Chapter 1

Bringing Happiness to Employees, theCompany, and Society!
To achieve the vision of the NISSIN FOODS Group, "EARTH FOOD CREATOR," and the ideal image outlined in
the Mid- to Long-term Growth Strategy 2030, and to continue to be an innovative organization capable ofalways creating new kinds of food culture, we believe that non-financial capital, in particular human capital, is
important in addition to financial capital.
Since our founding, our Group has always considered human resources to be the source of our corporate value.
Our founder, Momofuku Ando, left behind many words regarding his ideas on human resource development,
and his words are passed down through generations.
With the rapidly shifting external environment along with the drastically changing labor market,
NISSIN FOODS Group has been making various efforts toward how our human resources and organization are
structured to adapt to the changes.
Our goal is to create an environment in which each employee, who has chosen to work for the Group out ofmany other companies, can feel fulfilled in their daily work and demonstrate their abilities, bringing happinessto the employees, the company, and society.

In this report, we will disclose specific initiatives in human capital management, along with scores of indicators
in line with ISO30414, a guideline for human capital information disclosure.

Chapter 1

Contents
Chapter1

Our Approach to Human Capital Management
CEO Message
CHRO Message
Role of the Human Resources Sector

Chapter2Group Philosophy and Mid- to Long-Term Growth Strategy 2030
NISSIN FOODS Group Philosophy
Value Creation Process in Becoming a Century Brand Company
Mid- to Long-term Growth Strategy 2030
NISSIN FOODS Group Behavioral Guidelines
Overview of Organization/Human Resource Policies and Key Strategic Themes
Employee Survey Monitoring Metrics

Chapter3

Specific Initiatives in Human Capital Management
Instillation of the Mission, Vision, and Value
Support for autonomous career development
Human resource development centered on NISSIN ACADEMYDiversity, Equity, and Inclusion
Data Book

3

Chapter 1

Contents
Chapter1

Our Approach to Human Capital Management
CEO Message
CHRO Message
Role of the Human Resources Sector

Chapter2Group Philosophy and Mid- to Long-Term Growth Strategy 2030
NISSIN FOODS Group Philosophy
Value Creation Process in Becoming a Century Brand Company
Mid- to Long-term Growth Strategy 2030
NISSIN FOODS Group Behavioral Guidelines
Overview of Organization/Human Resource Policies and Key Strategic Themes
Employee Survey Monitoring Metrics

Chapter3

Specific Initiatives in Human Capital Management
Instillation of the Mission, Vision, and Value
Support for autonomous career development
Human resource development centered on NISSIN ACADEMYDiversity, Equity, and Inclusion
Data Book

Our Approach to Human Capital Management
Chapter 1

CEO Message

Our People Define Our Worth. Success's Verdict Rests with the Universe.
These words were written by NISSIN FOODS founder Momofuku Ando to his
employees as his New Year's message for 2007.
This encompasses the following ideal: “Our company is defined by the caliber ofour people, shaping our reputation. The verdict of our success, while resting withthe universe, is only reflected in the recognition of our work once our collective
efforts resonate beyond ourselves.” As symbolized by his words, the NISSINFOODS Group has long regarded human resources as a source of our corporate
value.
To realize the ambidextrous management outlined in our Mid- and Long-term
Growth Strategy 2030 and the vision of becoming an EARTH FOOD CREATOR, it
is vital to create an environment in which each employee can maximize theircreativity.

Just like our founder who invented Chicken Ramen, Cup Noodles, and Space
Ram (space food ramen), I would like our employees to continue to haveinsatiable curiosity and persistence, to stay hungry in taking on challenges, andfor us to be a creative organization that creates new kinds of food culture
through interactions between diverse personalities. We will continue tostrengthen our investment in our organization and human resources with thehope of continuing personal growth for each employee through their work.

KOKI ANDO
President & Representative Director, CEONISSIN FOODS HOLDINGS CO., LTD.

5

Our Approach to Human Capital Management
Chapter 1

CHRO Message ~To Achieve the Right Person in the Right Place~"Bringing happiness to employees, the company, and society
by putting the right people in the right places!"
In the Mid- to Long-term Growth Strategy 2030, we
have outlined our ambidextrous management
approach to growing our existing businesses andexploring new business opportunities.
With the rapidly changing external environment
over the past few years, including intensifying
international conflicts, rising geopolitical risks, andthe COVID-19 pandemic, I feel that companies are
now expected to enhance their resilience, whichallows them to flexibly adapt to the environment.

Employees

Bringing happiness toemployees, thecompany, and society!

Company

As a founding company in the instant noodle business, our Group has acompelling mission, vision, and values, and we place great importance on acreative mindset throughout the company. I would like our employees withdiverse characteristics to exercise their talents and enjoy their own growth while
fulfilling their careers in our Group, while at the same time honing thepioneering spirit that has been with us since the company's founding. I will strive
to develop people and an environment to create new kinds of food culture with
our unique and creative members.

Society

Under these circumstances, the mission of the HR section is to put the "right personin the right place." The skills and experience required for expanding our existing
businesses and for exploring new businesses vary. It is also necessary to proactively incorporate external knowledge to adapt to the changes in the external environment,such as DX and environmental issues. By providing the necessary HR support while
flexibly responding to ever-changing management issues, and ensuring bothindividual employee fulfillment and sustainable organizational growth throughthe "right person in the right place" approach, we aim to bring happiness toemployees, the company, and society.

Shigeru Masaki
Executive Officer, CHRONISSIN FOODS HOLDINGS CO., LTD.

6

Our Approach to Human Capital Management
Chapter 1

Role of the Human Resources Sector
To achieve the vision of the NISSIN FOODS Group, "EARTH FOOD CREATOR," and the ideal image outlined in the Mid- to Long-term Growth Strategy 2030,
and to continuously increase corporate value, we believe that non-financial capital, in particular human capital, is important in addition to financial capital.
The role of the HR sector is to make it so that the right human resources are in the right places to maximize their abilities, thereby contributing to the increasein corporate value, so that the company can continue to provide value.

Our Approach to Corporate Value and Human Capital
Investment
AmountRole of the Human Resources Sector: Achieving the"Right Person in the Right Place"

Labor costs are necessary to increase profits

AmountHuman capital investment is necessary to extend the life of the company

Corporate value fromdoing business with
future customers

Labor cost

3 Acquired throughCorporate value
without efforts

Present

Hard to visualize

exploration of businessEasy to visualize

Increasing earning
power

Increasing sustained
earning power

Easy to visualize

Enhanced
corporate value

Extended corporate
lifespandeepening of businessCorporate value
from doing
business withcurrent customers

Human capital
investment
Original lifespanof the company

2 Acquired throughTime

To sustainably increase corporate value, it is necessary to increase both earning powerand sustained earning power.

