Securing and Developing Human Resources

As a result of active global expansion, employees outside Japan now make up around 70% of the Fuji Oil Group’s total consolidated employees, and our organization boasts diverse talent at 45 companies in 16 countries. As we focus on Group-wide integration following the shift to a business holding company structure in April 2025, we need to take a more strategic and global approach to securing, developing, and deploying human resources to support implementation of our management and business strategies.
At the same time, as a manufacturer operating in four business areas, we require people with a wide range of specialized expertise and job functions. Against a backdrop of an increasingly fluid global labor market, intensifying competition for talent, and changing attitudes to working in the manufacturing sector, it has become more difficult than ever to secure the human resources we need. Additionally, the working-age population in Japan continues to fall, making it even more difficult to secure human resources in some regions.
In light of this situation, for our Group to achieve sustained growth and become more competitive, we recognize that it is vital for us to respond to changes in the global environment, enhance our pool of highly specialized human resources capable of problem-solving and value creation, and continuously secure and develop successors for key positions.

Employee engagement

At the Fuji Oil Group, we have been conducting employee engagement surveys since FY2023 in order to visualize the current situation and inform improvement actions to improve employees’ Hataraki-Gai (work engagement).^*

• Promotion of DE&I > Employee engagement

  https://www.fujioil.co.jp/en/sustainability/diversity/#risk_management

• * Hataraki-Gai: A work-related and positive state of mind, characterized by vigor, dedication, and absorption. Used as a Group-wide internal term in our human resource strategy.

Dialogue between labor and managementGRI: 2-30, 407-1

Dialogue between labor and management is important for Fuji Oil Co., Ltd. since employees and the company should support each other. The Human Resources Division serves as the company’s contact point for dialogue with the Fuji Oil Workers Union, which represents the employees. The workers union was established at the same time as the company. Both entities have worked for 75 years to create a comfortable work environment for employees.
The dialogue between labor and management takes place in a monthly forum consisting of representatives of the Company and the executive committee members of the workers union. These ongoing discussions aim to create an environment where employees can find fulfilment, maximize their potential, grow and thrive. In FY2025, through discussions with the workers union, we decided to redesign the bonus system and rebalance our overall compensation structure.
The Fuji Oil Workers Union adopted a union shop system, and the participation rate of the Company’s regular employees other than managers and executive officers is 100%.

Analysis

Stronger links with management strategy

The Nomination and Compensation Advisory Committee met 13 times in FY2025, holding productive discussions centered on two key matters: the CEO succession plan and review of the new executive remuneration system. A succession plan for the next CEO was launched as soon as the new President was appointed. The new executive remuneration system was introduced from FY2025, and the Committee launched a review of its implementation. These are seen as significant steps toward strengthening governance in matters of human capital.
The Talent Development Committee met five times in FY2025. The next generation management development program, launched during the previous medium-term management plan, was reformulated as Phase 2 in line with the business holding company structure. Through this program, we are clarifying the requirements for key management positions and selecting candidates. Although there have been some delays in progress, ongoing discussions about the importance of and approach to developing management talent in the Group have deepened awareness among senior management.
We will take these initiatives further with a focus on return on investment and visualizing results, leading to more effective development and placement of human resources.

Stronger links with business strategy

As an initial step toward strengthening the link between our business strategy and human resources strategy, since FY2025 we have assigned Human Resource Business Partners (HRBPs) within each business headquarters, in addition to the HR departments at Fuji Oil Co., Ltd. and Group companies. However, due to delays in defining the HRBP role, designing workflows and putting operational systems into place, we have not yet reached the stage of clarifying the human resources required based on the business strategy and visualizing career paths including job rotation programs to develop skills and capabilities. Regarding optimal placement of employees posted to Group companies outside Japan, our efforts were limited to conducting interviews. Clarifying the placement policy remains as a challenge for the next fiscal year.
Thus, in FY2026 we will work on formulating a global assignment workforce plan and placement policy, strengthening management for posts below department manager level, and designing job rotation programs as key measures.
In terms of cultivating global talent within the Group to support our global expansion, as well as continuing to expand the pool of candidates for international assignments (awareness building and skills training), we have introduced a program to improve English communication skills to boost the language skills and expertise of employees handling global jobs at Fuji Oil Co., Ltd. We are also considering offering training at the company’s factories in Japan to enhance the expertise of personnel from Group companies outside Japan. Although there have been delays to the initial plan, preparations are underway to start accepting trainees during FY2026.
Going forward, to build a system enabling diverse human resources to perform to their full potential and work together globally, we will implement timely and effective human resources initiatives aligned with our business strategy, further strengthening our ability to secure and develop the talent to support the Group’s sustainable growth.

Next steps

In FY2026, building on challenges that became apparent through our work in FY2025, we will work on initiatives more closely aligned with our management strategy and business strategy, based on the business holding company structure.

Stronger links with management strategy

• Stronger human capital governance by the Nomination and Compensation Advisory Committee
• Develop next generation of management talent

Stronger links with business strategy

• Enhance collaboration between Business Headquarters and Human Resources Departments
• Strengthen succession planning for key positions and optimal assignment
  (Formulate basic policy for assignment of employees posted to Group companies outside Japan, develop global talent within the Group)

Human resources development policy

Our Group-wide human resources development policy is based on the human resources strategy^* outlined on the Human Capital and Occupational Safety page. Under this policy, we are moving forward with human resources development measures to enable every employee to cultivate their own strengths, take on exciting jobs, and achieve continuous growth at the Fuji Oil Group.

