Human Resource Development

Target

Materiality

Systems and actions

To realize our vision, we must make our organizations and human resources more autonomous than before. It is for this purpose that we have the Nidec Global Personnel Policy as the center of our actions, and focus on the following two areas in human resource development:
(1) Executive training – Enhance the Company’s group-oriented management system; and
(2) Career development support and spreading the corporate philosophy: Urge employees to take on challenges and to envision their future themselves.

(1) Executive training – Enhance the Company’s group-oriented management system

During our transition to a group-oriented management system, it is critical to have a stable human resource pipeline for important posts. This is why we visualize important posts in the entire Nidec Group, urge executives to discuss the validity of their succession plans, discover those who can be candidates of next-generation executives, and promote a strategic, early launch of personnel training. In addition, in the area of searching for candidates to executive posts, we train and enhance the capabilities of such candidates by combining opportunities to obtain knowledge with chances for actual experience through tough assignments (corporate restructuring, assignment by selection, etc.), founder-hosted business school programs intended to spread the corporate philosophy and management mindset, and the global business school to obtain high-level business management-related knowledge as executives of a global company. Further, we have in place executive training programs for individual regions’ characteristics.
The Company launched its global business school in 2016, and the next-generation global executive training program, which is early-stage training of future executives, in 2017. So far, these programs have welcomed students selected from 14 countries around the world (i.e., Japan, the US, Canada, Mexico, China, Thailand, the Philippines, Singapore, India, Italy, Germany, France, the UK, and Poland), who are working as global leaders after completing the programs.

Training employees to be able to work globally

Selecting next-generation leaders

Succession plan

Under the plan, the Company constantly has a pool of candidate human resources in individual levels, and those appropriate as candidate to President move up to a higher rank of the pool. The Company has standards for the individual levels of the pool, and selects only employees who can accomplish their roles, job responsibilities or duties.

Concept of talent pooling

We utilize the following committees to discuss the selection of candidates and personnel training for individual levels of human resources

Nomination Committee

Launched in November 2022 as an advisory organ of the Company’s Board of Directors, this Committee mainly deliberates the selection of candidates to executive positions (Members of the Board of Directors and Vice Presidents). This Committee aims to obtain the proper involvement and advice of independent Outside Members of the Board of Directors in, among other matters, finalizing the selection policy and standards, and ideas for candidates to the Company’s Members of the Board of Directors, Vice Presidents, and other positions, secure fairness, transparency, and objectivity of such selections, and further enhance our corporate governance system.

Human Resources Development Committee

In FY2020, the Company launched a Human Resources Development Committee, which comprises executives including President, Executive Vice Presidents, CxOs, and HR department personnel. The Committee main deliberates succession plans for Business Unit Leaders, Function Leaders, and other critical posts, and mid- and long-term training plans for candidates to executive positions.

(2) Career development support and spreading the corporate philosophy: Urge employees to take on challenges and to envision their future themselves.

The basic notion on corporate organizations and human resources in the Nidec Global Personnel Policy states, “We stay committed to maintaining an organization and group of human resources that constantly take on challenges for the future of people in the world and our dreams.” Accordingly, individual employees are required to demonstrate their existential values proactively. This is why Nidec supports employees’ career development, and focuses on spreading its corporate philosophy to help employees to be united in achieving their dream together.
In career development, we utilize such occasions and tools as career seminars for managerial and young employees and the career planning sheet to help them check and look back their careers, and envision their futures. In addition, we have career-related dialogues with employees in a form of regular one-on-one meeting, etc. to help them realize their career plans, while offering them opportunities such as regular internal posting, to help our employees embark on new career plans.

To spread our company’s business philosophy, we distribute and use The Challenging Road, the collection of our founder’s thoughts (including Nidec’s corporate philosophy and thoughts on business) to unite employees’ mindsets and ensure that they demonstrate their best capacities and powers. At Nidec, we ensure that The Challenging Road is available for reading any time employees want to read it, and regularly give them opportunities, such as seminars, for them to check the level of their understanding and exercising of the book, to nurture our corporate and organizational culture, and have in place an organization of united employees.

The Challenging Road

The company sent “The Challenging Road,” the book filled with Mr. Nagamori’s philosophies and behavioral principles, all over the world in 12 languages (Japanese, English, Chinese, Korean, Thai, Vietnamese, Italian, German, French, Spanish, Hungarian, and Slovak) to convey the Nidec Policy and the Nagamori-ism to employees.

Establishing the “Nidec Way”

In January 2015, the Nidec Group established “Nidec Way,” a set of action guidelines and rules for all of its employees to share. As an enterprise that had grown via M&A to be in business in more than 30 countries back then, we needed such basic policies as Nidec entered its second phase of rapid growth in its attempt to expand business to become a “global company that will grow sustainably for the next 100 years and beyond.”
At any organization, its driving force is its individual employees’ actions. However, the larger the organization becomes, the more difficult it becomes for the organization to unite its employees’ diversifying interests. Thus, “Nidec Way,” comprised of three sections, i.e., “Core Belief,” “Mind-set,” and “Action,” teaches Nidec Group employees how to be untied in an easy-to-understand manner.
When producing the booklet on Nidec Way, we launched an across-the-board project team to relearn the philosophies of Mr. Nagamori, Nidec’s founder, from their very basic concepts, and collect examples from the world’s excellent companies. It was in this production process where we became convinced that “Backbone and Tenacity,” a truly critical notion in our actions, is a universal element that had supported and would continue to support, Nidec’s growth as a company, and decided to incorporate this notion in “Nidec Way” as a code of conduct.
We educated our employees to help them understand “Nidec Way” and promote its use in the group, and introduced a Nidec Way-based behavioral assessment to ensure all Nidec employees act based on the policy.
Going forward, we will ensure that all Nidec Group employees fully understand, sympathize with, and exercise “Nidec Way” via work, education, and seminars, so that the Nidec Group remains a “global company that grows sustainably for the next 100 years and beyond.”