Present

Hard to visualize

1 Acquired through existing

business

Original lifespanof the company

Time

Extended corporate
lifespan

We will define the capabilities and competencies required in each of the areas thatcomprise corporate value, and implement measures to recruit, develop, and retain thenecessary human resources.

7

Chapter 1

Contents
Chapter1

Our Approach to Human Capital Management
CEO Message
CHRO Message
Role of the Human Resources Sector

Chapter2Group Philosophy and Mid- to Long-Term Growth Strategy 2030
NISSIN FOODS Group Philosophy
Value Creation Process in Becoming a Century Brand Company
Mid- to Long-term Growth Strategy 2030
NISSIN FOODS Group Behavioral Guidelines
Overview of Organization/Human Resource Policies and Key Strategic Themes
Employee Survey Monitoring Metrics

Chapter3

Specific Initiatives in Human Capital Management
Instillation of the Mission, Vision, and Value
Support for autonomous career development
Human resource development centered on NISSIN ACADEMYDiversity, Equity, and Inclusion
Data Book

Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

NISSIN FOODS Group Philosophy
Since our founding, we have always valued the spirit of creation left behind by our founder, Momofuku Ando. With “EARTH FOOD CREATOR” as our vision, we
aim to go beyond mere product development and continue to innovate food culture itself. We use the four key concepts (creative, unique, happy, and global)
as our value, and base our decisions on them in our daily business activities.

Mission, Vision, and Value of the NISSIN FOODS Group
ENDURING VALUESMISSIONTo achieve sustainable growth while solving
environmental and social issues as an

“

食足世平

食創為世

Peace will come to the world
when there is enough food

Create foods toserve society

美健賢食

食為聖職

Eat wisely for beautyand health

Food related jobs are
sacred profession”

constantly creating new food cultures through innovation.

VISION

VALUE

FOUR ATTRIBUTES

9

Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

Value Creation Process in Becoming a Century Brand Company
Based on our founder's spirit, our Group creates economic and social value by creating captivating products using our six capitals and our strengths inbranding, marketing, and innovation. By iterating on this sequence of actions, we personify the ideals of our founder, setting our sights on lasting growth—thisis our Group's blueprint for value creation.
Issues in Planetary Health (Sustainability)and Human Well-Being

t
pac
Im

y
ph
so
ilo
Ph

Embodying Enduring
Values ThroughSolutions to Social andEnvironmental Issues

Fun
da
me
nt
al

Financial
CapitalManufacturing
CapitalCreation of
Economic Valueand Social Value

Intellectual
CapitalFood Chemistry andTechnology Innovationsfor Human Well-Being
and Planetary Health

Human
CapitaltpuSocial and
Relationship
CapitalCo

NaturalCapital

re

str

en g

ths

Business A
ctiv
it
i
e
s/O
ut
Corporate GovernanceSound Financial Position and High Profitability
Manufacturing Bases and Outstanding Quality Supporting Global
Business Activities
R&D Bases Supporting Technological Innovation and Investments in New
Businesses
The Driving Force Behind Our Business as an EARTH FOOD CREATOR
Brand Strength Nurtured by Superior Marketing Expertise
Initiatives to Address Resources and Climate Change Under EARTH FOOD
CHALLENGE 2030

The Group's business activities are supported by these six types ofcapital, consisting of financial capital and five types of non-financial
capital including human capital. By accumulating these capitals,
determining their appropriate allocation in an uncertain social
environment, and making the best use of them, we strive to create a
new food culture and achieve sustainable growth for the Group.
10Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

Mid- to Long-term Growth Strategy 2030
We are working on three mid- to long-term growth strategy themes to realize our vision in our unique CSV management in our Mid- to Long-term Growth
Strategy 2030 announced in May 2021.

Mid- to Long-Term Growth Strategy 2030
Roadmap to Achieving Our Vision and Three Growth Strategy Themes

Economic Value Targets•Sustainable profit
growth•Efficient use of capitald for People
Goo•Safe use of debt
•Stable shareholder
returns

Improved Value
Strengthen Cash Generation Capabilities of
Existing Businesses

Leap Forward Valued for Society
Goo

Sustainable Valued for the Earth
Goo

Make a significant shift in our profit portfolio
through aggressive growth in Overseas and
Non-Instant Noodles Businesses, whilepursuing sustainable growth

Leap Forward Value
Pursue New Businesses
Co-create foods of the future withfood science
Become a company that provides
food and health solutions throughtechnology

Sustainable Value

Improved Value
A challenge to utilize finite resources effectively and reduce the impact of climate change
Current
StatusMid Term

Long Term

11

Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

NISSIN FOODS Group Behavioral Guidelines
In order to fulfill our mission and realize our vision, we have established the "10 NISSIN Rules" as the basis for each employee's actions, along with our value.

10 NISSIN Rules

01.
Cultivate brand ownershipto the fullest.

06.

Strive for new experiences
and wisdom. The future isbright for those who
constantly challengethemselves.

02.

03.

04.

05.

Aim for first entry andCreate with your own

Draw on wisdom fromDiversity is powerful.

strive to be No.1 in every

hands. Restructure it if

outside to accelerate the

Embrace our differences tocategory.

someone is to overcome it.

business.

thrive.

07.

08.

09.

10.

Forge ahead in the face of
uncertainty. Turn back
immediately if you noticemistakes.

Lead and persuadethrough accountability,
not through authority.

Challenge the impossible,
and break through barriers.

It's our job to make work
fun. This will accelerate
growth.

12

Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

Overview of Organization/Human Resource Policies and Key Strategic Themes
To realize the Group's vision, we believe that it is essential to realize an organization where employees feel a high level of job satisfaction and can growthroughout their lives through their work, and autonomous career development for each employee. We have established what it is to be an ideal organization
and what we require of each employee as our organization/human resources policy, and based on this policy, we have set four key strategic themes, and weare working on measures that are linked to these themes.
Organization/Human Resources Policy(Human Resources Development Policy)

What is required of each
employee⚫

Hungrily and autonomously develop their careers⚫

Empathize with the values of the NISSIN FOODS Group⚫

Respect diversity

4 Key Strategic Themes

Instillation of the Mission, Vision, and Value

Support for autonomous career development

Ideal organization⚫
⚫

An organization that makes work joyful and highly rewarding
An organization that fosters human resources who growthroughout their lives through their work and contribute to
the sustainable growth of the Group

Group vision⚫

Human resource development centered on

NISSIN ACADEMYDiversity, Equity, and Inclusion

EARTH FOOD CREATOR

13

Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

Overview of Organization/Human Resource Policies and Key Strategic Themes
We will set target values for each item in the organization/human resources policy and monitor the status.

