Relationships with Employees

Safety and Health Basic Policy

Ensuring the safety and health of all people working in the Group is the essential value that takes precedence over all business activities as the foundation of management, and based on this fundamental stance, we aim to “realizing a workplace where employees can work safely and healthily.”
We have established our Safety and Health Basic Policy, with the following six items as its basic principles.
By presenting the policy to employees, shareholders, customers, business partners, etc., we will raise the safety awareness of our employees and organization and further increase the corporate value.

Safety and health efforts

Under the Safety and Health Basic Policy, we will promote our safety and health activities, with the following three efforts as the pillars:

■3 pillars of priority measures

Nurturing strong safety consciousness

NTN Group provides training in risk prediction (in Japanese kiken yochi - KY) to improve the risk awareness of employees. By implementing learner-centered risk awareness training on a workplace-by-workplace basis, we aim to increase risk awareness and prevent workplace accidents.
Similarly, we provide risk assessment (RA) training of trainers. Through trainees’ participation in RA back in their own workplaces, thematic RA in its original sense (prevention of serious injuries and accidents) is carried out. We are also enabling a more open working environment to facilitate giving and receiving advice, thereby removing human error as a factor, strengthening the role of supervisors and safety representatives, digitalizing and beefing up TBM.

Intrinsic safety equipment

We continuously conduct risk assessment of equipment and operations to reduce manifest and latent risks. In addition to engineering safety measures such as safety covers and interlocks, we also ensure the safety of equipment and operations with supervisory measures such as procedure manuals and rules, as well as wearing of protective equipment. Remaining risks are recorded in the residual risk management sheet in accordance with the unified company-wide residual risk management operation. On this basis, stickers indicating residual risk levels are placed on equipment as a visual reminder. Furthermore, training on the residual risk of equipment is provided for operators to make sure that they know where the hazards lie.

Creating structures to support safety

NTN Group is promoting the introduction of an occupational health and safety management system to create a structure that supports safety in the Group. We will strive to comply with laws and regulations and improve health and safety by continuously implementing our management system and PDCA cycle. All of our manufacturing sites have completed international standard ISO 45001^*1 certification. Among our 16 manufacturing affiliates in Japan, two companies have acquired ISO 45001 certification, eight have acquired JISHA OSHMS certification^*2, and four have acquired GSC certification^*3 for safety assessment. Two affiliates are in the process of acquiring GSC certification. Five overseas affiliates have also acquired ISO 45001 certification.
Should any workplace accident occur, the information is shared via an occupational accident report across the entire company, including the conditions under which the accident happened and steps taken. If an accident requiring absence occurs, or multiple accidents occur in the same workplace (section) within a same fiscal year, a safety audit is conducted to prevent further accidents by personnel in charge of safety at other sites.
Safety activities at the workplace are checked on-site as to the effectiveness of its safety management structure.
Regarding any occupational accident that has occurred, considering the reasons why the victim took the actions leading to the accident, as well as the root cause, guidance is provided on further countermeasures.

1. ISO 45001 : International standards for occupational health and safety management systems
2. JISHA OSHMS : Japanese standard in compliance with the MHLW’s “Guidelines on Occupational Safety and Health Management Systems” (OSHMS Guidelines)
3. GSC : The Japanese Ministry of Health, Labour and Welfare’s project for assessing occupational safety and health of small and medium-sized business sites (Good Safety Company)

Create a safe and secure workplace

Enhance measures against fires, natural disasters, etc.

With the top priority on ensuring the safety of employees, we conduct annual general disaster drills against fires, earthquakes, etc. at each site, as well as regular independent training.
Risk surveys are also carried out regularly at manufacturing sites by risk consulting firms. Our measures have been enhanced further by receiving objective assessment of how software and hardware measures have been taken against fires, natural disasters, etc.
In Japan, we have introduced a system for confirming the safety of employees following disasters. In addition, we conduct company-wide registration training annually and site-specific training as necessary to build a framework that enables us to confirm safety immediately even in case of an emergency.

NTN Health Declaration and NTN Non Smoking Declaration

NTN Group recognizes that the health of its employees and their families is the base on which the Group will grow sustainably. Based on our Safety and Health Basic Policy, as part of our strategic investment for health stance, we have promulgated a Health Declaration and are promoting various measures to promote workplace health, mental health and physical health.
We have also made a Non Smoking Declaration and are working to promote actions to reduce the health risks of smoking, including passive smoking.

＊Kenko Keiei is a registered trademark of the NPO Health Management Research Association.

