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Creating a Dynamic Work Environment

NSK's Approach

NSK's Approach: Creating Workplaces Where Employees Feel Job Satisfaction

The NSK Group's Management Principles clearly state that the Group seeks, “To provide challenges and opportunities to our employees, channeling their skills and fostering their creativity and individuality.” The Group sees human resources as the foundation of its business. This is why the Group strives to create work environments where employees can work enthusiastically and enjoy ever-increasing job satisfaction. The Group also works constantly to globally develop human resources who will lead the Group in the future.

Figure 1. Creating a Dynamic Work Environment
Figure 1. Creating a Dynamic Work Environment

Making the most of diverse human resources

  • Realization of diversity
  • Facilitating a work-life balance

Creating environments where employees can work with vitality

  • Respect of fundamental rights at work
  • Creating secure, safe, and comfortable workplaces

Providing opportunities and workplaces that foster the growth of self-motivated employees

  • Realization of talent management
  • Providing workplaces that foster self-development and offer educational opportunities

Global Human Resources Strategy

With the global expansion of the NSK Group's business, the strengthening of cooperation between bases in and outside Japan has become more important than ever. Accordingly, production, technology, sales, and other departments within the Group have been cooperating across borders to conduct education that contributes to the standardization and upgrading of services provided to customers.

Furthermore, since fiscal 2006 NSK has been holding global human resources conferences attended by the heads of human resources departments from each region worldwide in order to maintain close cooperation with bases outside Japan and push its global human resources strategy forward. Conference participants exchange information and discuss a wide range of issues, including their respective human resources systems and human resources development programs.

Human Rights and Diversity

1. Respecting Fundamental Rights at Work

1) Basic Approach

Respecting the fundamental rights of our employees is one of the most important ways for the NSK Group to fulfill our social responsibility as a corporate citizen and employer operating a global business. As such, we are committed to conducting business in a way that pays respect to the individual.

(1) Prohibiting Discrimination and Respecting Fundamental Rights at Work

The NSK Group adheres to the Universal Declaration of Human Rights and promotes activities based on the declaration's ideals. Having clearly stated our aim “to provide challenges and opportunities to our employees, channeling their skills and fostering their creativity and individuality” in our Management Principles, the Group also defines the “prohibition of unfair discrimination” and “respect for basic fundamental rights at work” in the NSK Code of Corporate Ethics. Prohibiting discrimination—on the basis of race, appearance, belief, gender, religion, lineage, ethnicity, nationality, age or disability—as well as harassment, forced labor and child labor, NSK creates workplaces to engage and inspire our diverse workforce, while striving to provide equal opportunity in recruitment, job assignment, evaluations and other employment issues.

In addition to making NSK’s stance on human rights better known among our employees, we have identified acts that run contrary to that stance through internal audits and our internal reporting system, and take immediate action when necessary to correct it. We also hold harassment training at our Group companies in Japan to better equip our harassment hotline responders with the skills they need to handle these sensitive situations.

(2) Employment Practices that Preserve the Stability of NSK and the Society at Large

As a corporate group that is committed to monozukuri (quality manufacturing), the NSK Group pursues sustainable growth. For this reason, we take a long-term perspective on employment and place high value on the continual recruitment and development of outstanding human resources to lead our businesses.Having established a policy to prevent mass layoffs, the Group also engages in appropriate employment practices in accordance with the laws and ordinances of each country and region where we operate.

(3) Labor-Management Relations Based on Dialogue

2. Diversity and Inclusion: Creating an Organization that Embraces Our Differences

1) Basic Approach

NSK strives to develop a corporate culture and work environment that empowers diverse members of any nationality, age, or gender to maximize their potential and fully engage with our vision. We believe that by embracing diversity and inclusion, we can unleash a competitive edge that will open new horizons for NSK. It is our conviction that employing people with diverse backgrounds—in gender, age, nationality, culture, lifestyle and values—will foster a work environment full of new perspectives and ways of thinking, which will in turn strengthen our corporate competitiveness and ability to avoid risks.

By hiring and promoting outstanding talent without regard to nationality, race, or gender, and promoting training efforts to instill in them NSK's unique corporate culture, we hope to create a company where employees can share our values and grow along with NSK as they find their place in the organization. We are also working to create a corporate culture that embraces diversity.