Organization/human resources policy and targets
What is required of each employee⚫

Hungrily and autonomously develop their careers

Ideal organization⚫

Employee career realization rate *1
Target goal85％

An organization that makes work joyful andhighly rewarding
Employee job satisfaction *3

Commitment goal

70％

Target goal

85％

(Results for FY 3/2023 75％)⚫

Empathize with the values of the NISSIN FOODS
Group
Employee
MVV empathy
rate *2
社員のMVV共感度※2
Target goal

85％

Commitment goal

70％

(Results for FY 3/2023 81％)⚫

End of FY 2026

10％

(Results for FY 3/2023 6％)⚫

Utilization rate of childcare
leave for male employees
End of FY 2031⚫

EARTH FOOD CREATOR
Number of commendations for NISSIN CREATORS AWARD

Commitment goal

70％

(Results for FY 3/2023 79％)

Year-on-year

5％ increase

An organization that fosters human resources
who grow throughout their lives through theirwork and contribute to the sustainable growthof the Group
Employee growth awareness rate *4

Target goal

Respect diversity
Female management ratio

Group vision

85％

Commitment goal

70％

(Results for FY 3/2023 69％)

85％

(Results for FY 3/2023 39％)

*1-4 The target value is the percentage of positive responses to the employee survey (the percentage of employees who selected the top 2 out of 5 levels). Values are set as more challenging "Target" goals and "Commitment" goals that must be achieved, and the results
are monitored.
*2 “MVV” in "Employee MVV empathy rate" refers to Mission, Vision, and Value.

14Group Philosophy and Mid- to Long-Term Growth Strategy 2030
Chapter 2

Employee Survey Monitoring Metrics
Once a year, we survey the level of satisfaction with the company, the state of communication within the department, the presence of harassment, and thedegree of alignment with the company's vision and strategy. For metrics that we consider particularly important, we set and monitor target values. Survey
results and employee opinions are shared with management and department heads to improve job satisfaction. We will continue to disseminate andstrengthen our human resource initiatives, focusing on the initiatives described in Chapter 3, in order to bring us closer to our targets.

Employee Survey

Topic

Target goal

Commitment goal

FY 3/2022

FY 3/2023

Career realization rate

76%

74%

75%

MVV empathy rate

85%

83%

81%

Growth awareness rate

73%

70%

69%

Job satisfaction

81%

80%

79%

85%

*

FY 3/2021

70%

The target values and actual values for FY 3/2021 to FY 3/2023 are the percentage of positive responses (the percentage of employees who selected the top 2 out of 5 levels).
Values are set as more challenging "Target" goals and "Commitment" goals that must be achieved, and the results are monitored.

15

Chapter 1

Contents
Chapter1

Our Approach to Human Capital Management
CEO Message
CHRO Message
Role of the Human Resources Sector

Chapter2Group Philosophy and Mid- to Long-Term Growth Strategy 2030
NISSIN FOODS Group Philosophy
Value Creation Process in Becoming a Century Brand Company
Mid- to Long-term Growth Strategy 2030
NISSIN FOODS Group Behavioral Guidelines
Overview of Organization/Human Resource Policies and Key Strategic Themes
Employee Survey Monitoring Metrics

Chapter3

Specific Initiatives in Human Capital Management
Instillation of the Mission, Vision, and Value
Support for autonomous career development
Human resource development centered on NISSIN ACADEMYDiversity, Equity, and Inclusion
Data Book

Specific Initiatives in Human Capital Management
Chapter 3

Instillation of the Mission, Vision, and Value
Companywide Initiatives

Training Initiatives

NISSIN CREATORS AWARD

Employee Survey

To bring happiness to society through food, it is essential to instill our Mission, Vision, and Value.
For over 30 years, we have provided opportunities to deepen understanding of the company's founding principles and corporate philosophy, and we continue to
implement a variety of initiatives to instill our MVV.

In-person Sales on CHICKEN RAMEN Birthday

Message from Top Management

On August 25, the anniversary of the launch of CHICKEN RAMEN , employees are given

Around eight times a year, top management has opportunities to communicate MVV tothe opportunity to experience in-person sales at a retail storefront to think about theemployees in Japan and overseas. This is designed to deepen each employee'ssocial mission as a food manufacturer.

understanding of the company's founding principles, its raison d'etre, and the mid- tolong-term growth strategy.

Workplace Meetings
Twice a year (on March 5, the founder's birthday, and on August 25, the anniversary of
the launch of CHICKEN RAMEN ), workplace meetings are held for each team to discuss
the corporate philosophy and founder's spirit.

17

Specific Initiatives in Human Capital Management
Chapter 3

Instillation of the Mission, Vision, and Value
Companywide Initiatives

Training Initiatives

NISSIN CREATORS AWARD

Employee Survey

Corporate Philosophy Training for New Employees
We provide training opportunities for new

The CHICKEN RAMEN making experience takes

employees and mid-career hires to understandplace

the ideas and historical background of theexperiencing the process of making the productfounder who invented CHICKEN RAMEN , theand learning about the origins of the company,

world's first instant noodle, as well as thehistory and development of the company.

差し替
え

at

the

CUPNOODLESMUSEUM.

By

participants deepen their understanding of thecorporate philosophy.

18

Specific Initiatives in Human Capital Management
Chapter 3

Instillation of the Mission, Vision, and Value
Companywide Initiatives

Training Initiatives

NISSIN CREATORS AWARD

Employee Survey

The NISSIN CREATORS AWARD is held once a year as a system to commend employees who have made outstanding achievements through their creativity, whichis the basis of the Group, and have contributed significantly to the enhancement of corporate value and brand value.
The purpose of this award is to encourage all employees to foster creativity, praise each other's achievements, and enhance each other as the embodiment of the
EARTH FOOD CREATOR.

NISSIN CREATORS AWARD
Messages to Award Winners
Production of online integrated report and VALUE CREATION BOOK
Our integrated report is eccentric, so much so that I think some people become interested
in NISSIN from our integrated report. I look forward to seeing our integrated reports,
which are so quirky in a good way!
Introduction of AI depalletizing machine at the Kansai Plant
I believe this triggered us to consider how to manage within an organization in the age of AI
to accommodate the diversity of human resources, as innovation is essential for the survivalof a company.

Test method development for food allergens
I thought it was amazing that they set a new standard for the entire industry, as it was
adopted as a new official method.

The "Special Employee Award" is selected from the winners of the Excellence Awards by employee voting.
Employees send many messages to the award winners, leading to a culture in which everyone enjoys and
FY 2023 Excellence Award winners

enhances the efforts of individuals and teams.
19Specific Initiatives in Human Capital Management
Chapter 3

Instillation of the Mission, Vision, and Value
Companywide Initiatives

Training Initiatives

NISSIN CREATORS AWARD

Employee Survey

We conduct an employee survey as an indicator to monitor how well the MVV are instilled.
We aim to bring happiness to society under our MVV with employees who bring diverse values, perspectives, and skills to our Group.

