The Nitto Group considers talent to be our most valuable asset.
For this reason, we think of recruitment and development of talent as a key sustainability issue indispensable for improving the management quality of value co-creation, and we are developing "Nitto Person" who can practice The Nitto Way on a global scale.
Here we introduce each of these efforts.
We seek people with a spirit of challenging themselves to lead global and progressive initiatives.
Based on the medium-term management plan, we are carrying out recruitment activities in a way that aligns with our management and business strategies.
To help new employees quickly become accustomed to working at Nitto, our in-house career advisors conduct interviews for new graduates and mid-career hires who have been with the company for one to three years as first-time employees.
For over 30 years, senior employees have served as mentors for new graduates, providing them with one-on-one training over a period of one year.
Through these measures, we will continue to actively support the careers of newly hired employees.
Since 2009, we have implemented the Welcome Home Plan to facilitate the return of employees who have decided to leave the company due to life events such as marriage, childbirth, nursing care, or a spouse's transfer overseas.
In 2011, we launched Nitto Global Business Academy with the aim of developing future global management executives. In order to achieve sustainable growth, we have established a curriculum that is adapted to the needs of the times to identify outstanding talents from across the globe and train them to become leaders who can anticipate and deliver changes. Selected members are taking the course every year, it has contributed to expanding the business and business earnings while continuing to produce a large number of graduates to date and to train talent who would be future global management executives.
We provide 360-degree surveys and leadership training to develop managers who can effectively communicate Nitto's direction and leverage team strengths to outline and overcome challenges.
In addition to learning where they are in their leadership abilities from the annual 360-degree survey, participants also learn how to approach their teams and be a leader through a leadership training program. We will continue to strive to develop leaders who can continue to create Nitto's innovations with their teams.
Even as the environment and social conditions surrounding us change each day, we strive to develop company-wide programs that enable each employee to acquire new knowledge and relearn on his or her own according to his or her own needs.
We implemented an international trainee program from FY2022 to nurture human resources who will be active globally and continue to support Nitto from an early stage. Since FY2023, we have also established a short-term overseas training program to allow participants to experience global business in a shorter period. A total of 23 people participated in this program in FY2023, and both programs generated a high level of interest, especially among young employees in their 20s.
Since 2020, as part of our efforts to create new ideas, we have conducted the Nitto Innovation Challenge, a new business creation competition in which we invite new business ideas from across the Nitto Group and support the most promising ideas for their realization as a company. A total of 3,780 entries have been received so far, many from outside Japan.
As part of our human resource rotation program, we started job posting (internal recruitment) for younger employees in FY2022. In addition to defining the necessary skills for each workplace and career advancement, we plan to expand the scope of the program in FY2023, and eventually expand and implement the program globally.
The Nitto Group has offices not only in Japan but also globally, and of course, we also train personnel to work overseas. We are actively transferring employees internationally and will continue to do so in the future by expanding the range of positions and job classifications.
To facilitate personnel rotation across countries and regions, we have introduced a globally common job grade system and performance management system. In order to fairly evaluate our employees, we have adapted the following methods; "MBO/Goal Assessment (at least once a year)" to measure the degree of achievement of goals and objectives, and "competency assessment (once a year)" to measure how well an employee understands and exhibits the behaviors based on the corporate philosophy. The evaluator and the evaluatee engage in timely dialogue to share operational challenges and monitor progress, leading to prompt evaluation of progress and improvement. Regular evaluations and management of goals ensure that evaluations are convincing. We comply with minimum wage requirements established in each country/region.
The Nitto Group's approach to engagement is to create a workplace environment and organizational culture in which each employee feels a sense of fulfillment and can make the most of their individual abilities. In FY2022, we promoted various initiatives based on the results of the FY2021 survey.
First, a video message was delivered expressing the thoughts of the Engagement Promotion Center's general manager on the company-wide results and overall engagement. Since then, activities have been implemented at each site and shared through internal online content. In Japan, Nitto Lively Month was held in October to foster a culture of praise and appreciation, promote DE&I, and hold a walking event, and the feedback from the survey was published as encouraging words you would be happy to hear.
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