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Relationships with Employees

Development and effective use of human resources

Basic approach to human resource development

Our human resource development is based on the basic policy of realizing the NTN Corporate Philosophy through activities of human resources who grow as self-sustaining individuals, and aims to cultivate human resources who can achieve business objectives and swiftly respond to changes in the business environment.
To achieve this goal, we have adopted a basic policy for human resource development that aims to develop three types of human resources, namely: (i) Global, (ii) Self-support, and (iii) Creative. Our human resource development is generally explored through on-the-job training (OJT) based on the self-development of individuals and daily business activities. In addition to providing opportunities and various support systems to promote the training, we continuously implement systematic, well-planned and organizational training programs for employees as off-the-job-training (Off-JT) on an as-needed basis from a long-term perspective.

NTN training system

Management training

We conduct training for existing managers with the aim of utilizing diverse human resources to acquire the ability to conceive of workplaces and to formulate issues in order to enable their groups and sections to function as organizations, and reflecting this ability in organizational management of their own workplaces. With the promotion of work style reform that constrains working hours, accelerates business speed, and diversifies employees and employment patterns, the difficulty of management tasks that managers are required to perform is increasing. We are developing human resources capable of recognizing the impact of their own past management actions and designing an organizational structure that can produce results even in today’s rapidly changing environment.

Business simulation training

In order to ensure that new employees swiftly develop competitiveness, we conduct training that simulates possible problems in actual business operations prior to the official assignment. In the training, after learning about "having a purpose" and "perspective/viewpoint", which are important in performing work, they will acquire the behavior required of a business person by experiencing and dealing with simulated business troubles. In addition, by grasping their strengths and issues that are their weaknesses and thereby improving workplace practices, we are developing new employees who can thrive in their roles immediately even in an environment where business is becoming increasingly speedy.

Training for new employee trainers

New employees'trends change from year to year. Although trainers feel that the attributes of new employees are different from previous years, they do not know what specific methods of guidance and training should be used, and the existing method is used as in the past in some cases. Therefore, we are conducting training to ensure that organizations to which new employees are officially assigned work to develop them after understanding the current trend of new employees and the points to notice in developing them.
In the training course, after understanding the roles and capabilities required of new employee training staff, they learn specific methods of communication to resolve concerns and provide guidance.

Development of human resources with expertise in quality control

To improve employees'quality awareness, we provided a specialized quality education program, including "QC Basic Course" and "QC Advanced Course" to 150 employees during the fiscal year ended March 31, 2020. In our training, we provide quality education programs which renew the employees'awareness of the importance of quality by using educational materials showing past quality defects and cases of complaints.
In addition, a quality education program aiming for design development that prevents malfunctions is provided for design and technology divisions.

Online training programs

Graduate new employees participated in an introductory group training program for about a week after joining the Company. The training was held as an opportunity for new employees to interact with each other in conjunction and develop a mindset as a member of society and their ability to communicate in business situations. However, amid the spread of the new coronavirus, we stopped group training to prevent the risk of infection during travel and the 3 Cs, and implemented a conventional program in the form of online training. Our training program incorporates a large number of group work sessions, so it was initially uncertain whether the expected benefits of online training could be achieved. However, we were able to engage in active discussions and exchanges of opinions through the use of online group work functions.
On this occasion, we will review our existing training programs, divide them into online training programs and group training programs, and promote an approach to conducting training online.

Training structure

Implementation of online recruitment

In 2020, as part of our graduate recruitment campaign, we conducted a screening interview online to prevent the spread of the new coronavirus (COVID-19). All screening steps, including briefings on the Company, were carried out on the internet. As a result, we were able to secure the safety of selected students and our employees, as well as to reduce the burden on students who participate in screening from a long distance away. We also strive to secure opportunities for students to come into contact with NTN in all situations by utilizing the Web system in interviews with students before and after screening and in various recruitment events. In the future also, we will continue to secure human resources who support our business activities, through recruitment activities that take into account students participating in the screening process, while effectively utilizing the Web system in response to changes in the environment.

Diversity

Basic approach to diversity

The economic condition and social structure surrounding us have drastically and rapidly changed, including the shrinkage of the labor force and the new normal with COVID-19.
We are working on transformation for sustainable growth, and one of the important strategies toward this transformation is promotion of diversity.
By combining these diverse values and creating flexible ideas, we will accelerate "transformation." It is necessary to create a workplace environment in which a variety of people, irrespective of nationality, culture, gender, age, or disability, can create better ideas based on open-minded thinking, and each and every employee can be proud of the company and demonstrate his or her abilities to the fullest. To support this, we are promoting work style reform, such as the introduction of remote work and a job-return scheme, in response to the diversification of lifestyles and work styles.
We will realize our corporate philosophy, "We shall contribute to international society through creating new technologies and developing new products" by promoting diversity.