Employee Survey
In 2020, the final year of the previous medium-term management plan, we achieved
the market capitalization target of 1 trillion yen. In 2021, we announced the Mid- toTopic

FY 3/2020

FY 3/2021

FY 3/2022

FY 3/2023

Are you proud to be amember of the NISSINFOODS Group?

80.8%

86.7%

85.1%

81.1%

Do you have a clear
understanding of thecompany's vision andstrategy?

66.8%

75.4%

75.3%

73.2%

Do you want to achieve
the company's vision andstrategy together?

78.9%

85.1%

83.4%

81.0%

Long-Term Growth Strategy 2030, which describes our growth strategy through 2030,
and employees' interest in and willingness to contribute to our vision and strategy are

increasing.
We are actively recruiting mid-career workers in order to realize our management
strategy, and the ratio of mid-career hires is approximately 50% as of 2022. As we areat a stage where we will continue to recruit mid-career workers, we consider it animportant issue to ensure that mid-career hires are familiar with the MVV andunderstand our management strategy.
Further promotion of the MVV is planned through the resumption of in-person

training programs that were conducted online during the COVID-19 pandemic,
workshops to understand the company's management strategy, and hands-on
programs utilizing facilities such as the CUPNOODLES MUSEUM.

* Percentage of positive responses to the employee survey (the percentage of employees who selected
the top 2 out of 5 levels).

20

Specific Initiatives in Human Capital Management
Chapter 3

Support for autonomous career development
To realize the "right person in the right place" approach, we implement the NISSIN-style job-based model, starting with management positions. By defining
and clearly specifying the duties required to realize the Mid- to Long-term Growth Strategy 2030, we will lead to autonomous career development that
accommodates the diversifying views of employees on work. Furthermore, by matching compensation to market standards, we will improve our ability to
attract excellent human resources.

Policies and HR Systems that Promote the "Right Person in the Right Place"Mid- to Long-Term
Growth Strategy 2030

Define "duties" necessary to realize the strategy

Internal job
posting(by show of hands)

Training

Management position
Position A

Position B

Position C…

Recruitment

Non-management position
Training
Internal job
posting

Recruitment

Job rotation(by show of hands)

NISSIN-style job-based model⚫ Preparation and internal disclosure of job descriptions⚫ Training

for management positions⚫ Setting appropriate remuneration for management
positions (flexible matching with the market standard)rotation⚫ Creation of challenge opportunities such as internal job
posting system and enhancement of training programsof non-management personnel through job

21

Specific Initiatives in Human Capital Management
Chapter 3

Support for autonomous career development

Measures and HR Systems to Support Autonomous Career Development
HRBP (Human Resources Business Partner)
We have a system in which HRBPs dedicated tobusiness divisions support the execution ofbusiness strategies from the HR aspect. We
also aim to enhance the competitive advantageof the organization by implementing morestrategic placement, employee job rotation,and human resource development measures.

Internal Job Posting

Feedback/
Consultation

Business
division

Ask for strategic advice on
your organization and people

Each year, various positions, such as "Marketing
Department Staff" and "New Project Promotion Team,"
are posted internally, and after employees voluntarily
apply for these positions, interviews are conducted todetermine the positions. Employees are expected to be
dedicated to improving their skills on a daily basis inorder to obtain the career they desire.

Carrier Requests

Overseas Trainees

With career requests, we confirm employees'
career aspirations and aim to assign the right
personnel to the right positions, utilizing theirindividual strengths and aspirations. From FY
2/2023, we have also been supporting
employees' autonomous career development
by reviewing their past experiences andachievements, current jobs, and future career
aspirations in a more concrete manner.

Overseas trainee positions are available for younger
employees who are interested in working overseas.
This program allows employees to gain practicalexperience at overseas operating companies and to
gain a hands-on understanding of the knowledge andskills required of global management personnel. In
order to accelerate the aggressive growth of ouroverseas business, we actively support the early
development of overseas-oriented employees andtheir careers.

Internal
Job
Posting22

Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Data Related to Human
Resource Development andTraining

Program
ExampleOverview

Required Skills andAbilities

Development ofManagementLevel Employees

Succession
Planning

Mechanisms to Encourage Personal
Growth and Challenges

NISSIN ACADEMY, an in-house university, was established in FY 3/2021 to support employees' autonomous career development
and create healthy internal competition. We are developing open programs such as rank-based training for all employees andself-development support programs, and selective programs such as development training for management candidates andleadership candidates in each department.

Open Program

Selective Program

Internal knowledge and skills

Relationship Between Per-Department/Selective Programs

Online open lectures

Web courses

Other Department Academies

Diversity Academy

Digital Academy

Production Academy

SCM Academy

Sales Academy

Marketing Academy

Management
Personnel

NonManagement
Personnel

Secured via
on-the-job training

Management Academy
Sales

Marketing
Finance

Development

Production

SCM, etc.

Open lecture
In-person

In-person
participation

Target Group

Training by grade organized by the Human Resources
Division
Support for self-development

Basic skills

23Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Development ofManagementLevel Employees

Succession
Planning

Mechanisms to Encourage Personal
Growth and Challenges

The open programs of the NISSIN ACADEMY offer rank-based training, MVV training, and self-development support programs for all employees to enhance theirskills, acquire knowledge, and support their career development.

Examples of Programs
MVV instillation

Mindset/CareerSelf-improvement support

Chief
Staff Member
New employee(Before assignment)

Second- and ThirdYear Training

Fourth-year Career Training
for Female Employees

e-learning / Support for distance learning
expenses

Section Chief
Management Training

Philosophy Education for Mid-career Hires

Section Chief

Outdoor Training for
New Managers

Workplace Meetings

New Manager
Leadership Seminar

New Employee OJT Support

Manager

Hands Up Training

Deputy General
Manager

Self-Design Seminar(Training for 50-year-old employees)

General Manager

CHICKEN RAMEN Birthday In-person Sales

Directors andExecutive Officers

Certification acquisition support system

Skill development/Business execution

English Support(TOEIC examination, online English conversation
lessons)

Rank-based training

Manager Training byInternal Job Posting

Non-Management Personnel

Management Personnel

Ranks (positions)

Training for Graduates (Including informal training for employees who have been offered a job)24

Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

Since the establishment of NISSIN ACADEMY in FY 3/2021, we have been actively strengthening both selective and open training programs.
As a result, the total cost of human resource development, training participation rate, and training hours per employee have been increasing and are expected tocontinue to increase in the future.

