Talent Development

Policy/Basic Concept

Our company views human resources as the source for differentiating ourselves from other companies and enhancing corporate value. We uphold the Human Resources Strategy Vision of "an organization where employees and the company grow together and create a chain of happiness," respecting the individuality of our employees and improving their sense of purpose and job satisfaction to support the realization of each employee's dreams. Additionally, we are building an organization where each employee feels a sense of solidarity as a member of the company, utilizes their aptitudes to demonstrate their abilities, and complements each other's weaknesses with gratitude.
As part of our efforts in human capital management, we have established a unique human resource development system and conduct in-house education aimed at "embedding corporate philosophy" and "Transformation" among employees.

Promotion Framework

In 2002, our company established its unique in-house educational institution, the “SNBL Academy,” staffed by four dedicated professionals. At SNBL Academy, we offer a range of programs designed to nurture talent from new hires to candidates for managerial and executive roles. Moreover, our CEO himself personally leads several in-house training programs and values the time spent engaging in direct discussions and dialogues with employees. This close connection between the CEO and staff—where employees feel that the CEO is one of the most accessible supporters of their growth—is a distinct hallmark of our approach to talent development.

Goals and Results

One of our materialities is "creating an organization where the joy of working can be felt." Within this, we have set "training hours per employee" and "the spread of reading habits" as KPIs.

ESG Data

Identifying and Developing Next-Generation Management Talent

When it comes to cultivating next-generation management talent, it is essential for executives and managers to regard the production of talent superior to themselves as their mission, taking personal responsibility for mentoring successors.
Our company is committed to building a robust talent pipeline by establishing a selective training program that systematically identifies and nurtures next-generation management talent across the entire group, with an eye toward the future.
Since 2013, to continuously identify and nurture next-generation leaders with a visionary approach, our CEO personally mentors candidates through a selective training program. We offer tailored training for three tiers—executive candidates, managerial candidates, and team leader candidates—to strategically build a talent pool at every level.

Nagata University

Nagata University focuses on current managers, grooming them as potential future executives (executive officers). Each year, selected executive candidates take charge of projects directly overseen by the CEO for a full year. By tackling company-wide business challenges that cut across various departments, they acquire the insights and experience essential for effective leadership.

Nagata School

Nagata Juku is dedicated to team leaders, developing them as candidates for future managerial roles. Every year, selected managerial candidates undergo a one-year training program focused on cultivating an executive mindset and instilling the company’s core philosophy.

Nagata Juku Preparatory Course

The Nagata Juku Preparatory Course is designed for regular employees, aiming to develop them into future team leaders. Each year, selected young leader candidates participate in a training program centered on developing a clear career vision. By identifying and nurturing high-potential young talent at an early stage, we deliberately create a foundation for cultivating next-generation management candidates.

attempt

New employee training

To lay the foundation as an SNBL employee and acquire the basic skills required of a working adult, we conduct group training at our company hotel in Kagoshima.
In the training, participants learn through team activities about the mindset shift from student to working adult, awareness and responsibility as a professional, as well as business manners and logical thinking.

XUP Activities (Young Employee Education)

The XUP activities, which started in 2003, are a one-year young talent development program modeled after the "Gojū Education" of the former Satsuma Domain, where older young people guided younger ones. Employees in their first to third year after joining the company are divided into groups of about eight, and they work towards achieving the goals set by each group's leader. By thinking and acting independently, they aim to create and develop future leaders with autonomy and initiative. Through XUP activities, participants aim to acquire various skills such as communication, decision-making, problem-solving, action, insight, foresight, and organizational commitment to improving the company. Every June, a presentation is held where activity reports are presented in front of executives, and outstanding teams are recognized.
Achievements so far include the creation of a guide for new employee training, production of video materials for experimental techniques, sharing of near-miss cases in work (to prevent mistakes and accidents), and specific reports on energy-saving practices. These proposals and improvements have been implemented, contributing to increased corporate productivity and improved work-life balance for employees.