Recognized as a “Certified KENKO Investment for Health Outstanding Organization in the Large Enterprise Category (White 500)” for the fourth consecutive year

NTN Group has been recognized as a “Certified KENKO Investment for Health Outstanding Organization 2024 in the Large Enterprise Category (White 500)”, which is selected jointly by the Ministry of Economy, Trade, and Industry and the Nippon Kenko Kaigi. This is our fourth consecutive year of certification.
The Certified KENKO Investment for Health Outstanding Organizations Recognition Program is a system for recognizing companies that practice particularly excellent health and productivity management. Out of 2,988 certified corporations this year, the top 500 achieved “White 500” status, including NTN Group.

■Certification mark of a Certified KENKO Investment for Health Outstanding Organization (White 500)

History of Kenko Keiei (health and productivity management)

NTN has maintained the philosophy of safety and health since our founding, and been engaged in health management actively for a long time under our Safety and Health Basic Policy.
More specifically, with regard to physical health, we have provided, together with the NTN health insurance society, physical fitness measurement, exercise guidance, health education, etc. for all employees since 1985. As measures for mental health, we have conducted interviews for all employees using industrial counselors since 2002 and added brief items to check work-related stress to our living condition survey (health check sheet) in 2003. This proves our active involvement in self-care-focused initiatives from early on, according to the mental health guidelines. Against passive smoking, we have taken measures since 2004.
As measures to balance work and life, we have aimed to improve the rate of paid leave taking since the 1980s, in collaboration also with the labor union, and the average rate is maintained over 80% at present.
These health management initiatives have been published widely in an article on “advancing health and productivity management” by Nikkan Kogyo Shimbun on March 30, 2022 and a supplier interview by Doctor Trust Co., Ltd.

Supporting business partner investment for health

Case studies of investment for health at NTN

Toward realizing NTN’s vision of a sustainable “NAMERAKA Society,” and as a leading company in the promotion of investment for health, NTN is advancing initiatives toward promoting and expanding investment for health not only within the Company, but also among our business partners. As a part of that, we provide business partners with information on investment for health and case studies of initiatives undertaken by our Company.

■Presenting investment for health to business partners

■A policy briefing for business partners

Joint participation in an investment for health seminar

Joint seminars are held with the goal of promoting investment for health among our business partners.
Since enormous damage is caused by disasters such as typhoons and torrential rains almost every year, a “Remote Disaster Prevention Seminar” was held this year from the viewpoint of BCP with the aim of providing information about the impact on business activities in the event of an emergency, preparing for natural disasters, and imparting knowledge and skills in first aid (cardiopulmonary resuscitation and AED) in the event of an injury.

■Remote Disaster Prevention attraction

Passive smoking prevention measures

Preventing passive smoking

NTN no tabacco day, Non-smoking call-out activities

NTN Group has been working to prevent passive smoking more proactively than in the past. In 2004, we began to ban smoking during working hours at headquarters and sales offices, and in 2020 we abolished indoor smoking areas, Since 2022, in conjunction with World No Tobacco Day on May 31 and National Occupational Health Week in October, a Non-smoking call-out activities has been conducted at our business sites nationwide, with “Non Smoking Express” leaflets distributed containing information on smoking risks.
Also beginning in FY2022 was NTN No tabacco day. This heralds measures to protect employees from the health risks of smoking, with actions to discourage smoking all day, including outside of commuting and working hours, such as awareness-raising notifications to staff computers and placement of no-smoking posters in smoking areas.

■Non-smoking express, an awareness-raising no tabacco day poster

Smoking cessation approach to smokers

Non smoking challenge system, online smoking cessation program, non smoking supporter system

NTN Group has various initiatives in place to quit smoking. We have introduced the Non smoking challenge system (2008), a smoking cessation support system in which the company partially subsidizes the cost of smoking cessation aids, and the “Online Smoking Cessation Program” (2021), which gives employees to the opportunity to consult with specialist staff by email or chat.
In addition, we have introduced a “non smoking supporter system” in which non-smoking employees support those trying to give up smoking, creating an environment in which smokers and non-smokers can work together toward quitting the habit.

■NTN smoking rates

Quit smoking campaigns through life events such as weddings and childbirth

Since the health damage caused by smoking extends not only to smokers but also to their families in the form of passive smoking, the Group conducts educational outreach to employees - all such employees, regardless of whether smokers or non-smokers - who have just married or given birth about the health hazards of smoking.
In addition, employees and dependent spouses who have just married or given birth can participate in the online smoking cessation program at no cost, and we provide support to quit smoking to employees and their families.

■Guide distributed to employees

Mental health support

Stronger support for return to work

For a long time, NTN Group has been working to prevent mental health issues or address issues promptly once they arise and since 2000, has supported employees’ return to work after taking leave for mental health reasons by creating a more accommodating working environment. In 2021, the “private medical leave reinstatement manual” established a procedure for returning to work and employees are informed of this.

