Human Resource Strategy
As a Japan-origin global corporate group operating in 45 countries and regions worldwide, including in China and other parts of Asia, Nippon Paint Group is committed to contributing to Maximization of Shareholder Value (MSV) by leveraging the diversity and strengths of its human capital, as well as fulfilling its obligations to stakeholders, which is the premise of MSV.
Our approach to achieving MSV
Our primary approach in our human resource strategy to achieve MSV is to build a strong and diverse organization with excellent human capital. This will enable us to consistently achieve strong growth.
People play a vital role in an organization as they are the driving force behind business growth. In successful partner companies, powerful teams consisting of diverse individuals, along with excellent leadership teams, act as the driving force. It's important to recognize that achieving goals cannot be done alone.
Given that the market undergoes long-term changes, we need a human resource base that can not only adapt to these changes but also capitalize on them with agility. People can embrace change and seize opportunities, even if they encounter failures while taking risks to pursue their objectives, as long as they accept and learn from those failures. To attain MSV, it is crucial to foster a dynamic and open corporate culture, as well as a pleasant and rewarding work environment that encourages every employee to take on challenges and fully showcase their unique qualities and abilities in generating new value and businesses.
We will make appropriate investments in human capital to establish an organization that can grow sustainably. From a technological standpoint, this means investing in human capital with a long-term perspective towards developing innovative and productive technologies, while also implementing tailored personnel systems.
The People & Community Team conducts activities around two categories of Materiality: Diversity & Inclusion as well as Growth with Communities. Our activities are conducted in each country and region with focus on the three pillars of (1) Increasing the ratio of women in managerial positions, (2) Celebrating diversity, and (3) Building and enabling local communities
Our goal is to achieve sustainable EPS growth through productivity improvement enabled by maintaining employee motivation and increasing employee engagement, as well as reducing expenses for employee recruitment and retention. We are also committed to fully fulfilling our obligations to employees.
The key initiatives for building strong teams include enhancing the training programs by using the amount of training hours and education investments as KPIs as detailed in the following pages and implementing various actions such as promoting women’s empowerment based on the ratio of women in managerial positions as KPI with the goal of raising the ratio to 35% by 2025 at NIPSEA Group and to 10% in 2025 in Japan.
However, achieving these KPIs is not the objective of our initiatives. Rather, these initiatives are aimed at increasing the Group’s social recognition as an organization that embraces diverse thinking and is willing to transform. We believe this will attract more excellent talent regardless of age, gender, nationality, ethnicity, religion and other factors, who will be the driving force for further transformation of the Group, creating synergies. What we see as crucial is to create an environment that allows our excellent talent to play greater roles and add value. We believe such an environment will have a positive impact on the top line and bottom line by improving work efficiency and bringing about transformation, and in turn may contribute to MSV.
Key indicators related to human capital (FY2022)
|Ratio of female employees
|Ratio of women in managerial positions
|Employee satisfaction levels
Human resource development measures essential for achieving MSV
For Nippon Paint Group to grow in a
sustainable manner, it is essential
that we secure skilled human
resources and offer a corporate
culture and working environment in
which it is pleasant and rewarding to
work, thus allowing people to
leverage their individuality and
capabilities to the fullest.
We focus on developing talent and capability of employees and attract talent and skilled individuals by promoting opportunities for professional growth and advancement, rewarding employee performance. The Group promoted the enhancement of human resources by investing in human capital through the intensification of training programs developed autonomously by each partner company according to the challenges faced.
We believe expanding training programs will have a direct benefit of enhancing employees’ skills, as well as other benefits such as maintaining employee motivation and engagement, improving competitive advantage in hiring new college graduates and mid-career people and reducing the turnover ratio. Accordingly, it is a key initiative for enhancing the human resource portfolio.
At DuluxGroup, we know that a
motivated, skilled and diverse workforce
is the key to our continued success. We
have a culture of development, where
our leaders are focused on continuously
developing their people. This is
supported by formal learning programs
specific to the relevant business,
geography and role.
DuluxGroup Pacific offers a comprehensive learning program covering leadership, professional skills, functional skills and product training, including residential programs, external programs, virtual programs, livestreams and podcasts. Each year we run a “Learning Festival” – three days of learning on a broad range of topics, including well-being, future skills and deeper insight into our business – available to all of our employees.
