Human Resource Development

Target

Materiality

Systems and actions

To achieve the goal, we focus on the following two areas of human resource development:
(1) Develop and manage executive human resources in a truly global way.
(2) Career development support and spreading the corporate philosophy: Urge employees to take on challenges and to envision their future themselves.

(1) Develop and manage executive human resources in a truly global way

For the Nidec Group to make another giant leap globally, it is essential that we discover people with potential to become executives from over 100,000 employees in approximately 40 countries around the world regardless of their nationality or location. In FY2024, we launched a Global HR Strategy Committee, shifted our focus of executive human resource development from Japan to all around the world, and clearly defined the head office’s executive positions, to build global, group-wide succession plans. 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. The HR Development Committee, which has focused its discussion on succession plan since FY2020, was decided in FY2024 to be incorporated into the Nidec Group’s business management meetings for time and appropriate discussions and decision making purposes, so that executives can discuss strategic human resource development and staffing based on day-to-day changes in our business environment. Additionally, effective April 1, 2025, we reinforced our Chief Officer (CxO) system, and also established new positions of "Fellows" and "Senior General Managers." With regard to the reinforcement of the CxO system, we established a new global headquarters structure centered around CxOs, promoting collaboration that transcends regional and business boundaries. To the Fellow positions, we appoint individuals with advanced technical skills, expertise, and knowledge who are eager to contribute to the organization by promoting business and reform with a clear sense of mission. Fellows are expected to serve as role models for specialist personnel with technical skills, expertise and knowledge that are important for the NIDEC Group, and to help build a solid foundation to support the Group’s sustainable growth. This system helps experts with technologies, skills, and knowledge important to the Nidec Group to set their future targets, and builds a firm infrastructure to support Nidec’s sustainable growth. We will select people to serve as Senior General Managers by identifying, selecting, and developing those who can become future executive candidates, and task them with company management based on a broad perspective, so that they can become next-generation executives.

Main executive development measures

To search 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

Succession plan

By discussing succession plans and promoting discussions on how to train/develop individual job grades’ candidates in appropriate meetings, we always maintain a pool of human resources for those grades and ensure that appropriate candidates will move up to the next higher level of 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.

Nomination Committee

Launched in November 2022 as an advisory body of the Company’s Board of Directors, Nomination 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.

(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 value 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.

In addition to the above career-development, the Nidec Group supports proactive career development through comprehensive rank-based training as well as self-development programs.

*1 Training hours are computed based on a standard eight-hours business day

*2 Since FY2024, we started tracking the training hours and training cost per employee in Japan.

*3 Career consciousness: The percentage of employees who answered "yes" or "slight yes" on a five-point scale to the question "Do you have a career plan in mind?" in the annual employee awareness survey "Organizational Performance Survey."

Main training held in FY2024

*1 Training program for new employee: Training to acquire the essential knowledge and skills required for a business person.

*2 Development Program for young employee: Over the first two years of employment, this training cultivates fundamental business competencies through five intensive training sessions and comprehensive e-learning. This promotes the retention of these skills by applying them to challenges in the workplace.

*3 Specific technical skill education: Participants learn motor-related, element-specific technologies (machine, magnetic force, electricity & electronics, control, etc.) that are directly related to their work.

*4 Engineer Upskilling Training: Participants obtain a wide range of knowledge not limited to motors, to improve the company’s profit via quality improvement, cost reduction, and short-term product/technology/solution development.

*5 MOT seminar: Participants acquire the essential mindset, marketing techniques, and strategic planning methodologies required to launch new technology-based businesses.