■A reinstatement meeting

Enhanced pastoral care^＊

We converted line care training for section and department managers from conventional face-to-face training to online training. In addition, we have made this line care training available for all managers, including those in domestic affiliated companies, and shared our policies on health management and mental health throughout the company.

＊Training for line managers to learn about mental health to prevent mental disorders of their subordinates.

■Scene of line care training

Remote work

Health management for remote workers

The remote work program was introduced in 2019. Since 2020, NTN Group has conducted a survey of headquarters and sales offices to understand the health status of remote workers.
The results show that both men and women suffer from stiff shoulders, tired eyes and sore backs, so we have been proactively encouraging employees to take adequate exercise such as issuing information from the health center and subsidizing sports club fees. The Group will be rolling out initiatives to improve employee lifestyle and exercise habits and prevent future mental and physical health issues among staff working from home.

■Results of remote worker health survey

■Pamphlets distributed to employees

Initiatives to improve employee lifestyle and exercise habits

Improving lifestyle habits

As an initiative to lower the risk of future lifestyle disease, young employees are encouraged to improve their exercise and lifestyle habits. This fiscal year, a webinar about better diet was held for staff under the age of 40 who work at headquarters or sales offices. The content covered the approach to basic nutritional balance and aspects that could be immediately incorporated into daily life such as food choices that promote focus and productivity. We will continue to encourage lifestyle habit improvement in future, be it diet or other aspects.

Recognized as a bronze Sports Yell Company

NTN Group is a company that proactively runs sport in order to promote the health of employees and has been recognized by the Japan Sports Agency as a “Sports Yell Company 2024.” This year we achieved bronze status, as a company reaching 5-6 consecutive years of recognition.
In an effort to revive interest in sport and exercise among staff, a range of company sports clubs have been established (athletics, skiing, volleyball, tennis, futsal and more). In line with the reclassification of COVID-19 to a Class 5 disease under the Infectious Diseases Act, events are being progressively restarted to overcome lack of exercise among employees such as the first NTN inter-office tennis tournament in four years, factory softball tournaments and hiking tours.

Improving health literacy

Women’s health e-learning

As part of our investment for health initiative, NTN Group conducts e-learning on the topic of working women’s health with the goal of increasing employee health literacy, in order to ensure a workplace where everyone can work while enjoying good health.
Many people have difficulty balancing work with fertility treatment. This year, a topic of the course was “fertility treatment” in order to increase understanding of the subject in the workplace (97.0% attendance rate in FY2023).

Online AED seminar

Since 2008, we have been carrying out training to protect the lives and safety of our employees. In these sessions, many employees, including many from our affiliates around Japan, learn about responding to emergencies in the workplace, including knowledge of first aid and how to use AEDs. Looking ahead, we will continue to hold these sessions on a regular basis, including National Occupational Health Week in October.

■Scene of AED seminar

Basic approach to human resource development

NTN Group is working on specific initiatives to realize two out of the five pillars of our human resources strategy, namely, “securing human resources who will lead the next generation to take on the challenge of transformation” and “fostering a culture of learning and development in the workplace.” As our basic policy for human resource development to enable “prosperous human development” toward realizing the “NAMERAKA Society” described in the Medium-term Management Plan, we aim to foster three characteristics: (1) competence on the global stage, (2) independence as individuals, and (3) creativity. Our human resource development is based on individual self-directed learning and on-the-job training (OJT). In addition to providing opportunities and various assistance programs to promote this, we offer various types of rank-based, specialty-based, and issue-based training as Off-JT*, as necessary, with a long-term perspective and in a systematic, planned and organized manner, adapted to meet the needs of the times.

＊Training and development outside the workplace.

NTN’s human resource development system

To foster a culture of learning and development in the workplace, our programs develop personnel who “can think and act by themselves” among all ranks. To achieve growth in our businesses for the next 100 years, it is vital for us to train staff who can work successfully not only in Japan but also overseas. To develop global professionals, NTN provides English-only training (global business skill training) for young employees, runs overseas exchange programs and a scholarship system as well. We also strive to increase the awareness, knowledge, and competence of all employees by providing enriching corporate and technical seminars through in-house e-learning. We have also introduced a program for improving business skills in which younger employees can voluntarily take part. In terms of systems, we have established an in-house recruitment system to promote employee career autonomy and been engaged in capacity building according to the skills and career plans of individual employees. Meanwhile, to promote the use of data and digital technologies, we offer AI and data literacy courses in which learners study methods for solving business issues and driving organizational innovation. These courses increase the number of staff with digital literacy and their level of AI literacy and data analysis. In addition to training for new managers, we offer training to managers with a certain number of years of experience (training for existing managers) to improve their ability to evaluate performance and lead teams. The NTN Next Leader Program is also run to find and develop the next generation of business leaders.

