Ebara : SPECIAL FEATURE Technical Human Resource Strategy

Human resource map

Talent sheet

SPECIAL FEATURE

Technical Human Resource Strategy

Visualization of Technical

Human Resources Will

Open Up the Future

The EBARA Group will update the visualization
of its entire portfolio of technologies and
competencies,­	as well as its technical and
skilled human resources (technical human
resource map) to further accelerate positive
strategic investment in technology and human
resources based on the evidence revealed by
the data. In this section, the heads of human
resources and technology, R&D, and intellec-
tual property discuss the significance of the
formulation of the technical human resource
map and future developments.
		Yoji Sato	Hiroshi Sobukawa
		Executive Officer	Executive Officer
	Facilitator	Division Executive,	Division Executive, Technologies,
	Human Resources Division	R&D & Intellectual Property
	Kazunori Suda
		Division Executive, Advanced
	Division Executive, Marketing Division		Technology Division,
	Project Leader for the Development of		Precision Machinery Company

the Technical Human Resource Map

Sato: The latest term is Human Resource Business Partner (HRBP), and the archetypal labor manager who used to sit in the back and calculate salaries is now expected to join in the business and

technology, supporting sought-after dreams and goals through human

resources. We need a common language, and areas that tended to be tacit knowl-

edge in the past can be understood at a glance through the creation of a techni-

cal human resource map and a Strategic Table of Technological Capabilities. Sobukawa: In order to fulfill our mission of "Technology. Passion. Support Our Globe," E-Vision 2030 clearly defines

five material issues, and advocates steadfast support of infrastructure for a sustainable society as we contribute to the creation of evolving, abundant lifestyles. The only way to achieve this Companywide is with differentiating technologies.

 It can be said that in the past, EBARA tended to only work with its own technology. Now, the direction is to utilize mergers and acquisitions as well. For M&A to be successful, management must understand and plan well what synergies are expected in light of the objectives and how to

complement­missing technologies.

Technology map

EBARA's technologies

	Rb Va	Po	NaHt
DS	As	Mt		Na
	Ep
	Vt	Oz Xr
	BI
	Rb	Fd

Concept of the technical human resource map (see p. 45 for the symbol key)

the technical database on which this map is based could be used to get to the correct information without losing time. I believe there have been times when our employees have not been able to demonstrate their true technological capabilities simply because they were unaware of technology available within the Company. We hope that this will be

a tool to help EBARA realize its inherent potential.

Suda: What are the significance and expectations regarding the release of the Strategic Table of Technological Capabilities to external stakeholders?

Sato: The technical talent map is truly diversity made

Suda: EBARA formulated a technical human resource map by updating and combining data summarizing the Group's technologies and human resources, and created the visual Strategic Table of Technological Capabilities from this map.

Sato: The recently published Strategic Table of Technological Capabilities is pivotal. Although the visualization of technology has been popular for a while, this displays something completely new for the first time. Sobukawa: Technological differentiation is essential for EBARA to survive and thrive. Indeed, it can be seen as central to the mission of the Company. For successful differentiation, it is important to accurately grasp the Company's strengths and whether they are being maintained and strengthened, but the truth is that we had not been able to simultaneously visualize or objectively comprehend the overall picture. The term "core technology" is used frequently, and although we had a rough idea of what it meant, we did not have a concrete grasp of who was responsible for which technology in each department. Since it is people who carry on technology, if those people disappear, the technology will be weakened. When you try to do something new with your core technology, you may actually realize that you don't have the people to do it, and lose a great opportunity.

Suda: How will this "technical talent map" contribute to the EBARA Group's human resource and technical strategies for growth?

Sato: Attendance management, salaries, retirement bene- fits, employee benefits and other conventional features of human resource management are viewed as a cost, and therefore, the core of standard HR policies is to maximize performance with minimal cost. In human capital manage- ment, as described in the Ito Report and other publications, investments are made in people, the same way as facilities, and we believe that this creates value, in terms of corporate value and performance, that exceeds the investment. The technical talent map will help us to identify which areas need more attention so that we can improve and balance our human resource strategies, such as hiring more people in one area or transferring some to a slightly different area. There must be fields that have not yet been established as EBARA's technological "elements," and we aim to address this. Sobukawa: From now on, we can systematically strengthen our technology. I am very excited and hopeful that we now have the foundation in place to build a solid management and business strategy based on technology.

Suda: The EBARA Group has offices not only in Japan but also around the world. How can we utilize the technical human resource map to realize your vision globally?