Data Related to Human Resource Development and Training
FY 3/2021
Total cost of human resource development

Training participation rate *1

Hours of training per employee *2

FY 3/2022

FY 3/2023

88,818 thousand yen

118,735 thousand yen

141,149 thousand yen

82.7%

85.0%

87.2%

14 hours

16 hours

21 hours*1 Calculated by dividing the total number of employees who took training courses during the fiscal year by the number of employees at the end of each fiscal year.
*2 Calculated by dividing the total hours of training in each fiscal year by the number of employees at the end of each fiscal year.

25Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

We have defined and indicated the required competencies and skill requirements for each level: CEO, officers, managers, and members. In defining thecompetence requirements, emphasis is placed on actions that lead to creativity. Supervisors support employees in their daily work so that they can demonstrate
the abilities and skills required at higher levels, and the company supports them by providing learning opportunities such as training and self-development
programs.

Defining Sets of Competencies and Skill Requirements from CEO to Members

CEO

Competency requirements

Skill map

The necessary competency requirements for each level ofhierarchy are defined. Providing rank-based training at
the timing of major role changes.

Providing educational programs tailored toeach skill/level

Six Management Competencies
Example: Management competency assessment

Chief Officers

Managers

Members

Conceptualization
Thinking

Decisiveness

Idea promotion

BreakthroughTeammanagement

Succession
planning

26

Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

We are systematically developing successors to the CEO and other key positions to sustainably increase corporate value.
Based on the process below, we are implementing the PDCA cycle of plan execution and progress review to ensure strategic recruitment and human resource
development.

Training of CEO and Key Positions
Development process for CEO and key positions

Define skills andexperience required for
key positions

Select successor(submission ofcandidates
reasons for selection,
grooming issues, andsuccession plan)
Conduct CEOinterviews regarding
succession planChecksuccessor
progress

Implement
succession plan

Management academy
Management academy is a selective training program to continuously develop andproduce management candidates. Through workshops by ex-management, sessions todeepen understanding of the NISSIN FOODS Group's management strategy, and joint
training programs across different industries, participants acquire the capabilities andmindsets required of management.

Succession planning

Internal succession rate *1
Succession
readiness

Next generation(1-3 years later)
Second next generation(4-5 years later)

FY 3/2021

FY 3/2022

FY 3/2023

100.0%

100.0％

100.0％

94.6%

81.8％

83.0％

97.3％

88.6％

85.1％

*1 Ratio of internal successors to important positions

We are striving to train candidates for successors by designating the presidents ofoperating companies, chief officers, and heads of major divisions as key positions. In
addition to defining the reasons for selection and training issues and implementing asystematic training plan, we are also visualizing the successor fulfillment rate and utilizing
this information in our hiring plan.
27

Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

We focus on management training at the managerial level to develop leaders who embody the Group’s Mission, Vision, and Values, and who will be responsible
for revitalizing the organization and human resources.

Outdoor Training for New Managers and Leadership Seminar
We implement outdoor training for newly appointed managers to enhance their management mindset,
as well as a one-year leadership seminar (classroom training). Participants learn management skills,
coaching skills to draw out their subordinates' initiative, and basic skills to demonstrate leadership.

Other Programs
We strengthened the management and leadership skills of employees in managerial
and leadership positions by providing diversity management training andsustainability seminars. In addition, we are focusing on leadership development byconducting Internal Application Training for Managers targeting employees who willassume managerial positions through internal application, and the Management
Instillation Program targeting branch managers and managers in the sales division.

Examples of programs implemented in FY 3/2023⚫ Internal Application Training for Managers⚫ Diversity Management Training⚫ Sustainability Seminar⚫ Management Instillation Program for Sales Branch Managers and Managers

Outdoor training

Leadership seminar28

Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Program
ExampleData Related to Human
Resource Development andTraining

Required Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

We are implementing a cycle to encourage employees to pursue personal growth and take on challenges through work in the workplace.
We aim to make it so that each employee can feel a sense of growth through the fair treatment of evaluations and rewards based on the degree of achievementof goals and abilities.

Cycle that Encourages Employees to Grow and Take on Challenges Throughout the Workplace
Challenge Goals

PLAN

DO

⚫ Visualize goals for the half-year⚫ Work on their own set goals

period and create a challenge goal
sheet
⚫ Discuss the level of difficulty andtimeline for achieving goals withthe supervisor and submit the
sheet, and plan future actions

and practice trial-and-error⚫ Share issues through regular 1on-1 meetings with supervisors

Developing
autonomous humanresources who can
independently think
and act

CHECK⚫ Review and reflect on their own

subordinates' efforts at
departmental growthexperience meetings⚫ Performance and ability
evaluations are determinedfor each subject

half year, and apply to next goal
setting1-on-1 Meeting
In 1-on-1 meetings, supervisors and subordinateshave a one-on-one opportunity to review the
progress of challenge goals and talk about non-work
related issues and concerns.

ACTION⚫ Give feedback from supervisors tosubordinates (areas of growth, areas for
improvement, expectations for the future,
etc.)

Challenge goals refer to a maximum of threechallenging goals for each employee. Challengegoals are not currently being achieved but are
stretches of goals that the employee would like tobe able to achieve in six months.

⚫ Supervisors present theirGrowth Experience Meeting
In the growth experience meeting, supervisors givepresentations on their subordinates' efforts anddiscuss not only the subject's evaluation but also
future growth. All managers of the department
participate in the meeting and discuss the subject's
strengths, challenges, and actions for growth fromvarious perspectives.

29Specific Initiatives in Human Capital Management
Chapter 3

Human resource development centered on NISSIN ACADEMY
Overview

Data Related to Human
Resource Development andTraining

Program
ExampleRequired Skills andAbilities

Succession
Planning

Development ofManagementLevel Employees

Mechanisms to Encourage Personal
Growth and Challenges

To encourage the growth and desire to take on challenges of each employee who supports our business activities, the active support of workplace supervisors is
also necessary. We provide training for managers and leaders to enhance their leadership and management skills, and monitor their leadership in the workplace
and the appropriate number of people to manage.

Level of Trust in Leadership
FY 3/2021
Percentage of positive responses
regarding supervisor’s
management

Number of Members per Manager
FY 3/2022

FY 3/2023

FY 3/2021

73.9%

74.2%

The level of trust in leadership is monitored through an annual self-assessment systemusing seven questions related to management by supervisors. The level of trust isincreasing as a result of thorough implementation of compliance and 1-on-1 meetings.
In the future, we plan to provide management with more opportunities to learn aboutcareer theory and coaching skills in order to strengthen their ability to develop theirsubordinates and further increase their level of trust in the company.