(1) Diversity Roadmap and Priorities for our Mid-Term Management Plan (2016–2018)

NSK is promoting diversity and inclusion in a three -phase initiative lasting from 2016 to 2026. During the initial Raising Awareness phase, which coincides with our three -year Fifth Mid-Term Management Plan (2016–2018), we will work to create an organization where our employees recognize the importance of diversity and are accepting of our differences.

Figure 1. Roadmap for Promotion of Diversity Management
Figure 1. Diversity Management Roadmap

For the Fifth Mid -Term Management Plan, our initiatives are based on the following four priority areas:

  • Priority 1: Promote a better understanding of diversity and inclusion
  • Priority 2: Support working parents and caregivers
    Work-Life-Balance
  • Priority 3: Promote the advancement of women in the workplace
  • Priority 4: Work style reform

(2) System for Promoting Diversity

In 2006, NSK established a Diversity Development Team with the aim of creating a work environment that promotes work-life balance. After revitalizing their efforts in 2015, the team was later expanded and reorganized as the Diversity Promotion Office in 2016.
The mission of the Diversity Promotion Office is to support the development of a rewarding corporate culture and work environment that enables each and every employee to maximize their unique set of strengths and abilities. To make this a reality, the office is pursuing its four priority areas to accelerate diversity within the organization.

(3) Promoting a Better Understanding of Diversity and Inclusion

Through the following initiatives, we hope to emphasize the importance of diversity and inclusion to our employees, and to create an organization that respects and embraces a diverse workforce, along with the values they hold.

Main Initiatives
  • Strengthening executive commitment (diversity training for executives, messages on diversity from the president)
  • Diversity seminars
  • LGBT** seminars

*LGBT is an acronym for lesbian, gay, bisexual, and transgender.

2) Leveraging Global Talent

In its Management Principles, NSK clearly states its aim “to provide challenges and opportunities to our employees, channeling their skills and fostering their creativity and individuality,” and “to manage our business from an international perspective and to develop a strong presence throughout the world.” The acquisition and development of a geographically diverse, globally-focused management team will be a key theme for NSK as we work to fully optimize our business efficiency and localize operation of our sites spread across the globe. For this reason, we aim to discover and develop a diverse team of outstanding employees who fully understand the regional contexts of our businesses. We are also working to promote mobility of our workforce across national and regional boundaries, allowing us to leverage the skills of our employees effectively on a global basis.

3) Promoting the Advancement of Women in the Workplace (Japan)

The rate of female employees in the NSK Group (NSK Ltd. and major NSK Group companies in Japan) was still at 10.7% in fiscal 2016, and the rate of women in management positions was also at a low 1.2%. The advancement of women in the workplace and the promotion of gender diversity will be a major focus of NSK going forward. We have already begun efforts to improve our female hiring rate, create a more accommodating workplace, support career advancement, and expand work options for female employees. Our efforts do not stop there, however: as a first step in cultivating diversity in talent and values at the management level, NSK conducts training for female managerial candidates to prepare them with the skills and mindset they will need to excel as leaders.

(1) Action Plan to Promote the Advancement of Women in the Workplace

In response to Japan’s Act on Promotion of Women's Participation and Advancement in the Workplace, NSK took the initiative to review its policies on female empowerment, analyzing underlying issues and formulating an action plan based on the results.

(2) Supporting Career Advancement

Since 2015, NSK has been steadily implementing efforts to support career advancement for female employees. In addition to awareness training and competency development training for female managers and assistant managers, we also provide special seminars for managers with female subordinates in order to promote career advancement for women. Working group activities are also carried out on a divisional level to encourage the active participation and advancement of women in the workplace. For example, the sales divisions send female employees on special plant tours, and encourage them to hold group discussions and form study groups for special interests.

(3) External Assessments: Eruboshi Certification

The Japanese government established a new certification program in April 2016 under the Women's Advancement Act. The Eruboshi program, managed by the Minister of Health, Labour and Welfare, awards “companies and organizations working proactively to create work environments where women can play an active role.” Through the program, NSK was recognized for its outstanding performance in all five of the evaluation categories (recruitment, retention, working hours and arrangements, female manager ratio, and diverse career paths), and obtained Grade 3, the highest level of certification.