■Training system

Development of business leaders

In addition to our existing training for managers, we offer the NTN Next Leader Program (basic course/intermediate course) for young managers with the aim of broadening the field of candidates for next-generation management, able to make decisions on management issues from a long-term perspective.
The curriculum is designed to impart the thinking and knowledge required for management in a systematic way, with a focus in the basic course, which is only available to selected personnel, on “reinterpreting from the managerial viewpoint and taking a wider view.” The intermediate course is focused on “developing the capacity for strategic planning and organizational reform in the long term.”
Harnessing everything learned since the start of the basic course, issues are identified from all departments, change proposals summarized and opportunities provided for course participants to present these to management. We have also introduced a succession plan through selection of executive officer candidates. These measures enable us to find management candidates at an early stage and develop them in a planned manner.

Establishing a career support system

NTN Group is developing a career support system to provide opportunities for employees to independently evaluate their careers over the medium- to long-term, based on current economic and social conditions. Career-focused training is provided to staff young and old across a broad range of ages. By promoting increased staff engagement and motivation, the organization is revitalized, turnover reduced and performance enhanced, leading to sustainable growth of the company. In addition, career counseling is provided to support career training, and career support training is being given to both employees and managers, improving relationships between staff and managers, helping participants to better reconsider their current roles. Furthermore, a JR (job rotation) program is in place. In future, a Group-wide career support system will be established to achieve the continuous growth of both employees and the company.

Create a workplace to enhance employee engagement

Fair evaluation and treatment

NTN has introduced a personnel evaluation system to further vitalize our employees and improve the management efficiency by evaluating the achievement of business targets, the contribution in businesses, and the performance of jobs in a certain period, reflecting them properly in salary increase, bonus, promotion/experience-based promotion, education, training, etc., implementing a fair personnel management, and raising the job performance of evaluatees to promote our businesses.
To ensure a proper operation of this system, we provide evaluator training every year. We also make sure that the system for reflecting the results of personnel evaluation in employees’ treatment is well known and that evaluation will lead to human resource development.

Realize a variety of work styles

We have created the conditions for diverse employees to succeed by introducing remote working and a flexitime system, bringing flexibility to hours and location of work. To ensure that child or aged care does not hinder career advancement, our handbook explains the childcare/aged care leave system in clear terms and the system is being publicized to employees. For managers, we are also creating a new WLB course so that they can fulfill both child or aged care as well as their managerial job and apply for a reduced work schedule or flexitime.
In addition to these programs for current employees, we have also introduced the “NTN job return system” that enables former employees who have left the company due to marriage, childbirth, fertility treatment, aged care or career advancement to come back to the company, creating an environment in which they can harness the experience, knowledge, and know-how they built up while working in the company and after leaving.
We will continue to develop a work environment that empowers the success of employees with a diverse range of work styles.

Promote RPA use

In a Japanese society where the decreasing labor force is unavoidable due to the declining birthrate and aging population, enhancement of productivity per person is becoming a major issue.
To achieve a sustainable growth under such circumstances, we are required to further improve the productivity and promote work style reforms to generate higher business outcomes.
With the aims of responding to computerization being promoted inside and outside the company and improving the efficiency through automation of routine jobs, we have continuously utilized various digital tools such as RPA (Robotic Process Automation), while promoting business reforms, combined with standardization of work processes, for back-office jobs such as payroll calculation and slip processing.
In the future, we will develop an environment that will enable us to respond flexibly to changes in the environment surrounding us, which will lead to a higher competitiveness and realization of work style reforms, by promoting further paperless business information and automation of routine jobs and reviewing the business operation system at the company-wide level, in order to promote proposal and materialization of new work styles, based on the assumption of teleworking.

Implement employee engagement survey

To achieve sustainable enhancement of corporate competitiveness, we believe that it is important to create an open workplace in which each employee’s abilities are utilized and treated fairly, as well as a good relationship of trust and communication between supervisors, subordinates, and employees. We are working to improve employee engagement.
In order to enhance the effectiveness of our initiatives, we conduct an engagement survey to gauge the thoughts and feelings of our employees and their expectations for the company. Based on the survey result, we also conduct activities to improve workplace issues in department units, activate workplace communication through one-on-one meetings, and work to develop an environment in which each employee has a good reliable relationship with each other.
Through the development of personnel measures to improve employee engagement (such as revision of the managerial personnel system), implementation of workplace improvement activities, measures to reform working styles, and initiatives linked to the promotion of health and productivity management, we will realize the “good working environment” and “motivation” of each and every employee.

