Contents
Recruitment Process
Introduction of Businesses
Education Training System
Idea Shaping LAB

Education Training System

Basic concept of ability development

At Showa Denko, each employee is requested to try to develop his/her own career plan (regarding job categories, and roles to play).

The company provides you with opportunities to consider what is necessary for building the career you desire and what skills you need to acquire. Individual employees should voluntarily work to develop their abilities, while the company will provide assistance in the employeesf efforts. Supervisors will have full discussions with their subordinates about their career plans. After determining each employeefs aptitude, supervisors will provide guidance and support concerning necessary self-development efforts.

Assistance in ability development

Assistance in ability development

Training and career paths for university graduates

Showa Denko considers that the first 10 years after employment (especially the first two years) is critical in the development of the abilities of new employees and their contributions to the company in the future. While details of training in that period will be explained after employment, the following gives the outline of training and the companyfs four basic principles.

01 Training period and contents

Training period contents
During the special training period (two years from the time of employment) supervisors will provide on-the-job training (OJT) to new employees, focusing on the following points:
Basics of corporate activities; commitment to work and motivation; basic knowledge and attitude required of Showa Denko employees; early obtainment of basic knowledge and ability pertaining to special work fields; and R&D and production technology at corporations.

02 Four basic principles

a) Self-development

Employees should do their best to develop basic abilities and expand their potentials through self-development.

b) Own responsibility

Employees are responsible for their own ability development, the results, and career paths.

c) OJT

Supervisors will help employees develop their abilities through performance of work. Supervisors should make sure that workerfs ability is developed following the completion of work.

d) Supervisorsf responsibility for guidance

Supervisors should take the responsibility for giving adequate guidance in all areas.

After employment, new employees will be gathered and given training seminars on several occasions. At the same time, new employees will be asked to submit reports and study by correspondence to develop their abilities.

03 Training during the special training period

OJT at your work site will play a major role in the development process. In addition, the following training seminars will be provided to support every new employeefs effort to smoothly begin his/her career path.

a) Training seminar at the time of employment

The seminar will enable new employees to deepen their understanding of Showa Denko and learn the common sense and basics of business persons.

b) Reports on selected themes

In the second month after employment, every new employee will be asked to establish a goal, together with his/her supervisor, that should be achieved in the initial year. The objective of this system is to help new employees to gain gexperience of successh through accomplishment of a piece of work on his/her own responsibility. The established goals are to be announced at the head office. Progress reports need to be submitted six months later. After the lapse of one year, results are to be announced and final reports are to be submitted. While the system is named a gtraining seminar,h tough conditions are set for the establishment of the goals. The goals need to be practical and contribute to the company.

c) Follow-up training seminar

This training seminar is to be held six months after the employment. Its objective is to ensure the contents of the training seminar at the time of employment are fully understood.

d) Finishing training seminar

This training seminar will be held at the end of the special training period, to provide opportunities to study subjects necessary for the next step. (two years after employment)

04 Assistance in employeesf career plans

Employees should, in principle, decide on their own career plans. To obtain knowledge and skills necessary for their career plans, employees should aim to obtain them on their own initiative, rather than waiting for the companyfs action. To help employees in this respect, there is a Career Plan System. Under this system, each employee thinks of his/her own career plan once a year. In view of his/her work experience as well as skills, qualifications and knowledge already acquired, each employee works out an ability development plan and discusses it with his/her supervisor. A Career Development Guide is provided to offer a framework for considering career plans and give suggestions for consideration from various angles.

The company is prepared to give full support for employees in smoothly acquiring necessary knowledge. The following are some examples:

a) Studying abroad

Studying abroad for language training (for six months, in principle). This is at employeesf request, but certain conditions should be met.

Employees designated by the company will study at universities or research institutes in foreign countries. (To obtain an MBA degree, for example) In this case, the period will be two years, in principle.

b)Self-Development Program (SDP)

Employees can choose from certain training seminars provided by the company. This system supplements OJT.

c) Language studies

Taking TOEIC tests. (During the initial three years, new employees should take the test once a year.) In case employees decide to study at language schools, the company will give subsidies to cover part of the tuitions.

d) Studying by correspondence

When an employee takes and finishes a course out of correspondence education programs recommended by the company, the company will bear half of the cost.

e) In-house recruiting

In case an employee judges that he/she should find a different position to build a better career, he/she can apply for positions offered openly within the company.

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