Public Recognition with Eruboshi Status
Eruboshi Certification

4) Employment of Seniors: Leveraging Our Talent to Support an Aging Society (Japan)

Japan's population is aging rapidly. In light of changes in the public pension system, providing workers with access to employment opportunities even after mandatory retirement has become a societal expectation. NSK recognizes that the knowledge and skills of our experienced senior employees are beneficial in growing our business. Our basic policy is to provide work opportunities to employees willing to continue at NSK after retirement. We have had a rehiring program in place since April 2001. Upon passage of Japan’s Revised Law Concerning Stabilization of Employment of Older Persons, which came into effect in April 2013, we revised our rehiring program to improve the terms of employment and ensure stability for our senior employees.

5) Providing Work Opportunities to People with Disabilities (Japan)

At NSK, we believe it is our responsibility to provide employment opportunities for people with disabilities. Special subsidiary* NSK Friendly Services Co., Ltd., in particular, provides opportunities for people with intellectual disabilities to work and thrive in our organization.

NSK Ltd., major NSK Group companies in Japan, and NSK Friendly Services together employ a total of 123 people with disabilities, representing 2.20% of our workforce.

*A subsidiary approved by the Minister of Health, Labour and Welfare upon fulfilling certain necessary requirements, that may be included as part of its parent company for the purpose of calculating employment rates of people with disabilities.

Reference data related to the annual CSR Report is available here.

Providing Opportunities and Workplaces That Foster the Growth of Self-motivated Employees: Human Resources System Underpinning Career Advancement

1. Basic Approach: Creating Personnel Systems Suited to Globalization and Developing Human Resources

The NSK Group believes that as the globalization of business advances, it is difficult for employees to show their abilities without a workplace environment in which they can recognize and solve common challenges, spanning national borders and cultural barriers. That is why the Group designs and uses personnel systems that support business, creates training programs that bring out employees' true ability, and creates fair personnel and evaluation systems.

Assigning human resources at each location who know the local region well and creating personnel systems where employees with the ability to support a global management structure can play an active role are urgent tasks for expanding our business sustainably throughout the world. The Group will also enhance training programs which support the growth of individuals, including not only knowledge required for work, but also problem-solving skills, communication abilities, and leadership. In this way the Group aims to create workplaces where employees and organizations grow together.

Table 1. Personnel Systems and Human Resources Development for Sustainable Business
  • Responding to business globalization
  • Transmission of manufacturing
Creating personnel systems
  • Assigning local human resources who know the region well
  • Appoint global human resources, regardless of nationality
  • Fair evaluation system
Developing human resources
  • Develop global human resources
  • evelop professional human resources

2. Various Human Resources systems

Performance Agreement System

The NSK Group adopted a performance agreement system as a means of aligning the trajectories of the company's and individuals' goals. Employees meet regularly with their supervisors to set goals at the outset, verify interim progress, and conduct a results follow-up at the end. Further, NSK uses a questionnaire for providing feedback to employees as a means of checking that two-way communication is being achieved. NSK regards this system as an important key in human resources development and has deployed it worldwide.

Self-Reporting System

The NSK Group gives employees an opportunity to submit a self report directly to the Human Resources Department once a year, informing it of circumstances in their current workplace environment, their wishes concerning future work content, personal information that the company should know, and other concerns. Employees may have an interview with the Human Resources Department if they so desire. NSK makes strategic personnel transfers based on the outcome of the self report and interview in order to enable individuals to demonstrate their full abilities.

Internal Recruiting System

The NSK Group adopted an internal recruiting system to support employees who take the initiative to develop their careers while also invigorating the company. The offered conditions and number of people sought is announced through the Human Resources Department, to which applicants can apply directly. The system enables employees to voluntarily and proactively challenge themselves to take on work they are interested in.

Providing Opportunities and Workplaces That Foster the Growth of Self-motivated Employees: Human Resources Development Programs Underpin Growth

1. Basic Approach: Creating Personnel Systems Suited to Globalization and Developing Human Resources

The NSK Group believes that as the globalization of business advances, it is difficult for employees to show their abilities without a workplace environment in which they can recognize and solve common challenges, spanning national borders and cultural barriers. That is why the Group designs and uses personnel systems that support business, creates training programs that bring out employees' true ability, and creates fair personnel and evaluation systems.

Assigning human resources at each location who know the local region well and creating personnel systems where employees with the ability to support a global management structure can play an active role are urgent tasks for expanding our business sustainably throughout the world. The Group will also enhance training programs which support the growth of individuals, including not only knowledge required for work, but also problem-solving skills, communication abilities, and leadership. In this way the Group aims to create workplaces where employees and organizations grow together.