Management Training

As a program for developing management personnel, we offer management training. The management training consists of three courses: Prep, Basic, and Advanced, tailored to different levels. The aim is for future management candidates or current managers to deepen and broaden their understanding of management through training.

Prep Course

For the leader class, the goal is to learn and practice the basics of management.

Basic Course

For the next management class, the focus is on improving management skills within existing organizations while acquiring management skills as potential candidates for next-generation leaders.

Advanced Course

For department and section heads, the aim is to cultivate knowledge and mindset suitable for senior management, expanding the pool of management candidates.

Nagata School

Nagata Juku is aimed at developing future management personnel, with President Nagata directly training a selected group of mid-level employees each year, focusing on fostering a managerial mindset and embedding corporate philosophy.
This is a unique program of our company that fosters awareness as future management candidates over one year. Teams of four to six members are given assignments, and based on those themes, participants work on understanding the current situation, proposing improvements, and implementing them. Additionally, every two months, they have a two-night, three-day retreat with President Nagata to directly learn about philosophy management.
The graduation ceremony is held every mid-June at Fugen-in in Koyasan. After graduation, each participant actively practices and spreads the corporate philosophy and management mindset as an ambassador.

Morning lectures by in-house professionals

We invite in-house professional employees well-versed in three fields (science, finance, business) as lecturers and have established a course consisting of about 90 programs, with a syllabus developed internally. This 40-minute morning course is available to any interested employee and helps fill intellectual curiosity and basic business knowledge.
We aim to create an organizational culture of autonomous and continuous learning through programs that utilize the intellectual assets of in-house professionals.

English Education

At SNBL, we are focusing on English education within the company to further strengthen our global business development.

Yr1-3 Special program

This is an English training program held every two months, specifically for employees in their first to third year who wish to be involved in future overseas testing. It aims to enhance presentation, speech, and discussion skills through active lectures.

Business English (BE; Beginner to Advanced)

We conduct one-on-one English sessions with native speakers twice a week, with each session lasting 30 minutes.
We cater to everything from basic content to high-level English conversation, according to the participant's level.

English Enhancement Program (EEP; Intermediate)

This is a group lesson conducted for 30 minutes daily (weekdays only) to strengthen overall English skills.

Global Personnel Training Program (GPTP; Advanced)

Conducted for 30 minutes daily (weekdays only), this lesson specializes in dealing with overseas clients. It covers a wide range of topics, including not only overall English skills but also science communication in English and differences between overseas and Japanese cultures.

English Presentation/Speech Event

Held every three months, this is a 3 to 10-minute English presentation/speech event. Anyone interested can participate, but participants in the above programs are recommended to present at least once every six months.

Implementation of Career Counseling Sessions

At our company, we offer career counseling in various forms to ensure that every employee can develop a clear and concrete vision for their personal growth and pursue self-directed development.
In particular, for new employees, our CEO personally conducts training focused on career development, emphasizing the importance of establishing a concrete career vision early on. Additionally, through career counseling sessions conducted by HR representatives and SNBL Academy coordinators, we provide individualized support for each employee.
The coordinators at SNBL Academy hold qualifications such as Nationally Certified Career Consultant, Level 2 National Certification in Career Consulting, and ORSC Program Certified System Coach, enabling them to support employee growth from a professional standpoint.
Through these career counseling sessions, we support our employees in maximizing their potential and building fulfilling careers.

Reading habits

In our company, having a reading habit is one of the requirements for promotion. This was established based on President Nagata's belief that 'reading is an easy and reliable self-investment with expected returns.' President Nagata also finds 15-minute intervals to continue reading daily.
Since reading (focused on business, economics, and specialized books, excluding novels and hobbies) is a requirement for promotion, an internal survey shows that 90% of employees have developed a reading habit, and 20% read more than 13 books a year, fostering a culture where 'all employees have a reading habit.'