Encouraging women in the workplace

Promotion of female managers

In order for us to continue to grow, it is essential to create a workplace that promotes diversity and generates innovative ideas. One of the themes for achieving this goal is to promote the active participation of women and promote the appointment of female managers.
To prepare for the planned appointment of female managers, we are working to develop skills of female manager candidates through seminars. First, we hold "encouragement seminars" and "next-leader training" in order to make career upgrades easier to imagine for supervisor classes.

Rend of female managers and supervisors at NTN (employees belonging to NTN) (As of April 1)

rend of female managers and supervisors at NTN

Recruitment activities

Percentage of Hired Female Graduates

Percentage of Hired Female Graduates

Balancing work and childcare

We were certified by the Ministry of Health, Labor and Welfare as a company supporting child-rearing, and obtained the next-generation certification mark Kurumin. Kurumin is granted to companies that have formulated a general business operator’s action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children and have achieved relevant targets and met certain criteria. We have formulated an action plan that incorporates measures to establish an in-house information system for employees on childcare leave, encourage men to take childcare leave, and have implemented childcare-supporting measures. In addition, we promoted initiatives to achieve a work-life balance that extend to employees who do not engage in child-rearing. For example, promoting the use of paid leave, and establishing a rehiring system for employees who left their job due to a life event which is not limited to childbirth and childrearing. As a result, we were able to obtain this certification.

The

The "Kurumin" certification logo

Next Generation Development Promotion Seminar Targeting Male Employees Engaging in Child-rearing

Next Generation Development Promotion
Seminar Targeting Male Employees Engaging in Child-rearing

Promotion of employment of persons with disabilities

As a workplace where people with disabilities can take the lead and work safely, we have established three "Dream Workshops" at Kuwana, Iwata and Okayama Works. In addition, we are working to create a comfortable working environment for people with disabilities, such as by promoting barrier-free workplaces.
"Collaboration" is being promoted in every workplace, as the manufacturing sites and the administrative divisions also utilize the strengths of a variety of people and encourage them to play an active role.

Work scene at the Dream Workshops

Work scene at the Dream Workshops

Expansion of employment of elderly employees

Under the circumstances of the decreasing birthrate and aging population in Japan, we are working to encourage experienced employees to take an active role as important workers. After an employee reaches the retirement age of 60, we are reviewing our treatment of the employee so that we can create an environment where experienced employees can take advantage of their careers and raise their motivation.
In comprehensive consideration of their career experience, skills, workplaces, etc., employees of any of our domestic group companies can continue to work. Under this system, 84% of all the employees that reached the mandatory retirement age in fiscal year 2019 were re-employed, and the re-employment rate remained high as in the previous year.

Creating a Comfortable Workplace

Human Rights Policy

In order to further promote human rights initiatives, we have formulated a Human Rights Policy in which all Group employees share a common sense of values related to human rights and which serves as the basis for their day-to-day activities and business activities.
Based on the Human Rights Policy, we will address human rights issues which are gaining more and more global attention, as exemplified by the Sustainable Development Goals (SDGs) and the UK's Modern Slavery Act, and fulfill our corporate responsibility for respecting human rights.

Outline of Human Rights Policy

Based on the following three basic principles, we have formulated the Human Rights Policy pursuant to our Management Policy:

  1. NTN will respect internationally-recognized human rights.
  2. NTN will not violate the human rights of others.
  3. NTN will respond appropriately to any negative impacts its business activities may have on human rights.

Promotion of work style reform

We have promoted a work style reform which enables all employees to find their work rewarding, fulfill operational responsibilities, and comfortably lead their lives in society with harmony and peace of mind. We thoroughly manage working hours and introduce no overtime days, flextime, and an interval system to enable each employee to work efficiently. In addition, we have also worked on the reform of personnel systems, such as introducing systems responding to various types of career paths and life events (e.g. childcare and long-term care), to provide opportunities for many employees to take an active role.

Realize diverse work styles

Promotion of remote work

We participated in TELEWORK DAYS 2019, an initiative taken by MIC, METI and other organizations to encourage companies across Japan to conduct telework.
From April 2020, to prevent the spread of the new coronavirus (COVID-19), we have promoted telecommuting initiative and staggered working hours for employees, which mainly uses public transportation, and are implementing measures prioritizing ensure the health and safety of employees.

