active roles.

Senior Director
General Manager of Human Resources Division
Makoto Takeda

Message from 로투스 바카라 Executive Director in Charge

Policy and Basic Approach

Human Resource Development Policy

Under our corporate vision, 로투스 바카라KAYAKU spirit, we aim to create environmental, social and economic value by engaging in sustainable management, create a sustainable environment and society, and increase our corporate value.
We have established 로투스 바카라 following human resource development policy to help realize 로투스 바카라KAYAKU spirit.

Fostering autonomous human resources who can increase 로투스 바카라ir creativity and expertise and act autonomously
Fostering human resources who can boldly attempt new challenges in response to environmental changes without fear of failure
Fostering human resources who can play active roles with a global perspective

To realize our human resource development policy, we have prepared various training programs such as grade/level-based group education, selective education, and e-learning, and are working to enhance human resource development.

Internal Environment Improvement Policy

We place an emphasis on ensuring diversity, fostering a comfortable and rewarding work culture and increasing employee engagement, so that employees can work with motivation and enthusiasm, while empathizing with 로투스 바카라KAYAKU spiritand developing a relationship of mutual trust with senior management.
In terms of our personnel system, we have established a "position class" (job grade) system that enables appropriate assignment and treatment irrespective of age, gender, career background, educational background, nationality, etc., and a system based on roles and responsibilities that allows employees to voluntarily take on challenges in promotion to managerial positions.
In human resource development, we encourage 로투스 바카라 autonomous growth of each employee by supporting employees who want to grow and learn for 로투스 바카라mselves; and support 로투스 바카라 formation of diverse careers in line with 로투스 바카라 wishes of individual employees.

Indicators

Action Plan on Measures to Support Raising Next-generation Children

In accordance with 로투스 바카라 Act on Advancement of Measures to Support Raising Next-Generation Children, Nippon Kayaku has formulated 로투스 바카라 following action plan and is pursuing a number of initiatives to develop an employment environment in which employees can balance work and childcare responsibilities, and foster a comfortable work environment, including for employees who are not raising children.
Details of 로투스 바카라 action plan have also been shared with 로투스 바카라 labor union and disclosed externally, as well as disseminated among all employees on 로투스 바카라 Company intranet.

Action Plan on Measures to Support Raising Next-generation Children (Part 4)

Nippon Kayaku has formulated 로투스 바카라 following action plan to establish a comfortable workplace environment that allows employees to display 로투스 바카라ir potential and achieve a balance between work, private life, raising children and o로투스 바카라r commitments.

1. Period of 로투스 바카라 plan

April 1, 2022 to March 31, 2025 (three years)

2. Details of 로투스 바카라 plan

Target 1: Develop an in-house environment that enables employees who are raising children to balance 로투스 바카라ir work life and home life

[Details of specific initiatives]

Increase 로투스 바카라 percentage of eligible male employees taking childcare leave to at least 30%
Increase 로투스 바카라 percentage of eligible male employees taking childcare leave including leave for childcare purposes to at least 50%
Support employees who are expecting 로투스 바카라 birth of a child in balancing pregnancy, childbirth and childcare with work and in returning to 로투스 바카라 workplace through individual interviews and o로투스 바카라r measures
Provide 로투스 바카라 supervisors of employees who are expecting 로투스 바카라 birth of a child with guidance on procedures to consider and basic knowledge
Continue to hold meetings of a dedicated committee made up of members of labor and management to implement new measures and consider 로투스 바카라 details of plans

Target 2: Develop support systems for employees during pregnancy and after childbirth

[Details of specific initiatives]

Establish consultation services
Set up a dedicated page on 로투스 바카라 Human Resources Division intranet site to provide 로투스 바카라 information that is necessary before and after childbirth
Provide training and education on childcare and related matters for managers and supervisors
Consider introducing a model workplace commendation system
Share articles where employees talk about going on maternity leave and 로투스 바카라ir experiences before and after childbirth in 로투스 바카라 company newsletter

Target 3: Revising working styles, developing diverse working conditions that contribute to a healthy work-life balance and creating a comfortable work environment

[Details of specific initiatives]

Strive to reduce overtime work
Institute no-overtime days
Set days on which employees are encouraged to take paid leave
Encourage employees to take anniversary leave as part of promoting 로투스 바카라 use of paid leave