Along with the promotion of globalization and overseas market expansion, there is increasing demand for the securing of human resources with diverse values and workstyles.
In particular, non-Japanese employees have different ways of looking at things and active attitudes toward working, and as such, they are expected to help reform the attitudes of other personnel in day-to-day life at work. Under the assumption of communication occurring in Japanese, we are actively recruiting not only excellent human resources with advanced expertise or skills but also those who have their own ideas and can achieve their work while ensuring the involvement of the people around them.
As of December 31, 2019, 65 foreign nationals from 10 countries have joined Nabtesco’s workforce. We are also providing support for career development and other kinds of support for non-Japanese employees.
| 2015 | 2016 | 2017 | 2018 | 2019 | |
|---|---|---|---|---|---|
| Total number of newly recruited main career track employees | 29 | 15 | 27 | 37 | 31 |
| Number of non-Japanese nationals | 10 | 2 | 4 | 1 | 5 |
| Percentage of non-Japanese nationals | 34.5% | 13.3% | 15.0% | 2.7% | 16.1% |
Nabtesco is conducting its recruiting activities by setting a goal of no less than 20% of the new graduates hired for managerial positions being female. In FY2019, though the decreasing trend of the past two years turned for the better, the percentage of females employed was 16.1% due to the scarcity of female graduates majoring in mechanical engineering and electrical/electronic engineering, which are our primary recruitment targets. Going forward, we will work to convey the image of working at our company mainly from the perspective of our female employees who work actively for us through early events and videos focused on females, etc.
Nabtesco has established a three-year action plan (from April 2020) pursuant to the Act on the Promotion of Women’s Participation and Advancement in the Workplace (enacted on April 1, 2016). We will continue to make efforts to achieve the goals set forth in it.
Nabtesco’s continued employment system provides a consolidated environment for experienced employees to maximize their performance levels, such as special benefit for those with advanced expertise.
Due to the revision of the National Pension Act, the rate at which Nabtesco re-employs retired employees will further increase beyond the present level of over 70%.
Experienced employees are sharing their skills with their successors and at each production site team members are conducting activities to turn their tacit knowledge into explicit knowledge. These activities have become an intellectual asset to support our current technical capabilities.
A group photo of Nabtesco Link Corporation
Nabtesco has made efforts to employ people with disabilities and sustain them. The employment rate of persons with disabilities is above the statutory rate of 2.2%, every year, and in FY2019, we achieved a 2.26% rate of employment.
In October 2016, Nabtesco Link Corporation, a Group company founded in July 2015, was approved by the Minister of Health, Labour and Welfare as a Specialized Subsidiary Company that is set forth in the Act on Promotion of the Employment of Persons with Disabilities.
Since then, Nabtesco Link has promoted the employment of persons with disabilities and made efforts to arrange the working environment to allow employees to work with a sense of purpose. In FY2017, Gifu Prefecture selected Nabtesco Link as one of the model employers for the employment of persons with disabilities in agriculture. The company continues to make a significant contribution to the Nabtesco Group’s corporate social responsibility (CSR).
The Nabtesco Group will continue its concerted efforts to hire persons with disabilities in order to promote employment in our operating regions.
We expect that each employee maintains their mental and physical health, enhances their quality of work, plays their roll at work while feeling a sense of fulfillment and satisfaction, and leads a satisfactory private life at home and in the community. We believe such a lifestyle will develop new values and concepts. Therefore, we have a wide spectrum of schemes in place to promote a healthy work-life balance. In 2016, we set up a special committee of labor and management that aimed to discuss and implement measures to contribute to work-life balance for higher productivity, diversified working styles, and appropriate control over work hours.
We recently introduced a teleworking system and satellite office working system to encourage our employees to flexibly choose the working time and workplace according to their lifestyle. We will actively participate in the campaigns led by outside organizations* to further promote the prevalence of the system, review it, and discuss more options in consideration of its use.
Today, businesses are required to handle more complex working time management with the popularization of mobile terminals and emergence of new working styles. In 2017, we developed a working time management handbook to standardize internal rules and consciousness. In 2019, we also implemented an e-learning program for the appropriate control of working hours for all directors and managers, with the goal of reaffirming the rules regarding the control of working hours. The IT-based monitoring function has been partially introduced and a system is being constructed to thoroughly control work hours based on objective recording and suppress excessively long work hours. Yearly working hours for individuals are specified in the labor-management agreement, and we are managing them appropriately.
In corporation with the labor union, we have established a specific numeric goal of 80% or more of paid annual leave taken based on compliance with the law (36 Agreement). The labor and management committee regularly monitored and found that the rate of paid annual leave taken by employees reached 81.0% (goal: 80%) in FY2019 after each employee was encouraged to take six days off during the planned annual leave taking periods of July, August, July, October, and November. Both the management and employees will continue to promote the use of paid annual leave to elevate the rate of use.
Regarding childcare and eldercare, in addition to the establishment of a leave system for when an employee's spouse is transferred, we created a childcare support handbook that summarizes childcare-related laws and internal systems to help employees understand the difficult systems in place and undertake necessary procedures more easily. In January 2016, we created a nursing care support handbook to explain the nursing care leave system, which allows employees to take leave repeatedly for up to a total of two years, as well as other support systems and consultation services to provide employees with alternatives to giving up their careers while committing to family responsibilities.
Nabtesco promotes labor management and related measures based on employee turnover data that details the reasons for leaving the company.
The graph on the right shows the rates of male and female employees that retired or resigned from Nabtesco. The rate of employees who resigned for personal reasons has remained at the 1% level, which shows that Nabtesco provides its employees with a good work environment.
We have no plans to implement wholesale layoffs or the encouragement of early retirement in FY2019.
| (1)Total number | Retirees among (1) | Those who resigned for reasons related to the company among (1) | Those who resigned for personal reasons among (1) | |
|---|---|---|---|---|
| Managers | 13 | 6 | 0 | 3 |
| General employees |
58 | 15 | 0 | 35 |
| Total | 71 | 21 | 0 | 38 |
| (1) Number of permanent employee |
Number of managers among (1) |
(2) Number of newly hired employee |
Number of new graduates among (2) |
|
|---|---|---|---|---|
| Male | 2,076 | 335 | 97 | 66 |
| Female | 215 | 4 | 9 | 4 |
| Total | 2,291 | 339 | 106 | 70 |
| Average age (age) | Average length of service (years) | Average annual income (1,000 yen) |
|---|---|---|
| 42.2 | 16.9 | 7,495 |
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