• * Human Capital and Occupational Safety > Fuji Oil Group Human Resources Strategy

  https://www.fujioil.co.jp/en/sustainability/humancapital/#human_Resources_Strategy

Securing human resources at Fuji Oil Co., Ltd.

As students become more career-oriented, we have reviewed our hiring methods for new graduates at Fuji Oil Co., Ltd. to avoid mismatches between job expectations and reality. We have changed from the previous unified screening process for general management career-track positions to a system where candidates are informed of their prospective initial assignments (systems course, sales course, or staff course) from the screening stage. For the staff course, we confirm candidates’ preferences for job type (accounting, HR, legal or logistics work) and involve managers in the selection process to help match candidates to roles more accurately. Additionally, for all job types, candidates receive an explanation of the work at departments they could be assigned to at the job offer stage, and we confirm their preferences. Through this process, we are working to avoid mismatches and improve retention rates.
The declining working-age population in Japan is making it harder to secure personnel for shift-based roles. Of particular concern, the population of the Senshu region of Osaka, home to our Hannan Plant, is forecast to fall to around 65% of its 2020 level by 2050. Working toward ensuring a stable workforce for production roles, we launched the Production Workstyle Reform Project in FY2024. With members from HR, the workers union, and employees related to the production division, the project includes four subcommittees covering recruitment, career planning, working conditions and systems, and securing personnel for the Kanto Plant.
Since FY2025, HRBPs have been working at each business headquarters to improve retention and engagement of production personnel through interviews and discussions to exchange opinions, and to address any actual issues in conjunction with this project. We will continue to work on further reforms in FY2026.

Training systems at Fuji Oil Co., Ltd.GRI: 404-2

For employees working at Fuji Oil Co., Ltd., we provide upskilling support through a wide range of training opportunities including job-level-specific training, selective and voluntary training courses and a cafeteria-style training program, as well as financial assistance for distance learning courses and encouragement to gain qualifications. These training programs are based on the following three basic concepts, established in FY2021 when we launched our medium-term management plan Reborn 2024, and have been expanded each year.

In the medium-term management plan United For Growth 2027, with a view toward global expansion and further strengthening growth fields, improving the ability of each employee to think and act autonomously and produce results as a team has been identified as a key theme for our human resources strategy. In light of this, while enhancing our training systems by building on the existing concepts, the Human Resources Division will focus on providing training opportunities for transferrable skills, while other departments will be responsible for developing specialized skills required, resulting in systematic human resources development for clearly defined roles.
In FY2025, as well as enhancing management training and job-level-specific training for the members of workers union, we strengthened our Global Program including language training to develop human resources who can perform globally. We also launched the Fuji Digital Academy to improve digital literacy, with 122 employees learning at the academy in the first year, contributing to improvements in day-to-day operations. FUJI Learning Café, the cafeteria-style program launched in FY2023, provides learning opportunities to all employees, regardless of their employment status. We expanded the content of this program in FY2025, reinforcing the culture of continuous learning.
Thanks to these initiatives, our engagement survey scores for “growth opportunities," “support for personal growth” and “career opportunities” have risen by 3 points, 4 points and 7 points, respectively from the first survey (July 2023) to the sixth survey (January 2026), demonstrating that our human resources development measures are steadily taking effect.

Figure: Fuji Oil Co., Ltd. (Japan) FY2025 training system

Image links to a PDF file（1.32MB）

Career support systems at Fuji Oil Co., Ltd.GRI: 404-2

At Fuji Oil Co., Ltd., we have various systems and mechanisms in place to support employees to actively shape their own careers.
Evaluation feedback sessions provide employees with opportunities to discuss their career development goals and training plans with their supervisors. Full-time employees also have an annual meeting with their supervisors using a Career Advancement Communication Sheet which enables them to take stock of their career and visualize future prospects, helping us to ensure appropriate job assignments and create opportunities for each employee to flourish.
The internal recruitment system launched in FY2023 and the system that allows non-employment-based side jobs, introduced in FY2024, apply to all directly employed employees, creating an environment for employees to think about their own career paths, challenge themselves, grow and develop.
The global trainee program, relaunched in FY2021, includes six months of language study program abroad, followed by on-the-job training and other business training at a Group company outside Japan. In FY2023, we also started offering selective Global Talent Development Program in Japan to develop human resources who will play leading roles in our growing international business. Participants learn practical skills for identifying and solving problems as well as the capacity to adapt to different cultures, customs and environments. In this way, we are working on early-stage development of candidates for future management positions at Group companies outside Japan.

Human resources development initiatives at Group companies outside JapanGRI: 404-2

Based on the results of engagement surveys, leadership development has been identified as a key area for Group companies outside Japan. Thus we are working to expand diverse training programs, focusing on management training, including at smaller scale locations that previously did not have systematic training programs in place.
Fuji Oil Ghana Ltd. has held training for managers covering goal setting and evaluation feedback, in addition to communicating the company’s values. Based on the engagement survey results, Blommer Chocolate Manufacturing (Shanghai) Company Ltd. rolled out a training program for all employees focused on improving Emotional Intelligence (EQ) with the aim of boosting teamwork by fostering emotional self-regulation and better communication.
From FY2026 onwards, we are exploring various training programs and systems based on the Group-wide focus areas “clarifying expectations (creating systems to better align work practices and goals)” and “fostering a culture of psychological safety where employees can leverage their strengths.” We will support each Group company to consistently implement talent development measures of high quality, based on our Group-wide policies.