Promoting Diversity

Target

Materiality

Our achievements

Diversity-related indexes

*All levels of management, including junior, middle and senior level management and outside board directors.
Junior management：Employees falling under either of the following supervisory roles, or those with a similar level of responsibility:
(A) typically responsible for directing and executing the day-to-day operational objectives of organizations, conveying the directions of higher level officials and managers to subordinate personnel.
(B) supervise around 10 full-time employees and/or perform supervisory functions where judgment is exercised in at least two small operational teams/groups.

Systems and actions

Promoting Diversity & Inclusion

Nidec has been promoting diversity since 2005, placing diversity as one of its important management policies. We established an organization to promote Diversity and Inclusion (D&I) within the HR Department to raise the level of our initiatives from traditional support for "striking an appropriate work-life balance" to support for "active participation." We are strengthening the Nidec Group’s systems, education, and work environment to enable diverse human resources to utilize their talents to the full extent. In order to connect diversity to corporate growth, we believe it is important to foster an organizational culture in which each employee accepts people with different backgrounds and values and seeks to learn from these differences. For this reason, we actively hold cross-business and cross-regional workshops to create opportunities to build connections among employees in different business units and regions. In FY2024, we conducted diversity dialogue sessions between Outside Directors and employees, cross-organizational/regional global interactive workshops, and a mentoring program for female employees initiated by overseas sites. By encouraging our employees to recognize and learn from each other’s diverse values, we promote their growth and networking across regions and business units. We continue to promote the creation of a company where every employee can work comfortably and actively.

* The main action plan for general businesses based on Japan’s Act for Measures to Support the Development of the Next Generation and Act on Promotion of Women's Participation and Advancement in the Workplace.

The diversity & inclusion initiative that the Nidec Group is part of

- The Declaration on Action by the Male Leaders Coalition for Empowerment of Women

- The Women’s Empowerment Principle

Evaluation of Nidec on its promotion of empowering women

Eruboshi (L Star) certification (level 3) in August 2018	Nadeshiko brand for FY2018 in March 2019	Semi-Nadeshiko for FY2020 in March 2021	Nadeshiko brand for FY2021 in March 2022

*Eruboshi certification: A certification by Japan's Ministry of Health, Labour and Welfare for companies with an excellent track record of activities and status to promote the empowering of women.

*Nadeshiko brand: A brand given by Japan's Ministry of Economy, Trade and Industry and Tokyo Stock Exchange to companies with an excellent track record of empowering women.

*Semi-Nadeshiko status: A status given to companies, jointly selected and announced by Japan’s Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange, as those equivalent to Nadeshiko-brand companies

Organizational Performance Survey

In promoting the active participation of diverse human resources, it is important to create a work environment that allows the organization and individual employees to demonstrate their potential to the fullest. To this end, we have been promoting organizational development with the aim of stimulating relationships among employees and improving the performance of each workplace and eventually of the entire organization. Based on the results of an organization performance survey aimed to visualize the state of individual workplaces, we launched a workplace workshop in FY2021 to promote an open and honest dialogue at the workplaces. This is how we nurture a corporate culture and build an organization where people can make vision-based decisions while respecting diverse opinions of others.
In addition, as values regarding careers become more diverse, we have been strengthening our support for employees’ autonomous career development through various initiatives, such as career interviews, Career Plan Sheet, and in-house job posting. In order to conduct fixed-point monitoring of the effectiveness of our efforts, we have incorporated items related to career awareness into the Organizational Performance Survey. Through these initiatives, we aim to achieve sustainable corporate growth centered on the organization and people that support the Nidec Group.