NTN Job Return Scheme

We have a rehiring system for employees who left their jobs due to life events, such as marriage, childbirth, childcare, long-term care, career development opportunities (studying abroad, job change, etc.) and spouse's job relocation. Through this approach, we promote work-life balance as well as the development of an environment where employees can make the most of their experience, knowledge, and expertise acquired in the Company or other companies after leaving the Company.
Thus far, three people have returned to work using the job return scheme.

Enhanced lineup of employee leave programs

We provide maternity, childcare, and long-term care leave programs which are developed well beyond the legally mandated standards. Such approach leads to a system which allows many employees to continue their careers without suspension.
For example, the system of shortened working hours for childcare expands its scope to those who raise children who are in the third grade of elementary school or younger, and introduces staggered working hours due to childcare in Tokyo and Osaka. Such initiatives are far beyond the legally mandated standards.
We are not only working to develop such a system, but also putting our heart into making the system become vitalized and convenient for employees. We are also trying to create an office culture where employees can make full use of the system.

High rate of taking annual paid leave

Our initiative to promote the taking of annual paid leave started in the 1980s. Under the original keywords of "comfort and prosperity," we have worked on the realization of work-life balance. We have maintained a high average utilization rate of annual paid leave, exceeding over 80% for over 25 years. Now we are aiming at a higher level, working to develop multi-skilled employees, conduct proactive job rotation, and cultivate a workplace atmosphere which encourages employees to take annual paid leave.

Trend of annual paid leave utilization rate

Trend of annual paid leave utilization rate

Introduction of RPA

As the declining birthrate and aging population progresses, a decrease in the workforce is unavoidable in Japanese society. Therefore, improving productivity per employee is a major issue.
In order to achieve sustainable growth amid this environment, it is essential to promote work style reform to improve productivity and enhance business performance more than ever before.
As part of this effort, we are working to reform the operations of back-office departments (BPR) through the rebuilding of our core systems.
In particular, we are working to improve time-efficiency and make a shift to high-value-added operations by automating manual working through the use of Robotic Process Automation and the standardization of company-wide operations, such as payroll processing and slip processing operations that are common to each division.
We will position RPA as a sub-system to our core system, and by having RPA handle simple tasks that cannot be streamlined by the core system, such as data uploading and downloading, and data conversion and automated reading via OCR, we will improve, streamline and standardize the entire business process, thereby realizing the work style reform.

* BPR(Business Process Re-engineering):Fundamental redesign (operational reform) of existing operations, business flow, organizational structure, and business rules

Creating a Safety Workplace

Safety and Health Basic Policy

Creating a workplace environment where everyone in the NTN Group can work actively, safely and healthily is the foundation of our management and the most important value that takes priority over all business activities. In order to demonstrate that to our employees, stockholders, customers, business partners and others, thereby heightening safety awareness among each one of our employees and throughout the entire organization, and further raising our corporate value, we have formulated the Safety and Health Basic Policy.

Outline of Safety and Health Basic Policy

Based on the following six basic principles, we have formulated the Safety and Health Basic Policy pursuant to our Management Policy.

  1. Compliance with laws and regulations
  2. Promotion of continuous improvement through the operation of an occupational safety and health management system
  3. Elimination and reduction of hazardous/harmful risks
  4. Promotion of employee education and training
  5. Maintenance and promotion of mental and physical health
  6. Creating a safety culture

Development of framework supporting safety and health

We work to further strengthen the management of the natural environment, and occupational safety and health in order to improve the effectiveness of the Group, by promoting integrated management of the natural environment, health and safety, which are gaining more and more attention globally.
We promote the development of a workplace with no occupational accidents, under the global safety management structure where President/CEO serves as chief director, the officer in charge as general manager of corporate safety and health, and the corporate general manager of each headquarters in Japan and the general manager of each overseas region as managers.
Occupational accident data is shared by domestic and overseas plants using a database. In particular, in the event of a serious accident, we implement measures throughout the Group, including our overseas affiliates, to unify safety standards.
By June 2019, we had acquired certification for occupational safety and health management systems (JISQ45100/ ISO45001*1) at our main domestic plants. For our affiliated companies as well, we have begun to acquire management systems according to their sizes, and have completed the acquisition of OSHMS*2 certification for two companies. We will proceed with the acquisition of certification for other group companies.
Protecting the safety and well-being of not only our employees but also everyone working in the Group, we strive to maintain compliance with laws and regulations and to continuously improve our safety and health standards.