Table 1. Personnel Systems and Human Resources Development for Sustainable Business
  • Responding to business globalization
  • Transmission of manufacturing
Creating personnel systems
  • Assigning local human resources who know the region well
  • Appoint global human resources, regardless of nationality
  • Fair evaluation system
Developing human resources
  • Develop global human resources
  • evelop professional human resources

2. Various Human Resources systems

New Employee Training

The essence of the NSK Group's approach to its human resources is to nurture independent employees who wish to develop themselves and show initiative in their thoughts and actions. Accordingly, NSK systematically conducts new employee training programs. During the first two years in the Company, each new employee is assigned a mentor and a manager trained in providing on-the-job training (OJT)*. The managers carefully guide the new employees as they acquire work knowledge and skills.

Just before the end of the second year, new employees go through a “gate check” -an opportunity for them to sound out their potential and discuss their next career step in consultation with their supervisors and the Human Resources Department.

* Instruction regarding necessary knowledge, technology, skills, manners, and other matters given by supervisors and senior employees to subordinates, while performing specific work.

Developing the Leaders of the Next Generation (NSK Management College)

The NSK Group established the NSK Management College in 2003 to provide a selective training program for nurturing the next generation of business leaders. This year-long program is designed to foster human resources who can play an active role in a global business environment. The program consists of a Manager Course for mid-career employees and a General Manager Course for senior managers. The more than 200 graduates of the program are active globally as key members of the Group.

Voluntary Participation Training

NSK adopted voluntary participation training system to correspond to employee's skill up needs.

Dispatch to Study at a University and Other Training Programs

The NSK Group makes available opportunities for study at universities and graduate schools in and outside Japan with the aim of fostering human resources who are competent in the global arena.

The NSK Group has also developed diverse training programs, including programs for learning the basics of diversity management and programs on cross-cultural communication.

Field-specific Training

The NSK Group offers a broad range of educational programs worldwide to improve the professionalism of employees and to respond to the Group's expanding business development. In the production field, NSK established the NSK Manufacturing Education and Training Center in 2005. The center is working to transfer technical skills and to foster production site leaders. In the technology field, NSK established the NSK Institute of Technology (NIT). Opened in fiscal 2008, NIT is a venue for comprehensive technical education. In the sales field, NSK offers training to improve communication skills and to increase product and quality knowledge, all of which help build relationships of trust with customers.

Creating Safe and Healthy Workplaces

1. Basic Approach: Creating Workplaces Where Everyone Feels Secure and Helps Build a Culture of Safety

In order to protect the safety and health of each and every employee, NSK undertakes initiatives with this basic philosophy: “Safety is the first and foremost priority. Workplaces should ensure employees can work safely, no matter the level of output demand.”

It is important to raise the awareness of each and every employee in order to ensure safety in the workplace. This is why NSK is fostering a culture of safety awareness where employees watch out for each other and never overlook an unsafe action or condition.

2. Management System: Occupational Safety and Health Management System

NSK and its main Group companies have established their own management system based on standard occupational safety and health management systems (OSHMS*1) and implement a variety of safety and health initiatives using the PDCA cycle.

Under this system, the NSK Central Occupational Health and Safety Council establishes policies and targets, based upon which each business site undertakes actions. The Central Safety and Health Council routinely checks the progress of these actions taken by each site. Based on the results of checks, important issues and an order of priority are clarified and management carried out according to each site's circumstances.

*1:A system intended to contribute to improvement of the level of safety and health in the workplace by reducing risk of accidents at work, promoting employee health, and encouraging the formation of comfortable working conditions.

Figure 1. Occupational Safety and Health Management System Overview

Figure 1. Occupational Safety and Health Management System Overview

3. Healthcare Initiatives

Basic Policy

At the core of NSK's Vision to set the future in motion is a desire to create a brighter tomorrow where we can all lead safe, healthy, and fulfilling lives. It is NSK's firm belief that the health of its employees and their families is foundational to achieving this future.

The health—both of body and mind—of each one of its employees and their families is an invaluable asset to the Company. As such, NSK has established a management structure that prioritizes health and is committed to a full range of activities to promote employee wellness, all with the aim of improving their physical and mental health.

NSK sees an investment in employee wellness as an investment in the future profitability of the Company, and will continue to proactively pursue initiatives in this area.