Results of the Organizational Performance Survey (excerpts from the survey)

*1 Career consciousness: The rate of employees who responded, “Agree” or “Somewhat agree” (among five different options) to the question, “Do you have a future direction of your career?” in the annual organizational performance survey on employees’ career consciousness

*2 Engagement: Average score on a 5-point scale of a total of 19 questions related to engagement in the Organizational Performance Survey, an employee awareness survey conducted annually

Support for building a good work-life balance

Nidec Corporation, a company that respects the diversity of human resources, is creating a work environment where all employees can demonstrate their skills and abilities to the maximum extent by having in place the following systems to support employees’ work-life balance:

Work-life balance and career-building support by Nidec Corporation

Introducing a disaster volunteer vacation system

We introduced a disaster volunteer vacation system in FY2013 so that employees can participate in volunteer activities during an earthquake, flooding, or other disasters.

Management-employee interactions

The company offers a variety of opportunities, such as a luncheon with an executive, and seminars where regular employees can hear directly from the company’s management or express their opinions freely to the management.
In an internal seminar, the company’s top executives explain their own thoughts and the company’s future directions to employees, while answering their questions in person, keeping their distance as business leaders whilst keeping employees close, and placing an emphasis on transparency in the company as we all move, united, in the same direction. In FY2024, we promptly set up chances for employees to communicate (speak) with M. Kishida, then newly appointed President, to nurture a sense of organizational unity based on two-way communications between the company’s management and employees.

HR town hall meeting

Since FY2021, as part of employee-focused measures in Japan, the company’s human resources managers visit sites to hold HR town hall meetings, educating employees on human resources measures and collecting their opinions, etc.

Employee Satisfaction Improvement Committee

A gathering is held at each business site monthly between senior members of the Employees’ Association (Shimboku-kai), which represents employees, and the company’s management, while an Employee Satisfaction Improvement Committee meeting is held twice a year. In the committee meetings, the company delivers important information on its business policies to the Employees’ Association, which, on the other hand, makes suggestions to the company on improving its systems and measures, to promote better communications between the company and its employees.

Roles of the Employees’ Association

The Employees’ Association (Shimboku-kai) is an organization representing Nidec employees aimed, among others, to promote their mutual friendship, improve their working conditions and environment, elevate their cultural positions, and enhance welfare services for them, to contribute to Nidec’s performance improvement. The association is headquartered in the company’s head office, with branch offices at individual business sites. Specifically, the Employees’ Association provides the company with employees’ requests on, for example, work environment, welfare program, and promotion of diversity for improvement, while planning and holding events to promote friendship among employees.

Hiring and supporting diverse human resources

With its sites located around the world, the Nidec Group realizes that its responsibility includes meeting its customers’ needs speedily while creating job opportunities worldwide. We actively hire people globally – by recruiting local people as our businesses expand in China, India, Brazil, Vietnam, and elsewhere, while actively hiring and training people from all over the world for R&D works in Japan. By offering proper, transparent, and fair assessment and proper career opportunities for locally hired people, we promote passionate and talented employees to important positions of their companies, and also to positions available at other Nidec Group companies in their or other regions. The Nidec Group remains committed to promoting, hiring, training, and appointing outstanding people globally, creating job opportunities around the world, and supporting diverse human resources to shine, for our future growth.

Employing people with disabilities

As stated in the Nidec Group’s Basic Policy on Human Rights, we do not consider "race, nationality, gender, sexual orientation, gender identification, religion, job title, age, or disabilities " in our recruitment process. Therefore, for the employment of individuals with disabilities, we ensure that reasonable accommodations are taken into account during the selection process, conducted fairly and impartially. We collaborate with the respective departments to implement initiatives that support the entire employment journey, from hiring to retention. As of October 2024, 2.73％ of the Nidec’s total workforce (Non-consolidated) is people with disabilities, and this percentage is above the statutory employment rate of people with disabilities. The Nidec Group remains dedicated to promoting people with and without disabilities to work comfortably and shine in their workplaces. We aim to launch communication-improving measures to help our employees find their work rewarding by securing the appropriate work environment (making offices barrier-free, etc.) and having post-hiring interviews to improve our employee retention rate.