Human Resources Development

The Sumitomo Spirit is the foundation and standard of judgment for all Sumitomo Riko Group employees in all of our business activities.
Our Group places the Sumitomo Spirit at the core of its human resource development, and conducts regular training for all employees, including new hires, using the video "Our Sumitomo Spirit" to ensure that the philosophy is widely understood.

Fiscal Year	Sumitomo Riko (Non-consolidated)	Domestic Affiliates	Overseas Affiliates	Total
FY 2025	2,315 people	554 people	3,444 people	6,313 people

Based on the belief that “there is no business strategy better than human resource development,” the Sumitomo Riko Group aims to develop human resources who possess the character and knowledge appropriate for employees of our Group and who can play an active role on a global scale. To achieve this goal, we are expanding educational content and providing a variety of learning opportunities to enable employees to acquire the knowledge and skills required at each stage of their careers.

We have established a company-wide training framework comprising four key areas—selective training for next-generation executive candidates, global talent development, specialized training for individual departments, and company-wide training—and provide a wide range of educational programs to our employees.
In fiscal year 2025, building on the review and optimization of the training framework initiated in 2022, we conducted a current-state analysis to prepare for the next generation of educational environments and focused on providing training opportunities to address the issues identified.

Sumitomo Riko Company-wide Education System Chart

As a first step toward "creating a culture where people can learn what they need, when they need it," we implemented Company-Wide Training.
Under this initiative, we planned and rolled out training programs across 9 thematic areas—covering topics such as communication, problem-solving, presentation skills, and career development—designed to enhance the quality of daily work for all employees. By structuring the program to allow participation not only from Sumitomo Riko employees but also from those at domestic affiliated companies, we created broader learning opportunities.
As a result, the cumulative number of participants across all training sessions reached approximately 3,000, and the newly generated training time totaled around 6,000 hours. We also made recorded archives available, establishing an environment that allows for learning regardless of time or location.
We have observed an increase in employees' motivation to learn as a result of this initiative. To further accelerate this momentum, we will continue to expand our training content and establish systems that provide learning opportunities aligned with employee needs.

To ensure our company's sustainable growth, we are focusing on fostering the leaders who will shape our future. Through the "Sumitomo Riko EMP re-co (Executive Management Program)"—one of our initiatives for developing next-generation executive candidates—we conducted training designed not only to enhance traditional leadership skills but also to strengthen the decision-making capabilities required to drive global management, thereby fostering a more international perspective in executive judgment.
Furthermore, under the "Management Academy MCP (Mirai Create Program)," aimed at cultivating future-oriented leaders, we focused our activities in fiscal year 2025 on training centered on innovation and organizational transformation, dedicating our efforts to creating new business models for the company's sustainable growth.
We will continue to expand our training programs and further strengthen the development of our next generation of executive leaders.

Focus Area	Indicators	Actual Value (FY 2023)	Actual Value (FY 2024)	Actual Value (FY 2025)	Target Value (FY 2025)
Strengthening management education	Executive training* Number of participants	33 persons	66 persons	99 persons	100 persons

*We track the number of participants in executive selection training programs, such as the Executive Management Program, the Selective Educational Leadership Academy (Mirai Create Program), and the Young Talent Development Program.

To realize the Sumitomo Riko Group Vision 2029 (2029V), our Group positions digital transformation (DX) as a crucial management foundation supporting value creation and organizational transformation, and is actively working to develop DX talent. In fiscal year 2025, building upon the foundation of "providing educational opportunities," we advanced the sophistication of talent development by integrating "visualization, learning, practice, and transformation."
First, we conducted a DX talent assessment across the entire group—aligned with the Digital Skill Standards established by METI and the IPA—with a total of over 1,000 participants. This enabled us to visualize the skill levels of our DX core talent and DX data analysis talent, ultimately achieving the targets set for fiscal year 2025: 200 DX core professionals and 700 DX data analysis professionals.
Based on the assessment results, we also rolled out training programs tailored to specific job functions and roles—such as e-learning to boost DX literacy, specialized training on data analysis and the use of generative AI, and courses on utilizing Microsoft Office. Furthermore, we promoted the sharing of success stories through regular meetings, study sessions, the intranet, and internal social media, aiming to foster cross-departmental learning and embed DX initiatives throughout the organization.
In parallel, we implemented ongoing programs for DX-driving personnel selected from various departments—designed to foster a mindset geared toward transformation and encourage behavioral change—thereby cultivating individuals capable of autonomously spearheading DX initiatives. Moving forward, we aim to establish an organizational culture where these trained individuals take the lead in practical implementation and promotion across departments and business operations, making data-driven decision-making and value co-creation the norm.