*1 JISQ45100 is a Japanese standard with Japanese requirements added to ISO45001, which is an international standard for occupational safety and health management systems

*2 OSHMS is a Japanese standard in compliance with MHLW's "Guidelines on Occupational Safety and Health Management Systems (OSHMS Guidelines)"

Personnel training to improve safety

We train several risk prediction trainers for each plant. They will provide risk prediction training for the operators at every workplace in their plants so that they will not take or allow unsafe actions. In addition, we work to prevent human errors by providing training designed to improve social skills in every workplace, with the aim of developing human resources with social skills such as situational awareness, decision-making, communication, and leadership, which cannot be covered through systems or knowledge alone.

Development of machines in pursuit of fundamental safety

We conduct risk assessments (RA) and implement safety measures when equipment is first installed, when a certain period of time has elapsed after the installation, when equipment or operations are changed, when safety patrols reveal problems, or when near-miss incidents occur.
We train RA trainers and raise the RA level in order to estimate and assess risks appropriately. To deal with risks that have emerged in RAs, we implement safety measures using engineering measures, such as safety covers and interlocks, in addition to intrinsic measures by reviewing operations. Furthermore, we consider risk reduction by means of managerial measures (procedures, rules, etc.) and protective equipment.
Remaining risks are recorded in the residual risk management sheet in accordance with the unified company-wide residual risk management operation. Based on this, stickers indicating residual risk levels are affixed to the equipment for visualization. Furthermore, training on the residual risk of the equipment is provided to operators to make sure that they know where the hazardous risk lies.

Approach to Kenko Keiei (health management)

In view of the fact that proactive efforts to maintain and promote the health of employees are important management factors that will affect the sustainable growth of the Company, we promote various measures to realize an employee-friendly workplace environment where each employee can perform at their full potential, in cooperation with the health insurance association.

Moreover, in recognition of our efforts, we were certified as a “White 500”, the top 500 corporations in “Health and Productivity Management Organization 2021 Large enterprise category”, as a company that practices better health management by the Ministry of Economy, Trade and Industry and the Japan Health Council.

Logo of “Health and Productivity Management Organization 2021 Large enterprise category (White 500)”

Logo of “Health and Productivity Management Organization 2021
Large enterprise category (White 500)”

Kenko Keiei (health management) is a registered trademark of the NPO Health Management Research Association.

Concrete measures

Enhancement of healthy working atmosphere

  • Promotion of work-life balance, and avoidance of long working hours
  • Further promotion of active communication in the workplace
  • Initiatives to promote balancing work and treatment of disease

Enhancement of mental health

  • Improvement of workplace environment based on the results of stress checks
  • Improvement of workplace environment based on the results of stre
  • Prevention of mental illness with self-care and care by

Enhancement of physical health

  • Appropriate health guidance and improvement of lifestyle based on the results of medical checkups
  • Steady implementation of data health plans in cooperation with the health insurance association
  • Improvement of the participation rate of medical checkups for employees'spouses

Measures for prevention of second-hand smoking

Since 2004, we have discontinued smoking during working hours at our head office and sales offices. Our other facilities have also successively ceased smoking during their working hours, and all domestic facilities are now no longer smoking during their working hours.
In 2008, we launched a “Non smoking challenge system” in cooperation with the NTN Health Insurance Society and the entire head office building. In 2020, we eliminated indoor smoking areas and relocated them outdoors. In these ways, we have been working to protect Employees from smoking-related health risks.
As a result of these efforts, the smoking rate is trending downward year by year, but with the aim of reducing the smoking rate of Employees to 20% by 2023, we issued the “NTN Non smoking Declaration.” We will continue to promote initiatives to reduce the health risk of smoking, including passive smoking.

NTN Non Smoking declaration

Trend in smoking rate of NTN

Measures against the new coronavirus

The Central Headquarters has been established to respond swiftly to the new coronavirus, and Japanese and overseas business sites are promoting measures to protect the health of employees. To eliminate concerns about employees and overcome the crisis caused by the coronavirus, President Ohkubo (at that time) sent a message to all employees.
In addition, we provide support both in Japan and overseas, including the provision of masks and face shields to government bodies and local residents.

Sports Yell Company

As our various sports-related measures for employees have been recognized by the Sports Agency, we were certified as a Sports Yell Company for fiscal year 2019, or a company that is actively engaged in promoting the health of its employees. Going forward, we will continue to strive to create a comfortable work environment where each and every employee can maximize their capabilities through sports-related initiatives and measures to promote employees'health.

Dialogue between President and employees

In fiscal year 2018, we held dialogues between President and employees at our head office. In fiscal year 2019, we held these dialogues at various sites in Japan and offices in the Americas, with the combined total of participating employees at all venues being approximately 170.

Dialog that participants exchanged their opinions frankly

Dialog that participants exchanged their opinions frankly Dialog that participants exchanged their opinions frankly