Human Resources Strategy,Talent Development

Our Group’s Human Resources Vision

The Kansai Paint Group believes that human resources are “treasure” and the source of corporate value. We seek to create an environment that enables each individual from a pool of diverse human resources to enhance and fully demonstrate their abilities in order to survive in an unpredictable time of drastic reform and to enable the company to achieve sustainable growth. We will promote mutual communication so that both employees and the company can grow through dialogue, and cultivate a proactive corporate culture, in order to achieve our founding spirit of “seeking profits and contributing to social development.”

Talent Development Strategy from a Mid- to Long-term Perspective

We are developing talent development strategies with an eye to the next 10 years to achieve the founding spirit of pursuing profits and contributing to social development. All employees embody “Profit and Fairness” and create a virtuous cycle in which they can continue creating new value at the forefront of our business while experiencing both satisfaction in their job and ease of working.

Sustainable Cycle That Maximizes the Value of Human Resources with an Eye to the Next 10 Years

Three Key Areas of Talent Development Strategy

The Kansai Paint Group focuses on the following three areas in developing talent over the medium to long term.

Talent development that promotes reform and growth

In order to develop talent that continues creating new value while flexibly responding to changes, we take initiatives to enhance each employee’s ability. We support employees in learning on their own and achieving reform by providing them with opportunities to take on challenges while clearly indicating a growth path.

Specific initiatives for diversification and talent development to promote transformation and growth

To achieve the Group’s Growth Strategy and respond to ever-changing market needs, we are recruiting a diverse range of human resources in many different fields. By acquiring talent from outside with a Group management perspective, we will promote swift transformation as a Group.

New HR system for managers
—To become a strong company where employees can play an active role regardless of age

A new HR system adopting job description was introduced in FY2022 for managers in managerial positions. After clarifying the roles required of each employee through a detailed job description, a modulated system of evaluation, remuneration, as well as a possible promotion or demotion, are applied according to the degree to which the role is performed. We aim to be a strong company where employees can play an active part in their expected roles regardless of age by utilizing an effective cycle connected with an age limit system for managerial personnel and a reemployment system centering on the new HR system.

Strengthening the Performance Improvement Committee to tackle company-wide issues

Set up in FY2020, the Performance Improvement Committee works to resolve issues across the company from the bottom up. The participants themselves identify and handle internal issues necessary to improve business performance, which raises their perspectives and broadens their horizons. We have seen a number of people who have significantly improved their abilities. In the second term from FY2022, we have replaced committee members and themes and made some improvements to the organization. We will improve the Group’s competitiveness and build a foundation for transformation with a more dynamic and agile structure.

Creating an environment where diverse individuals can play active roless

We strive to create an environment where talent with diverse skills, experiences and values can play active roles by striking a balance between job and childcare, treatment or nursing care, and taking initiatives for LGBTQ. We will support each individual in fully demonstrating their ability, and strengthen the organization’s competitiveness by combining the diverse abilities of each individual.

Concrete initiatives to create an environment where diverse individuals can play an active role

Counseling before maternity leave and before returning to work to further strengthen career development support according to women’s life plans

Supporting the career development of human talent working in different environments

Since FY2021, a “comeback system” has been in place that enables the rehiring of employees who have left the company due to marriage, pregnancy, childcare, nursing care, spouse transfer, or any other reason approved by the company. The system helps those employees whose career was interrupted temporarily take their first step toward rebuilding their careers.
Moreover, we will promote the development of an environment in which more diverse people with various talents are respected and can play an active role, regardless of their attributes, by balancing medical treatment and nursing care with work, promoting diversity including LGBTQ and so on.

In addition to the initiatives introduced above, a range of other support systems have been established.

Strengthening relationship of trust based on mutual benefit and continuous improvement

We are making efforts to further strengthen the relationship of trust between employees and the company so that employees can understand the company’s philosophy and vision and work with pride and satisfaction in their job. By regularly evaluating the effectiveness of the various implemented measures, we will analyze the current issues and make continuous improvements in building relationships that enable employees and the company to mutually promote medium to long-term growth.

Specific initiatives to strengthen and continuously improve relationships of trust through two-way engagement

Fixed-point observation through engagement surveys and improvement measures

The mutual relationship of trust between the company and employees has been regularly assessed through engagement surveys, which were launched in FY2020. In FY2021, 2,117 out of 2,353 employees belonging to Kansai Paint Co., Ltd. and Kansai Paint Sales Co., Ltd. took part in the survey (for a response rate of 90%). We will continue to observe the effects of existing measures from a fixed point of view, strengthen the two-way relationship that forms the foundation for enhancing corporate value, and implement improvement measures. In FY2022, we also launched the Culture Cultivation Project as a new project. We will continue to promote a range of initiatives from a medium- to long-term perspective to cultivate and establish a corporate culture as a Great Company.