Online seminars

In response to a request by employees made at a town hall meeting in 2023, an online seminar was held for employees with concerns about their careers resulting from life events such as having children and aged care. With regard to balancing work with childcare or aged care, and concerns about future career paths and plans, participants were able to share thoughts with each other that they would not normally, making this an opportunity for empathy as well as important information.
In addition to career education, we are supporting career development in consultation with employees.

Basic approach to diversity, equity and inclusion

Our group is working to “creating a rewarding environment that respects the diversity of employees” in which a variety of human resources, regardless of nationality, culture, gender, age, or disability, can freely contribute better ideas and maximize their abilities. More specifically, we are working to further secure human resources having various career backgrounds by increasing employment of midcareer workers and maintain environments and systems that enable us to actively promote diverse human resources to positions of responsibility at domestic and overseas business sites.
We will respect and recognize diverse values, and integrate them to create an organization that generates flexible ideas. While continuing to grow in a sustainable manner, we will realize our company’s philosophy of “We shall contribute to international society through creating new technologies and developing new products.”

Promote women’s advancement

The female career promotion

One of the biggest challenges in achieving diversity is promoting female careers and closing the gender gap.
Currently, the percentage of female managers in our group is 16.8% globally, 4.0% in Japan, and 4.5% at NTN alone, revealing a lower level in Japan than overseas. In order for women to participate in important decision-making in positions of responsibility, and to create innovation based on diverse opinions and flexible thinking, we have introduced career training by age group and will systematically provide training to help women develop in their careers. By also establishing the new WLB course that also allows managers to work shorter hours or access flexitime, women will be able to balance a managerial role with any childcare or aged care commitments they face. In addition to fostering women’s awareness and developing their abilities, we will work to change attitudes among all staff and further support the professional lives of women.

■Trend in the number of female managers and supervisors at NTN (employees belonging to NTN)/As of April 1

Balance childcare and work

Received a “Platinum Kurumin” certification as a child-rearing support company

We were granted a “Platinum Kurumin” certification in October 2022 for our high level of supportive initiatives related to employees’ child-rearing.
For employees in childcare, irrespective of their gender, we distribute a maternity/childcare leave handbook that summarizes laws and in-house systems related to childcare, from detection of pregnancy to maternity leave, childcare leave, and reinstatement, to make those systems known within the company. As a program for managers, we distribute a childcare support book designed for managers to deepen their understanding of childbirth and childcare and maintain an environment in which employees facing childbirth and childcare can demonstrate their maximum performance. In addition, we provide a childcare boss handbook designed for managers to develop an environment in which diverse human resources, such as those in child and other family care, can work sufficiently successfully and raise awareness for helping subordinates balance work and private life.

Encourage men to take childcare leave

Measures to encourage male employees to take childcare leave include e-learning for understanding of the childcare leave system and holding “childcare training for everyone” to teach the importance of men caring for their infants and children.
As a result of these efforts, the percentage of male employees taking childcare leave in FY2023 increased to 62.9% from 37.2% in FY2022.

Promote advancement of senior employees

To harness the careers of veteran employees reaching retirement age, work spaces are being redeveloped and working conditions reviewed in order to boost motivation.
For those in their late fifties not yet at retirement age, we run career training to assist them with making individual choices and decisions on their preferred ways of living and working.
After retirement, we also allow employees to continue working at all group companies in Japan, taking into general consideration their previous careers, acquired skills, place of work, etc. With these systems, the rate of re-employment after retirement among those reaching retirement in FY2023 was 83.9%, a high rate of re-employment as seen the year before.

Promote employment of persons with disabilities

As part of developing a diverse organization in which everyone can succeed, we actively promote employment of persons with disabilities. Persons with disabilities work with us at a range of factories and offices leveraging their unique skills. In addition, dedicated workplaces called “Yume Kobo (dream factory)” have been opened in which persons with disabilities can take the lead, at Kuwana, Iwata and Okayama, which contributes to local employment. We are also working to establish settings in which persons with disabilities can work safely and easily, including barrier-free. The rate of employment of persons with disabilities was 2.57% in FY2023 as a result of proactive hiring and retention measures.

Promote success of foreign human resources

Employment of foreign students

NTN actively employs foreign students having diverse values and high competence, irrespective of their nationality. These students, with cultural backgrounds different from those in Japan, are working successfully at various workplaces, through their unique viewpoints and ideas.