Sato: The technical talent map is a language system in itself. As a platform that allows us to communicate in the same language, we believe this will be a great tool for any of our global offices to study. It enables them to reflect on the shape of their business portfolio and what they need to do to expand their business.

 As someone in human resources, I believe this will provide an opportunity to create a global strategy that does not need to go through Japan in order to meet emerging global requests, as long as we view them not only in terms of people, but also as a set of people with technology. Sobukawa: EBARA has already reached a state where it

cannot­ exist without talking about technologies held

­overseas, such as the development of standard pumps in Italy, and the important role of manufacturing in Indonesia, Vietnam, China, and other countries. Therefore, it is clear that the technical talent map must also operate from

a global­ perspective.

 We hope that this map will lead to new insights not just for engineers, but for all employees. It would be wonderful if

visible­ . It is said that companies should both increase their competitiveness through demographic diversity, and then go beyond the more superficial differences, such as nationality and gender, by advancing task diversity in the future. Task diversity is the diversification of abilities, experience, knowledge, and competence. We aim to maximize our performance as a company by providing the greatest possible stage for each of our employees according to their abilities and experience.

 The technical talent map is a tool and strategy for maximizing people's capabilities and embodies task diversity. I believe that this will create the power to attract like-minded people, including sympathetic career personnel and stu- dents, and of course, people of any nationality. We would like to link this to our human resource strategy to create

a Group that attracts higher quality personnel.

Sobukawa: We still need to work out the details for specific operations, and the most important thing is to create

a system that keeps these tools updated.

Suda: Conviction and passion are what I've taken away from these top leaders in technology and human resources. On the project side, we need to work hard to realize this passion. Thank you very much for your time today.

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EBARA Group Integrated Report 2022 44

SPECIAL FEATURE

Technical Human Resource Strategy

The EBARA Group's Strategic Table of Technological Capabilities

We have created a "Strategic Table of Technological Capabilities" to visualize the EBARA Group's technological capabilities and talents.

Fluid Machinery & Systems BusinessPrecision Machinery BusinessEnvironmental Plants Business

Pumps, compressors and	Dry vacuum pumps, chemical mechanical	Municipal waste incineration
turbines, refrigeration and	polishing (CMP) systems,	plants, industrial waste
heating equipment, fans	plating systems, gas abatement systems	incineration plants

Pu

St

Fd

Mh

Py

Pump System

Seal Technology

Fluid Machine

Material

Pyrolysis &

Design

Handling

Gasification

De

Bt

Sm

Ep

Po

Md

In

BI

Digital

Bearing

Sliding

End Point

Polish

Measurement

Incinerator

Boiler

Engineering

Technology

Materials

Detector

& Diagnosis

Sd

Pt

Va

Oz

Pl

Cl

Ce

Tr

Eb

Eg

Rb

Mt

Structural

Power Transmission

Vibration &

Ozonized Water

Electro Plating

Cleaning

Clean

Throughput

Electron Beam

Exhaust Gas

Robot

Material

Design

Device

Acoustic

Environment

Treatment

Ht

Na

Mo

Mo

Tg

Vt

Eg

Ie

Mc

Ca

Ds

Na

Heat Technology

Numerical

Motor Control

Motor Control

Timing Gear

Vacuum

Exhaust Gas

Industrial

Machining

Chemical

Data Science

Numerical

Analysis

Technology

Treatment

Engineering

Analysis

Analysis

Common

Am

Mo

Na

Ie

Va

Ht

Ca

Mt

Mc

Rb

Ds

Additive

Motor Control

Numerical

Industrial

Vibration &

Heat Technology

Chemical

Material

Machining

Robot

Data Science

Manufacturing

Analysis

Engineering

Acoustic

Analysis

basic

technology

Fl

We

Cs

As

Ts

Pw

Nd

Ps

Re

Pm

Xr

Ch

Fluid

Welding

Casting

Assembly

Thermal Spray

Press Working

Non Destructive

Production

Reverse

Presentational

Extended Reality

Chemistry

Testing

System

Engineering

Maintenance

The People Behind the EBARA Group's Technologies

The EBARA Group has a number of specialized human resources (talent) who support the technologies that have been refined over the years as the Group's business has developed.

Shrunali Ranade	Fluid Machinery Development Department, Business	Fd		De
Development Division, Fluid Machinery & Systems Company	Fluid Machine		Digital
		Design		Engineering

We are developing a new type of submersible pumps that discharge sewage in a sanitary way. The pumps are being designed to be highly efficient as fresh water pumps as well as be non-clogging for foreign matters. In order to achieve this, we optimized the designs using fluid analysis techniques which not only include the

conventional­design method but also the inverse design method.