Creating a Management Structure that Prioritizes Health and a Framework for Ongoing Improvement

The Company's health and wellness objectives are a reflection of in-depth discussion and critical analysis at meetings held throughout the organization. This collaborative effort has involved the Human Resources Department, the Center for Wellness Promotion, labor unions, health insurance associations, and onsite labor divisions and occupational health staff, all under the supervision of the executive head of HR. In order to create a management structure that prioritizes health, NSK established a Center for Wellness Promotion within the Human Resources Department and has worked to build a stronger medical team through the recruitment of additional occupational physicians, nurses, and health specialists. But the Company's efforts do not stop there: through regular meetings of occupational health staff and the Wellness Committee—a function established to oversee the activities of the NSK Central Occupational Health and Safety Council—NSK will continue working to improve its ability to support the wellness of employees.

Creating a Management Structure that Prioritizes Health and a Framework for Ongoing Improvement

Physical Health

The prevention and early detection of disease is essential for ensuring that all NSK employees can thrive in the workplace. That's why every year, when employees have their annual health checkup, those with health concerns are encouraged to have follow-up consultations with a physician who can hear their concerns and recommend lifestyle improvements. The Company's health insurance associations also play a big role in the health of NSK employees and their families, promoting early detection and prevention of disease progression through the Specific Counseling Guidance program and periodic cancer screenings.

Health Checkup Results*
  Fiscal 2015 Fiscal 2016
Rate of employees showing health concerns 53.1% 51.8%
No. of employees receiving follow-up consultations 2,930 2,671
Rate of employees participating in the
Specific Counseling Guidance program
25.0% 24.3%
*Includes employees of NSK Ltd. and major NSK Group companies

Mental Health

The mental health of its employees is a top priority, and as such NSK has enacted educational programs and helplines to support those with mental health problems. Through lectures from specialists and roleplay coaching, new employees are trained in self-care, and managers are educated in line care, providing line managers with the skills they need to notice and react to sudden changes in their employees.

In addition, NSK has established helplines at each of its sites to provide employees with a safe and easy option for getting help at their workplace. The Company has also set up a telephone hotline for employees and their families. With the help of external specialists, NSK has also rolled out an employee assistance program (EAP). The program enables employees to seek help for mental illness before it becomes too serious, supports employees as they transition back to work after a leave of absence, and works to combat recurrence of mental health problems.

Facilitating Work-Life Balance

1. Basic Policy: Creating an Engaging Work Environment

NSK believes that having employees who enjoy and are actively engaged in both their work and personal lives will have a beneficial impact on our business activities.
By responding to the needs and expectations of our employees and stakeholders, we aim to develop an accommodating work environment for all employees, regardless of age or gender.
We also believe that an improvement in employee productivity will lead to an improvement in their ability to produce quality work, which will ultimately cultivate a more fulfilling life both at work and at home. For this reason, NSK strives to better manage employee working hours, to encourage employees to take their annual paid leave, and to provide a variety of work style options to fit their diverse lifestyles. With an aim of boosting job satisfaction, NSK also runs seminars and other programs to raise awareness—of both managers and employees—on the need for work style reform.

In Japan, we recognize that it is more important than ever to accelerate our support for work- life balance in order to cope with the societal challenges presented by a rapidly aging society with a low birth rate. Which is why we will work to expand programs aimed at supporting working parents and family caregivers, and ensure that working hours are kept at reasonable levels.

2. Creating a More Accommodating Workplaces

1) Programs to Promote Work - Life Balance (Japan)

To create a more open, amiable workplace that responds to the needs of a diverse workforce, NSK’s first step of action is providing support for working parents and caregivers. While our priority in the past has been to stay legally compliant in this area, we are now beginning to take a more proactive role. Not only will NSK work to provide comprehensive support for these employees, but will also create a work environment where they can maximize their potential.
By taking hints from employee feedback, we have worked to design and improve our programs to extend their reach and move them beyond the level legally required.