FY 3/2023

5.5

5.5

5.2

General manager level

38.1

39.6

37.0

Deputy manager level

26.1

28.4

28.7

Manager level

9.1

8.7

8.2

All managers *1

73.7%

FY 3/2022

The SBC team system, which consists of a small group of 5 to 10 members under theleader (section manager or section chief), provides an environment where small-scaleteam management can be practiced at an early stage, leading to the development ofmanagement human resources.
We believe that the number of members per manager is within the appropriate range fora manager to appropriately coordinate subordinates and direct the organization towardachieving targets, as well as to evaluate the status of subordinates' target
implementation and provide them with training and guidance. At the same time, we willcontinue to develop and increase the number of managers based on our belief that
more detailed management is necessary as employees' views on work diversify.

*1 Calculated by dividing the total number of all employees by the number of managers (excluding temporary employees)

30Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

To remain an EARTH FOOD CREATOR, the Group is actively recruiting and appointing people with diverse strengths and expertise. In 2015, we established a
Diversity Committee with volunteer members from within the company, which works in tandem with the Human Resources Department to promote diversity,
equity, and inclusion.

Diversity Committee
Communication Measures

Employee Network Group

Implementing cross-departmental communication
revitalization measures

Establishing networks by attribute, and in particular, strengthening
the promotion of women's success as top-priority

Cross-matching system

Gacha Talk

Welcoming Newcomers

Women@Nissin

LGBTQ+ Ally

Family Support@Nissin

Me-Rize (Career Training
for Young Employees)*An employee-led group that works together in the workplace based on common characteristics and life experiences.

The company also supports employees' voluntary activities, and employees who participate are allowed to devote 5 to 10% of theirworking hours to these activities, which are also reflected in their evaluations as organizational contribution activities.

31

Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

The Diversity Committee is led by the leaders of each measure and activity, and handles the planning, proposal, execution, and operation of programs.
Aiming to foster a corporate culture in which diverse individuals can fully demonstrate their abilities, the committee works on a variety of measures while also
listening to the opinions of those that they target.

Cross-matching system

Welcoming Newcomers

Gacha Talk

In the cross-matching system, HUB
masters with their extensive human
networks
match
employees
withappropriate consultants to address theirvarious concerns.

Welcoming Newcomers provides midcareer hires with an opportunity to build
relationships with employees in otherdepartments and communicate with themin a way that leads to work-related
opportunities.

Gacha Talk facilitates interdepartmentalchats and provides a place to build
relaxed horizontal connections. About
twice a month, participants engage indiscussions on a variety of topics.

Women@Nissin

LGBTQ+ Ally

Family Support@Nissin

Women@Nissin aims to create a mindset
in
which
women
from
diversebackgrounds can work actively anddemonstrate their abilities in their own
way, and holds lunch meetings and study
groups.

LGBTQ+ Ally aims to realize a work
environment where people can worksafely regardless of gender identity orsexual orientation, and to expand thenumber of ally workers, and conducts
activities to promote understanding of
LGBTQ+ people.

Family Support@Nissin aims to balancefamily happiness and career, and provides
support at each stage of life, such as
promoting male employees to takechildcare leave.

Me-Rize(Career Training for Young Employees)
Me-Rize (for younger employees) holds
night classes for younger employees tobroaden their communication circle andcareer horizons.

32Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

Regarding the promotion of women's success, we have been focusing on establishing systems that make it easier for women to balance work with childcare, as
well as raising awareness within the company since 2016. As a result, we received "Platinum Kurumin (certified in 2019)*1" and "Semi-Nadeshiko Brand (certified in2019 and 2020)*2". In addition to the ease of working, we are actively carrying out various initiatives to increase the number of women in key positions, with thequantitative target of a 10% ratio of female managers by the end of FY 3/2026.

Initiatives to Expand the In-House Female Human
Resource Pool
① Setting numerical targets in each department② Implementing a sponsor program in which executives themselves commit todeveloping human resources

Percentage of Female
Managers

Percentage of Female New
Graduate Hires
We are actively recruiting female new graduates toexpand the pool of female management candidates.

10% or more

45.8%

③ Implementing training programs for supervisors to learn how to manage in a diverse
environment④ Implementing programs to develop women's leadership skills⑤ Forming networking and study groups among women through the Diversity
Committee*1

Certification awarded to Kurumin qualified companies with higher levelsof efforts among those certified by the Ministry of Health, Labour andWelfare as childcare support companies.

2020 2021 2022 2023 2026

The Nadeshiko Brands is an initiative jointly organized by the Ministry of
Economy, Trade and Industry and the Tokyo Stock Exchange to selectand announce listed companies in each industry that excel in the
promotion of women's success since FY 2013. The "Semi-Nadeshiko"certification is given to companies equivalent to the Nadeshiko Brands,
regardless of industry sector.

2022

2023 (FY)

Percentage of Women in Management

Percentage of Female Officers
*2

2021

(FY)

(Target)FY 3/2021

FY 3/2022

FY 3/2023

FY 3/2024

9％

9％

17％

25％

We are expanding and developing the human resource pool in support of #HereWeGo203030*
by Keidanren.
* #HereWeGo203030: Keidanren's initiative to increase the percentage of female officers to at least 30% by 2030.

33

Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

Based on our desire to encourage male employees to lead fulfilling and happy lives by balancing life events and careers, we are carrying out initiatives toencourage male employees to take childcare leave, in cooperation with the Diversity Committee. Our goal is to achieve an 85% utilization rate by 2030.

Initiatives to Improve the Rate of Employees Taking Paternity Leave⚫ Distributing guidebooks for employees and their supervisors to improve theirunderstanding of the system

Rate of Employees Taking Paternity Leave *1⚫ Establishing a family support group through the Diversity Committee⚫

Regularly sharing interviews with male employees who have taken childcare leaveand their supervisors about their experiences

⚫

39.2%

Holding roundtable discussions with male employees who have taken childcare

leave and establishing a consultation service⚫ Providing employees who have given birth with original baby goods and information

about childcare leave

2020
Guidebook for Parents

Family Support Group

Original baby goods

2021

2022

2023

(FY)

*1 (Number of employees taking childcare leave/number of births) x 100% in the relevant fiscal year.
*2 Number of employees whose partners have given birth for men

34

Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

With the awareness that executing our strategies requires not only developing our employees but also securing those from outside, we are working to hire midcareer human resources for global management and those with specializations who can drive innovation, not limited to new graduates. We strive to acquire
human resources who can make immediate contributions to our organization. Currently, mid-career hires account for about half of our employees.

Recruitment Data
Number of Recruits

Ratio of mid-career hires
FY 3/2021

FY 3/2022

FY 3/2023

Ratio of mid-career hires among all employees(as of March 31, 2023)

New graduate hires

38

50

48

Mid-career hires

114

135

231

49％

Number ofhires*Excluding officers and temporary employees

35Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

To acquire diverse human resources, we are implementing initiatives such as job-based recruitment and internships for new graduates, and Referral recruitment
and the alumni community for mid-career hires.