Focus Area	Indicators	Actual Value (FY 2024)	Actual Value (FY 2025)	Target Value (FY 2025)
DX Human Resources Development	DX core personnel training	DX education participants 2,333 persons*	256 persons	200 persons
	DX data analyst training		740 persons	700 persons

*In fiscal year 2024, we focused on identifying and developing candidates for DX roles by providing broad educational opportunities, without distinguishing between core personnel and data analysis personnel.

We have established a structured training framework for employees assigned overseas, systematically organizing and visualizing the necessary attributes, competencies, and training content.
Aiming to cultivate "global talent"—individuals capable of excelling both domestically and internationally, regardless of their work location—we have defined the 6 key attributes and competencies required for this role and identified the corresponding training programs.
This initiative creates an environment where employees planning or wishing to take on overseas assignments can clearly understand the skills and knowledge expected of them, as well as the specific training they should undertake and the objectives behind it.

In fiscal year 2025, we held an English seminar as part of our global talent development initiatives, with all interested employees participating.
The seminar focused not only on fostering the right mindset but also on providing practical training that allowed participants to enjoy the learning process while acquiring key skills applicable to their work.
With 350 participants, the seminar helped lower psychological barriers regarding the use of English and served as a catalyst for proactive learning, ultimately leading to an improvement in practical English proficiency.

For core-level staff, we have established a training framework aimed at developing leaders capable of driving the organization forward while undergoing personal transformation amidst a rapidly changing business environment, and we are actively providing opportunities for such training.
The training features lectures centered on mindset, fostering an understanding of the business environment and the roles required to navigate it effectively. We also strive to enhance employee engagement by providing opportunities for dialogue with top management and facilitating discussions among participants.
Through this program, participants recognize the need for personal transformation and cultivate a mindset of continuous learning and growth alongside their peers.

For career-track employees, we have established a training framework centered on two pillars: developing the portable skills required at each job grade and providing learning opportunities tailored to individual needs.
Under the "Development of portable skills required for each job grade" initiative, we conduct training for employees promoted to specific grades, aiming to equip them with the skills necessary for their expected roles. The program focuses on key skill areas relevant to each grade—such as cultivating the right mindset, problem-solving capabilities, and team leadership—and covers a diverse range of themes. Through this initiative, each employee enhances their role-specific capabilities, thereby broadening the scope of their work and improving the quality of their output, ultimately contributing to the company's sustainable growth.
Regarding “Providing learning opportunities tailored to individual challenges,” we are establishing a system that enables employees to set their own goals and learn proactively, with the aim of “moving away from a one-size-fits-all approach to education” and fostering self-directed talent in line with our “2029V” initiative. Specifically, in addition to providing a clear picture of employees’ abilities and skills through assessments, we offer e-learning courses covering a wide range of topics to support continuous and self-directed learning.
Moving forward, we will continue to review our educational approaches in light of changes in both the external and internal environments, and promote even more effective talent development initiatives.

For administrative staff, we have developed a training framework aimed at “cultivating proactive employees who go beyond routine tasks, recognize societal changes, and think and act independently.”
In addition to mandatory training—such as programs for new hires and employees up for promotion—we have introduced an elective training system. This enables employees to acquire not only the skills required by the company but also those tailored to their individual needs.
Through this elective system, we provide assessments, e-learning, and topic-specific training, creating an environment where each employee can learn independently.

For technical staff, we conduct tiered training programs that encompass not only Sumitomo Riko itself but the entire Group.
In fiscal year 2025, we are introducing a new training program for plant managers, with content focused primarily on employee engagement. Concurrently, we provide training for unit leaders and team supervisor covering three key themes: (1) the importance of teamwork and methods for instructing others; (2) leadership management and the enhancement of organizational capabilities; and (3) the reinforcement and internalization of compliance awareness.
Furthermore, we have introduced training for senior-level personnel to cultivate individuals capable of proactive planning and action, free from the constraints of past methods and concepts.
Regarding our training methodology, we are shifting from a lecture-based approach to one centered on team building; by fostering cross-departmental communication through these sessions, we aim to strengthen the organization's overall capabilities.
Amid ongoing concerns regarding labor shortages driven by the declining birthrate, securing a diverse workforce remains essential; we will therefore continue to promote the implementation of training programs tailored to a wide range of needs.

Since its start in 1976, the Foreman Training program (F-Training) has served as a cornerstone of human resource development, underpinning Sumitomo Riko’s manufacturing operations.
The objective of this training is to cultivate the ability to discern the true nature of situations on the shop floor and to develop the practical skills needed to resolve issues. During the program, participants step away from their regular workplaces to focus entirely on problem-solving at designated sites, confronting facts directly through hands-on observation and on-site analysis.
This training serves as a gateway for supervisors destined to lead operations in the future and is positioned as the pinnacle of training programs for technical staff.