At the NSK Group, we see our workforce as a vital resource for the continued success of our business. We know that employees who remain fully engaged in their work produce the best results, which ultimately leads to the sustainable growth of individual employees and the entire NSK Group. This is why we are committed to creating a safe and motivating workplace where the cultures and practices of countries and regions worldwide are respected and diversity is embraced in the workforce.
The NSK Group Management Principles clearly state that our aim is “to provide challenges and opportunities to our employees, utilizing their skills and encouraging their creativity and individuality.” In acknowledgment of the fact that each employee is a priceless asset, we have committed ourselves to creating a “fair workplace that empowers the individual.” This commitment features three key areas of focus: leveraging a diverse workforce, building more engaging workplaces and providing opportunities for growth.
Diversity: Leveraging a Diverse Workforce
Safe and Healthy Workplaces and Work-Style Reforms: Building More Engaging Workplaces
Human Resource Programs and Career Development: Providing Opportunities for Growth
The Human Resources and General Affairs Division Headquarters collaborates closely with regional HR departments worldwide on a variety of efforts, all guided by the commitment described above. At the regular Global Human Resources Committee meetings, HR managers from each region meet to report on their regional and national initiatives, share the local challenges they face, and discuss measures to further improve talent management.
The NSK Group has been conducting regular employee surveys in Japan and at some global sites in order to enhance awareness of its corporate philosophy and the importance of compliance. We recognize that it is essential for every employee to understand and follow the corporate philosophy, and that we must create the kind of transparent workplaces required to ensure compliance. As employee engagement is critical to these efforts, we recently expanded the scope of the survey to include all employees worldwide, and also added questions to measure engagement. Based on the survey results, we are developing next steps for each region. These steps include more clearly linking the corporate philosophy with daily operations, and promoting better communication between superiors and team members.
|Policy||Sixth Mid-Term Management Plan targets||FY2021 targets||FY2021 performance|
|Leverage a diverse workforce||Promote more diversity and inclusion (D&I)||Raise awareness of D&I||
|Improve the paternal leave acquisition rate||Improved 8.1 points against previous fiscal year (Acquisition rate 58.4%)|
|Continue to run caregiving seminars||
|Create a work environment that empowers foreign nationals (Japan)
|Raise external awareness of our initiatives to promote D&I||
|Promote the advancement of women
Increase the percentage of women among managers and managerial candidates by 1.6 times (compared with FY2018)
|Continue supporting women in career-track positions||
|Promote a higher percentage of women among career-track position hires (administrative and sales staff: 40%; engineers: 10%)||Administrative and sales staff: 40%; Engineers: 10% achieved|
|Build more engaging workplaces||Promote work-style reforms||Expand remote work||Issued remote work guidelines|
|Promote health and wellness||Raise external awareness of our initiatives to improve the health of our employees||Retained certification as an Outstanding Health and Productivity Management Organization (White 500)|
|Promote workplace improvements using the results of stress check organizational assessments||Held seminars and meetings to explain the results of organizational assessments at 16 major business sites to support managers in their workplace improvement efforts
(The organizational assessment results briefings were attended by 732 people, approximately 70% of those eligible.)
|Provide opportunities for growth||Support the career advancement of every employee||Train young employees at an early stage for career advancement (experience and knowledge)||Implemented young employee rotations|
|Continuously provide growth opportunities that encourage independence, self-reliance, and autonomy||Provided effective learning opportunities by combining the most appropriate learning modes (group training, online learning, e-learning, and correspondence education) according to training methods, taking advantage of the characteristics of each mode.|