We encourage our employees to “Own your Growth” and take advantage of the formal and informal learning opportunities.
Similarly, Cromology and JUB offer relevant learning programs to support the business and professional skills of their employees. This includes employee induction; compulsory training to meet legislative and internal regulations; professional skills training and leadership skills.
NIPSEA Group recognizes the
importance of training and
development in the overall growth and
success of the organization. To ensure
the holistic development of our
employees, our learning and
development plans are designed at
country level to meet the specific
needs of the local workforce.
Through the annual Training Needs Analysis exercise, we are able to create a more effective learning experience that focuses on upskilling their capabilities and competencies required at different job levels.
To further enhance the learning capabilities of its employees, NIPSEA Group has progressively introduced a Learning Management System in FY2021/2022. This system interface supports multiple languages, which enables countries to customize their learning needs accordingly.
Our programs cover topics including, but not limited to, NIPSEA Leadership Competencies (AGILE), functional training, health safety & environment, information technology, and physical & mental wellness. In FY2022, NIPSEA Group clocked a total of 1,626,370 hours on employee training.
At Dunn-Edwards, our training
objective is to continuously develop
and deliver programs that not only
provide our team members with the
skills and knowledge necessary to be
successful in their current roles, but
also those that will aid them in longterm
In this process, we leverage both technology (learning management systems, interactive programs, etc.) and current training techniques (micro learning, hands-on sessions, etc.) to ensure our team members are provided a wide variety of tools and resources to build successful careers in an ever-evolving workplace. Internal training programs include New-hire Orientations customized by department, position-specific programs in Sales, Product Performance, Retail and Business Management, Labor Law, Harassment Prevention, Risk Management, Safety, Hazardous Materials (HAZMAT), Diversity and Inclusion and more.
We also offer a generous Tuition Assistance Program, that is available to all employees (both full-time and parttime) and provides access to not only degree programs from accredited institutions, but also professional certification programs, vocational programs, and educational seminars.
Japan Group offers training for all
employees, such as training by job level
according to the expected roles and
career stages of individual employees
(new employee orientation training for
new grads and mid-careers, follow-up
training, new manager training, and
annual training). As a new program
started in FY2022, leadership training
was provided targeting some team leaders. In addition, the HR department conducted a communication program (1-on-1 meeting, feedback, coaching). We also offered English skill training programs for selected employees who often communicate with people from overseas partner companies and business partners.
In FY2022, the total amount of training hours in Japan Group was 28,000 hours.
Benefits expected from improving employee satisfaction levels
Increasing employee engagement will
lead to creating an environment where
excellent human resources can
consistently perform to their fullest
potential. We regularly monitor and
survey employee satisfaction levels of
partner companies that join the Group
under our Asset Assembler model.
The survey results of each partner company will be compared and analyzed using benchmarks, such as the peer average in the same region, and historical data to examine actions necessary to improve employee satisfaction levels.
NIPSEA Group scored an overall engagement score of 75% in FY2022.
It was 5 pp higher than in FY2019 and higher than the APAC average score. DuluxGroup’s engagement score reached 80% in 2021, 8 pp higher than the 72% achieved before joining Nippon Paint Group. DuluxGroup uses a number of other methods to track employee engagement, including pulse surveys in different business areas and exit interviews with departing employees. At DuluxGroup, we believe that our leaders are key to driving high employee engagement. Leadership teams at DuluxGroup regularly reflect on the engagement of their teams and drive high levels of engagement through regular feedback and development conversations with their teams.
Dunn-Edwards utilizes interviews with former employees in place of the employee satisfaction survey.
The analysis of data obtained through interviews of former employees has shown that the two-year period from joining the company is most important for building connections with the company and factors that are important for employee retention include the compensation and retirement benefit system (401 (k)) and leadership of people in managerial positions.
To provide an attractive and competitive system in this area, Dunn-Edwards has established its compensation and retirement benefit policy and developed and enhanced training programs designed for career advancement for employees at all career stages.
In Japan Group, for instance, the result of our employee engagement survey, conducted regularly by Nippon Paint Labor Union, is shared with the management team.