Efforts to Acquire Diverse Human Resources
Job-based Recruitment of New Graduates

Referral Recruitment

Since 2019, we have been implementing job-based recruitment instead of mass
recruitment of general position. Currently, we are hiring new graduates for 11 positions
in five courses: Marketing Course, Sales Course, Corporate Course, R&D Course, andProduction Engineering Course. This clarifies the departments to which new graduates
will be initially assigned, preventing mismatches and enhancing their career development
and motivation after joining the company.

As one of our mid-career hiring methods, we have introduced a referral hiring system in
2019, in which employees introduce their friends and acquaintances to us and we
conduct the selection process. This system has become known as Referral Recruitment in
the company, based on our desire to "increase the number of people to eat from thesame pot of noodles with" through the connections of our employees. In FY 3/2023, 10
people have been selected for Referral Recruitment.

Internship for New Graduates

Alumni Community

We have been offering internships since 2016 to help prospective candidates learn more
about the company. Currently, we offer internships from summer to winter for eachcourse of "Marketing," "Sales," "R&D," and "Production Engineering" to promote
understanding of the company and the type of work.

We have launched a community activity by alumni of the NISSIN FOODS Group. By
maintaining the relationship between alumni and the company, we aim to secure humanresources through rehiring and create new business opportunities, as well as to expand
the scope of activities and networks of alumni themselves through interactions among
them.

36

Specific Initiatives in Human Capital Management
Chapter 3

Diversity, Equity, and Inclusion
Diversity Committee

Promotion of Women's SuccessChildcare Leave for Men

Recruitment of Diverse Human Resources

We provide onboarding support and retention measures so that employees who join the Group can maximize their diverse strengths and expertise.

Onboarding Support

Retention and Turnover Rates

OJT Trainer System for New Employees
During the first year of employment, dedicated OJT trainers (education staff) help new
employees improve their skills and quickly adapt to the workplace, and OJT trainers also
receive training to learn basic instructional methods, such as incentivization andfeedback skills.

FY 3/2021

FY 3/2022

FY 3/2023

Employee retention rate

95.3%

94.2%

93.8%

Employee turnover rate *1

4.7%

5.8%

6.2%

Welcoming Newcomers

Voluntary turnover rate

3.2%

4.5%

5.3%

Twice a month, we hold lunch and dinner meetings where mid-career hires andemployees with longer history in the company can frankly interact with each other,helping mid-career hires build internal networks.

Management turnover rate

0.3%

0.5%

0.3%

Retention Measures
Working Condition Monitoring
We monitor the working conditions (three aspects: health, relationships with others, andmotivation) of new graduates and mid-career employees once every three months. For
those showing poor conditions, we provide continuous support to help them adapt toand settle into the workplace through individual interviews and other forms of care.

*1 Calculated by dividing the number of employees who left the company during the year by the number of employees at theend of the year x 100. (Excluding officers and temporary employees.)

We believe that in FY 3/2021, the turnover rate declined as the number of job openings
in society as a whole decreased due to the COVID-19 pandemic. Although the turnoverrate has increased since FY 3/2022 in line with a gradual recovery in the number of job
openings in society as a whole, we view the turnover rate as low compared to the general
turnover rate level (around 10% *2) in the manufacturing industry. The percentage of
mid-career hires among all employees is approximately 50%. We will continue to support
the early adjustment to the workplace and career autonomy of new graduates and midcareer hires to maintain and improve the retention rate.
*2 Based on the 2022 Survey on Employment Trends (Ministry of Health, Labour and Welfare). Although it cannot be assured thatthe turnover rate is accurate due to differences in calculation methods, it is quoted as an indicator of changes in the labor
environment.

37

Chapter 1

Data Book
Data and initiatives disclosed in this report refer to those of the core domestic companies (NISSIN FOODS HOLDINGS CO., LTD., NISSIN FOOD PRODUCTS CO., LTD., NISSIN CHILLEDFOODS CO., LTD., and NISSIN FROZEN FOODS CO., LTD.) unless otherwise indicated.

38

Data Book

Workforce Indicators(Number of persons as of the end of March of each FY)

FY 3/2021

FY 3/2022

FY 3/2023

22

20

24

Employees *2

2,308

2,354

2,473

Temporary workers

1,747

1,743

1,650

Total

4,077

4,117

4,147

Full-time

3,747

3,797

3,838

Part-time *3

330

320

309

Dispatched workers *4

821

774

875

Officers *1

Total numberof employees

Full/Part-time

Temporaryworkforce*1 Total of directors, corporate auditors and executive officers excluding outside officers.
*2 Including seconded employees.
*3 Number of part-time employees among temporary employees.
*4 The number of dispatched workers is calculated as the annual average of the number of temporary workers at the end of each month.

39

Data Book

Indicators of Employee Demographics
NISSIN FOODS Group has a diverse workforce that includes employees of all genders, ages, nationalities, and other attributes. We treat our employees fairly according totheir abilities, regardless of their attributes.
The number of employees for each attribute is as follows.
*Group consolidated

0-14 years old

FY 3/2021

FY 3/2022

FY 3/2023

0.0%

0.0%

0.0%

FY 3/2021

FY 3/2022

FY 3/2023

98.6%

98.6%

98.8%

0.8%

0.8%

0.8%

U.S.A.

---U.S.A.

4.9%

Japan
China (incl. H.K.)

FY 3/2023
Japan

45.3%

China (incl. H.K.)

11.8%

15-29 years old

14.9%

14.7%

14.1%

30-50 years old

53.7%

53.3%

53.4%

Brazil---Brazil20.5%

Over 50 years old

31.4%

32.1%

32.5%

India

0.2%

0.2%

0.2%

India

3.4%

All employees and temporary
employees (male)*1

60.9%

60.2%

61.0%

Other Asian
countries

0.3%

0.3%

0.2%

Other Asian
countries

6.3%

All employees and temporary
employees (female)*1

39.1%

39.8%

39.0%

Middle East
countries---

Middle East
countries

0.0%

Europe countries

46.8%

-

4.0%

Employees (male)*1

45.5%

-

Europe countries

45.6%

-

12.1%

13.4%

-

-

Employees (female)*1

11.5%

-

14.7%

14.2%

-

-

Temporary employees (male)

15.3%

0.1%

0.1%

0.1%

Temporary employees (female)

27.6%

27.6%

25.6%

2.32%

2.44%

2.31%

Age

Gender

Percentage of employees with disabilities*2*1 Including seconded employees.
*2 Counts employees of NISSIN FOOD PRODUCTS, MYOJO FOODS, and NISSIN BUSINESS SUPPORT PLUS under the special
subsidiary company system and the special group system of the employment system for persons with disabilities.

