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Creating Dynamic Work Environment

  • NSK's Approach
  • Human Rights & Diversity
  • Human Resources System
  • Resources Development Programs
  • Safety and Health Care
  • Work-Life-Balance
  • Labor Relations

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 Dynamic Work Environment

Figure 1. Creating 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 & Diversity

1. Basic Approach: Prohibiting Discrimination and Respecting Fundamental Rights at Work

The NSK Code of Corporate Ethics clearly states that the NSK Group prohibits discrimination and respects fundamental rights at work. The Group prohibits discrimination on the basis of race, appearance, belief, gender, religion, lineage, ethnicity, nationality, age or physical disability. It also prohibits harassment, forced labor, and child labor. Through awareness building activities, the Group strives to share the same awareness Group-wide and ensure these principles are adhered to. Further, it is the Group's policy to provide equal opportunity in recruitment, job assignment, evaluation, and other employment issues.

2. Diversity and Equal Opportunity Initiatives

Basic Approach: Human Resource Diversity that Reflects NSK's Global Business

The NSK Group believes that local communities and the NSK Group can grow together by developing businesses worldwide and creating stable employment. That is why the Group assigns talented human resources with a good understanding of the local region, regardless of nationality, race, or gender. By enhancing educational and training programs that encourage understanding of NSK's corporate culture, the Group is also aiming to enable diverse human resources to share NSK's values, work with enthusiasm, and feel that they are growing personally with the NSK Group.
Furthermore, in response to changing social needs in Japan NSK is creating systems needed to fully utilize the ability of women, older workers, and persons with disabilities.

Supporting Women's Careers ( Japan)

NSK supports the careers of working women in a variety of ways. From 2006, NSK has set up a Diversity Development Team, carried out internal surveys on work and childcare, and held “free talk” sessions during which female employees and the Company can talk freely about the work environment. The views expressed in these sessions form the basis of the Guidebook on Support for Work-Life Balance. This guidebook deepens understanding of the work-life balance, describing childcare leave and other support systems, giving childcare support advice to men, and indicating issues that supervisors should consider.

NSK has adopted the program to facilitate a smooth return to work after childcare leave and to support a rich family life. The program enables participants to communicate through the Internet with their workplace supervisors and senior employees who have childcare experience, as well as to access childcare information and improve skills through online courses.

Older Workers: Utilization of Human Resources in an Aging Society (Japan)

Japan's population is aging rapidly. In light of changes in the public pension system it has become a social challenge to enable workers to have access to employment opportunities even after mandatory retirement.
NSK recognizes that the knowledge and skills of experienced senior employees are beneficial in growing business. The Company's basic policy is to provide work opportunities to healthy persons willing to work after retirement. The Company has had a reemployment program since April 2001.
The Company has also started reviewing the program and reevaluating methods for making use of human resources in order to firmly establish the practice of reemployment.

Persons with Disabilities: Providing Work Opportunities to Persons with Disabilities (Japan)

NSK believes that one role the company should perform is providing suitable work opportunities to persons with disabilities who are willing to work. An NSK special subsidiary called NSK Friendly Services Co., Ltd., in particular, provides employment opportunities where persons with intellectual disabilities can work with enthusiasm.
In fiscal 2010, NSK, its main Group companies, and NSK Friendly Services together employed a total of 109 persons with disabilities, giving the Group an employment rate for persons with disabilities of 1.85%.

*1 A subsidiary regarded as a part of its parent company for the purpose of calculating the percentage of employment of persons with disabilities, and that has been approved by the Minister of Health, Labour and Welfare after fulfilling certain requirements.

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

Table 1. Personnel Systems and Human Resources Development for Sustainable Business

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

Table 1. Personnel Systems and Human Resources Development for Sustainable Business

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

The NSK Group provides managers with annual training on mental health, focusing on the care of the workers for whom the manager is responsible. In addition there are regular health checkups that are helpful for self-care, encouraging employees to maintain their health. This training is intended to enable supervisors to consider the healthcare of employees by giving appropriate advice through daily communication.

Facilitating Work-Life Balance

1. Basic Approach: Developing a Workplace Environment where Employees are Enthusiastic and Active

The NSK Group believes that ensuring that employees sincerely enjoy both their work and their private lives, and can be enthusiastic and active, is the key to making its business even more successful.
That is why the Group's basic policy is to develop an ideal working environment for all employees, regardless of gender or age, in terms of both facilities and support programs. The Group always strives to be sensitive to employee needs and social changes.
In Japan, NSK recognizes that it is important to work harder than ever to accelerate support for work-life balance in order to cope with the social challenges presented by a rapidly aging society with a low birth rate. Such efforts include enhancing programs to support employees' childcare and nursing care obligations and healthy time management.

2. Various Initiatives

Childcare/Nursing Care Support Programs Above and Beyond Legal Requirements (in Japan)

NSK is creating programs to do its part as a company to address Japan's aging society and low birth rate and is working hard to encourage utilization of those programs. The Company had established support programs such as those shown in Figure 3 to enable employees engaged in childcare or nursing care to continue working while looking after their families.

Fig. 1: Childcare and Nursing Care Support System at NSK Ltd.

Fig. 1: Childcare and Nursing Care Support System at NSK Ltd.

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.