 In addition, to ensure product reliability and extend the product life, we are striving for further product improvement through repeated structural and vibrational analysis and verification.

Takashi Maeda	Custom Pump Division, Futtsu Plant Production Department,	As
	Fluid Machinery & Systems Company	Assembly

The Futtsu Plant offers products and services that support various public and industrial infrastructures. To satisfy our Customer's specifications, we possess, among various manufacturing technologies, the capacity to assemble parts machined to 1/1,000th of a millimeter. We are also promoting the

digitalization of tacit knowledge­ and craftsmanship to explicit databases by incorporating DX. The design and production ­departments can then leverage this data to enable us to operate at a level resulting in improved customer satisfaction.

Tomoko Owada	Process Control Division, Equipment Division,	Po
	Precision Machinery Company	Polish

EBARA's technology from the Fluid Machinery & Systems Business, which supports social and industrial infrastruc- ture, has been cultivated since the Company was founded in 1912, and became the parent of the technology for the Environmental Plants Business, which supports safe and secure lifestyles. The technology of these two businesses has developed into the technology of the Precision Machinery Business, which supports the realization of

an advanced information-oriented society. Therefore, our products benefit from technologies that developed independently in each business, as well as those that are shared. Each business takes the lead in developing its own proprietary technologies, while the corporate research and ­production technology divisions take the lead in advancing crosssectional technologies. By organically integrating these technologies into new technologies and products, the

products­ of the EBARA Group support society, industry, and daily life as a behind-the-scenes force.

 The strategic table of technological capabilities shown here represents as symbols the main technologies behind current EBARA Group products. We plan to build a database linking the technology corresponding to each symbol and the human resources specializing in that technology, which will be useful for technology inventory and efficient human resource development.

Meaning and Technology Indicated by Symbols

Example: Mt (Material)

		Environmental business: Technologies related to
Mt
	the selection of optimal materials, evaluation and
Material		diagnosis, and the development of new materials
		in the high-temperature corrosive environment
		unique to waste incinerators and biomass boilers
		Common basic technology: Basic and applied
Mt
	technologies related to corrosion protection,
Material		sliding­	and wear, and structural strength of
		metallic materials

The EBARA Group acquires and forms its unique material technologies by conducting research and development on materials that adapt to special

environments­(high temperature, corrosion, sliding, fluid, etc.) in which EBARA products are used in ­combination with its fluid technologies and vibration technologies.

We are developing polishing heads for CMP, which planarizes the surface of semiconductor substrates at the nano-level. CMP is a polishing technology that combines the chemical action of slurry and the mechanical action of relative motion, and yields improved polishing performance by achieving further planarization with a more sophisticated polishing head. In addition, a high product performance is required for process stability, ­maintainability, throughput (processing speed), and cost. To solve our customers' problems with technology, we work every day to create new ideas and develop them into reality.

		Satomi Nakagawa	Project Engineering Department, Engineering Division,		Eg
		Ebara Environmental Plant Co., Ltd.			Exhaust Gas
									Treatment
		We are studying the reuse of unreacted exhaust gas treatment chemicals remaining in fly ash.	We are returning
		fly ash,	generated by burning refuse, to the front of the dust collector and recirculating it. Polishing and classify-
		ing fly	ash before recirculation improves the efficiency	of reaction with exhaust gas and reduces the amount of
		fly ash	generated and chemicals used, which should help reduce the load on	final disposal plants and improve
		life cycle assessment. I find it rewarding to be	able to	make better proposals to our customers and society by
		conducting verification tests	and data analysis	under the guidance of senior	employees and reflecting the results
		in the design implementation.
			Technical Superintendent	Technical Superintendent	Technology, R&D & Intellectual
			Akira Goto	Hirokuni Hiyama	Property Management Department

The corporate research organization promotes basic, emerging technology, and applied research, as well as cutting-edge research in computational science, materials informatics (MI) and cross reality (xR). In this context, the technical superintendent not only supports and ­promotes in-house R&D with their extensive knowledge and achievements related to specific technological fields, but also plays a role in improving the status of the EBARA brand and

The detailed Strategic Table of Technological Capabilities will be posted on the Company's website in September.

­promoting collaboration through contributions and collaborative activities with universities, ­academic societies, research institutions, and industry.

45 EBARA Group Integrated Report 2022

EBARA Group Integrated Report 2022 46