Main Programs and Initiatives
Parental leave:
Can be used through the end of April following child’s third birthday. First five days are paid. (Under Japanese law, unpaid leave must be provided until child’s second birthday.)
Reduced hours for working parents:
Parents are eligible to work reduced hours through the end of March of the child’s sixth grade year. (Under Japanese law, reduced hours must be made available until child’s third birthday.)
No-core flextime (trial program):
Working parents can choose to start and finish work at different times each day. Instead, they are required to work a set number of hours each month. This flextime can be used in conjunction with the reduced hours program.
Telecommuting (trial program):
As of April 2017, this program is available on trial to managers and above working reduced hours with a child up to the third grade.
Exemption from limit on paid half-days:
Employees may normally only use up to 12 half- days of paid leave a year. However, this restriction does not apply when the employee is caring for sick family members, needs to provide childcare for a child up to the sixth grade, or is currently receiving infertility treatment.
Family caregiver leave:
Employees looking after a family member in need of long-term care are eligible to take up to 365 days of family caregiver leave. (Under Japanese law, companies must offer at least 93 days of leave.) Unpaid leave to care for a sick child: May also be used to handle child-raising responsibilities other than sick care.
Childcare services on national holidays:
The company provides in- house childcare services for parents of small children with shifts on national holidays, who have no other means of childcare because there partner also works. The service is available for children from age one up to the third grade.
Babysitter discount coupons:
Provided to NSK employees with a child up to the third grade (or a child up to the sixth grade with special needs).
Re-employment registration system:
Employees who resign due to the temporary transfer of their spouse (employed in or outside the company) can register for eligibility to be re -hired by NSK when they return.
Guidebook on support programs:
This guidebook outlines our programs for working parents and family caregivers, provides advice to fathers on how they can help out around the home with the kids, and communicates our expectations for how managers should support employees with these special needs.
Family caregiver seminar: Through this seminar for managers and employees over 40, we provide information on family caregiving.
Helping employees stay connected during parental leave:
We provide opportunities for employees on parental leave to stay connected with their workplaces and take training courses online.
Email magazine for employees on pregnancy and parental leave:
We send regular email updates to keep employees on pregnancy/parental leave informed of company news until they return to work.
Special changing room for pregnant employees:
We installed changing rooms designed to allow pregnant women to change safely and comfortably as their bodies undergo changes.

2) Time Management Initiatives

At NSK, we believe the only way to achieve a healthy balance between work and personal life is to become more efficient at getting the job done in the limited time we have. For this reason, we take efforts to control employee working hours and encourage our employees to use their paid leave.

Main Initiatives
  • Flextime and discretionary working hour systems
  • Objective measurement of actual working hours through time recording systems, and appropriate response
  • Promoting time management through labor- management collaboration
  • Encouraging employees to use their paid leave
  • Zero overtime days
  • Telecommuting (trial program)

3) Programs for Promoting Health and Encouraging Volunteerism

Enabling employees to maintain good physical and mental health will lead to increased productivity and operational efficiency. We also aim to foster personal development by promoting connections with the local community, and offer opportunities for employees to give back to society.

Main Programs
  • Refreshment leave
    In order to provide opportunities for self- development and some much deserved relaxation, employees of NSK Japan can obtain five consecutive days of “refresh leave” upon their 10th, 15th, 20th, 25th, 30th, 35th, and 40th year of service at the company.
  • Volunteer leave
    Employees are allowed to take up to 12 days of special paid leave annually to engage in volunteer activities through a nonprofit organization, enabling them to support local communities and give back to society.

3. Creating an Open Workplace Culture

1) Initiatives for Creating a Better Workplace Culture

In order to create a workplace that accommodates a diverse range of employee circumstances, we will first need to change the way we work.
At the same time, we need to improve our employee productivity to ensure the sustainable growth of the company.

In 2016, NSK joined a special project sponsored by the NGO Fathering Japan that promotes manager awareness of these issues. By holding seminars that train supervisors in the proper way to manage working parents in their departments, we are working to promote cultural reform.

NSK also offers networking opportunities for female employees with young children, and for more experienced mothers to share their knowledge with younger colleagues.

2) Lifelong Learning Program

NSK provides employees with various opportunities to reflect on their health, personal finances, and life in general as they prepare for retirement. The Lifelong Learning Program and seminars on pension and employment insurance are widely attended by our employees.

3) External Assessments:Kurumin Certification

Through the Kurumin program, established under the Act on Advancement of Measures to Support Raising Next- Generation Children, companies that have “formulated an action plan as a general business operator” to support working parents are eligible to receive certification from the Minister of Health, Labour and Welfare. In January 2017, NSK obtained Kurumin certification for the second time.

Public Recognition: Next Generation Certification Mark Kurumin
Kurumin Certification

Reference data related to the annual CSR Report is available here.