Other northAmericancountries
Other middle andsouth Americancountries
OthersOther northAmericancountries
Other middle andsouth Americancountries
Others

0.0%
3.7%
0.0%

It is our basic policy that the right person is in the right place, regardless of nationality orplace of origin. We hire and appoint locally or transfer employees from Japan according
to the business stage and management strategy of each area. We will continue tostrengthen measures to recruit, train, and retain human resources on a global basis.
*Diversity, Equity, and Inclusion of NISSIN FOODS Group

Diversity, Equity, and Inclusion | NISSIN FOODS Group (nissin.com)

40

Data Book

Indicators Related to Recruitment and Transfers

FY 3/2021
Averagenumber ofdays
requiredfor
recruitment

FY 3/2022

FY 3/2023

New
graduates *1

49 days

71days

58daysMid-career *2

111 days

113days132days

No results

No results

No results

Internal appointment rate *4

70.2％

67.7％

58.0％

Internal appointment rate forkey positions *3

100％

100％

100％

Level of readiness of
executive candidates *5

94.6％

81.8％

83.0％

Number of days until key
positions are filled *3

Although the number of days required for recruitment is increasing due to an increase in
the number of positions that are difficult to fill in the mid-career recruitment process, weare strengthening our recruitment system to ensure the speedy acquisition of personnel
who match our corporate culture and the personality that we seek in both new
graduates and mid-career hires.
As vacancies in key positions are filled from within the company, there are no vacancies
in key positions. For this reason, the number of days until important posts are filled is set
as "no results."
The internal appointment rate is on a declining trend because in addition to transfersfrom within the company, we are also actively recruiting specialized personnel fromoutside the company. We have intentionally created opportunities for employees to gain
various career experiences by activating voluntary internal transfers not only throughregular transfers but also through an internal application system and other means,
thereby circulating the internal labor market. Aiming to realize the right person in theright place, we will continue to promote the necessary human resources from within thecompany and acquire specialized human resources from outside the company.

*1 Calculated between the date an applicant submits an entry sheet and the date an informal offer of employment is notified.
*2 Calculated between the date the job was made available to agents and other public disclosure and the date the offer of
employment was accepted.
*3 Key positions include presidents of operating companies, chief officers, and heads of major departments.
*4 Calculated by dividing (number of regular transferees + number of applicants for internal application) by (number of regulartransferees + number of applicants for internal application + number of mid-career hires) x 100.
*5 The percentage of candidates who are ready to fill the next (succession period of 1-3 years) positions.

41

Data Book

Indicators of Health, Safety, and Happiness

FY 3/2021

FY 3/2022

FY 3/2023

0.00%

0.25%

0.72%

Number of fatalities due tooccupational injuries (fatality rate)

0

0

0

Percentage of employees receiving
health and safety training *2

76.1%

84.5%

87.8%

Number of occupational injuries(incidence rate) *1*1 The occurrence rate is calculated per 1 million hours for employees employed by the company, excluding officers andtemporary employees.
*2 Calculated based on the participation rate for stress checks conducted annually.

The Group believes that maintaining the good health of all employees at all times so thatthey can demonstrate their maximum capabilities and apply them to their work is one ofits key corporate challenges.
In August 2018, we issued the NISSIN FOODS Group Declaration of Health andProductivity Management and developed a specific promotion structure for health andproductivity management. We implement various measures relating to employee healthwith the chief executive officer (CEO) of NISSIN FOODS HOLDINGS as the person withultimate responsibility. The details of measures are required to be regularly reported,
such as at meetings of the Management Committee which bring together directors ofGroup companies, and the labor management committee, where Group personnel andlabor union representatives engage in discussions.
*Health and Productivity Management of NISSIN FOODS Group

Health and Productivity Management| NISSIN FOODS Group (nissin.com)

42

Data Book

Indicators for Ethics and Compliance

FY 3/2023

Percentage of employees who have received ethics andcompliance training

91.4%

We aim to ensure that all employees working for the Group comply with relevant laws
and regulations in their daily business activities and practice behavior that conforms tosocial ethics.
By establishing a Compliance Committee and an internal whistleblowing contacts, wehave established a system for early detection of violations of laws, regulations, andinternal rules, and for preventing misconduct and enhancing the soundness ofmanagement.
In addition, to prevent employee compliance violations, we conduct annual compliancetraining for all employees domestically.
Other efforts to raise employees' awareness of compliance include the following:- Distributing the Compliance Book, which outlines laws, regulations, and social norms
to be complied with- Displaying a banner on the intranet portal site to raise awareness- Posting videos on risk management- Conducting compliance knowledge checks (mini-tests)*Compliance of NISSIN FOODS Group

Compliance | NISSIN FOODS Group (nissin.com)

43

Data Book

Leadership Development

Training Programs by Category

Top row: participation rate
Bottom row: number of participants

Program/training nameManagement academy

New Manager Leadership Seminar

Outdoor Training for New Managers
Manager Training by Internal Job
Posting

Management Instillation Program for
Sales Branch Managers andManagers
Diversity Management Training

Sustainability Seminar
Graduate School/Business School
Dispatch(MBA, liberal arts, etc.)

FY 3/2021

FY 3/2022

FY 3/2023

Top row: participation rate
Bottom row: number of participants

Program/training name100.0％
10
100.0％
22
100.0％
17
100.0％

100.0％
14
100.0％
18
100.0％
1580.6％
50
100.0％

100.0％
11
100.0％
26
100.0％
2093.1％
27
100.0％-

30

12

100.0％
３

100.0％

96.4％
295
78.2％
359
100.0％

5

5

Training for Graduates

Second-year Training

Third-year Training

Section Chief Management
Training

FY 3/2021

FY 3/2022

FY 3/2023

100.0％

100.0％

100.0％

38

50

48

100.0％

100.0％

100.0％

4237

40

100.0％

100.0％

100.0％

42

43

33

-

93.5％

87.1％

-

44

75

In NISSIN ACADEMY, we are expanding our management human resource pool bydeveloping a number of leadership development programs for managers and leaders.
New employee training programs are designed to familiarize entry-level employees withthe philosophy of the founder, the duties of each department, and business etiquette.
Furthermore, after being assigned to a department, employees undergo training toacquire the specialized skills required by each department.
In the second- and third-year training programs, we provide training to support
autonomous career development. It serves as an opportunity for them to use tests that
objectively analyze the basic skills of working adults to understand their own issues anddevelop their medium- to long-term career vision. Training for section chiefs combinesgroup training and e-learning to enhance management skills.
44

ISO 30414 Certificate

Chapter 1

E.O.F.

46