Management-Labor Relations

1. Basic Approach: Labor-Management Relations Based on Dialogue

The NSK Group regards sound labor-management relations as critical to the sustainable growth of the company. One way in which the Group respects fundamental rights at work, as pledged in the NSK Code of Corporate Ethics, is by guaranteeing employees the right to communicate openly and directly with management without fear of retaliation, intimidation, or harassment.

Employees and managers are becoming better partners as they build trust by working to communicate more deeply, share views on the workplace environment and business conditions, discuss and implement improvement measures. The NSK Group is committed to creating workplaces where employees can work vigorously.

2. labor-management consultations

Employees of NSK are represented by a single organization, the NSK Labor Union. Regular labor management consultations are conducted at a Group-wide labor-management conference (Central Management Council) three times a year, and at a labor-management conference at individual business sites (Single Unit Management Councils) once a month. These labor-management conferences enable an exchange of opinions not only about the improvement of working conditions and the company's management policies, but also about the improvement of the work environment with a view toward solving issues through labor-management communication.

Employee Data

Employee breakdown (by contract type)

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Permanent contract 8,315 8,237 8,100 7,867 9,192
Fixed-term/temporary contract 589 719 753 721 1,203
Total 8,904 8,956 8,853 8,588 10,395

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Employee breakdown (by region)

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Japan 11,220 11,223 11,036 11,291 11,291
Americas 2,782 3,078 3,294 3,229 3,065
Europe 3,404 3,498 3,563 3,531 3,667
Asia (excluding Japan) 11,081 12,655 13,195 13,536 13,478
Total 28,487 30,454 31,088 31,587 31,501

Includes employees of NSK Ltd. and consolidated Group companies worldwide

Employee breakdown (by gender)

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Men 7,771 7,692 7,555 7,317 8,395
Women 544 545 545 550 797
Total 8,315 8,237 8,100 7,867 9,192

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Average years of service

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Men 18 19 19 19 17
Women 13 13 14 14 10
Overall 18 18 19 19 16

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Average age

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Men 41 42 42 42 42
Women 35 36 36 37 36
Overall 41 41 42 42 41

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Percentage of women in management

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Executives 0.00% 0.00% 0.00% 0.00% 0.00%
Mid-level managers 0.46% 0.47% 0.44% 0.88% 0.82%
Frontline managers 0.38% 0.61% 1.20% 1.20% 1.34%

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Management breakdown

As of May, 2018

Total Gender Internal / External
Men Women Internal External
Board of Directors 12 12 0 8 4
Executive Officers 34 33 1

Number of employees hired as new graduates

As of March 31, 2018

2013/4/1 2014/4/1 2015/4/1 2016/4/1 2017/4/1
Men 96 65 66 68 100
Women 9 6 8 11 18

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Employee retention

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Employee turnover rate 1.30% 1.26% 1.19% 2.54% 1.36%

Includes employees of NSK Ltd. and major NSK Group companies

Turnover rate: all employee resignations in the current

Number of employees that took parental leave

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Men 11 6 13 25 34
Women 25 17 17 26 41

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Number of employees that took family caregiver leave

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Men 3 2 2 2 3
Women 0 1 0 1 1

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Number of rehired senior employees

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Senior employee rehiring system 383 441 470 505 620
Other (fixed-term contract, etc.) 29 29 28 25 35
Total 412 470 498 530 655

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Employment rate of people with disabilities

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Employment rate of people with disabilities 1.99% 2.04% 2.09% 2.17% 2.20%
Legally mandated employment rate 1.80% 2.00% 2.00% 2.00% 2.00%

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Total working hours per employee, and average days of paid leave taken annually

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Total working hours per employee 1,800 1,826 1,857 1,846 1,888
Total overtime hours worked per employee (annually) 117 122 155 152 192
Average days of paid leave taken annually 15.5 days 15.4 days 15.6 days 15.8 days 15.6 days

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Rate of employees under collective bargaining agreements with the Company

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Rate of employees under collective bargaining agreements with the Company 81% 81% 81% 82% 81%

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Number of meetings between management and employee representatives

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Total Central Labor-Management Conference sessions 6 7 8 6 6

Includes employees of NSK Ltd. and major NSK Group companies in Japan

Labor union membership rate

As of March 31, 2017

FY12 FY13 FY14 FY15 FY16
Non-managers 100% 100% 100% 100% 100%
All employees (including managers) 81% 81% 81% 82% 81%

Includes employees of NSK Ltd. and major NSK Group companies in Japan