Human Resource Strategy

Initiatives related to human capital

Strategy related to human capital

We consider human capital an important management resource to realize the Nifco Group’s Purpose and Mid-Term Management Plan and, based on our long-term vision of the Company’s (Nifco’s) Mid-Term Management Plan “NIFCO GLOCAL STRATEGY,” we set the creation of human resources who “make Ideas a Reality” as the goal of the human resource strategy of the Company and its group companies.
It is necessary to “create a workplace with high engagement in which a diverse range of human resources can maximize their abilities” in order to create human resources who “make Ideas a Reality.” Therefore, with three important pillars of “human resources development,” “diversity,” and “employee engagement” based on the foundations of the organization and human resources in which the Group’s philosophy is instilled, we implement action plans in each of these areas.

The foundation of our human resources is built on our philosophy, which encompasses Purpose, Mission, and Values. The starting point of the Company’s philosophy framework is “My Purpose” held by each employee individually, that is, the overlap between his or her own values and view of life and Nifco’s Purpose (purpose of existence). Believing that establishing this helps employees to be conscious of the connection between individual employees and the company (Purpose-facilitated activities), independently identify a career that makes the most of their own view of life and values, and learn and grow proactively and independently while increasing engagement, we have been holding workshops for employees to develop My Purpose throughout the company since FY2024.

Our Philosophy Framework

“Human resource development” is one of the most important issues (materiality) underpinning the Group’s (Nifco group's) sustainable growth, and we regard it as the source of our competitiveness. The Group clearly sets out the requirements and action guidelines for human resources able to excel at a global level as the grade definition and action guidelines for each grade, together with the keywords “challenge,” “innovation,” “communication,” and “collaboration,” in accordance with the Company’s Values. To develop such human resources, we have established and operate an employee training system that is organized into four categories: by level, self-development, selection-based training, and company-wide. Also, in order to encourage employees to proactively develop their own careers, we have established a system that facilitates self-development through a qualification acquisition incentive program and a subsidy program for external e-learning course fees.
In addition to in-house training, we also offer opportunities for cross-border experience, such as the Overseas Trainee Program, Cross-border Program and Parallel Work Program. Moreover, in developing the next-generation management officers, we select and train candidates in light of consistency with succession plans for General Manager-level managers formulated on a periodic basis.

We believe that, in order to further enhance Nifco’s global competitiveness, it is one of the important management strategies to realize creative collaboration by fastening small insights generated by individuals with different attributes and values through the assignment of diverse human resources in the right positions, with innovation and the development of new products and technologies, which are Nifco’s strengths. Accordingly, we are committed to securing and promoting diversity of human resources. Specifically, we conduct various training programs with the aim to “create a comfortable and psychologically safe work environment,” have a dedicated unit for the promotion of diversity to plan and implement various measures to create a comfortable workplace environment for employees of all attributes, and assign human resources with diverse experience and skills to the right positions in each organization through internal transfers through self-assessment and internal recruitment. At the same time, we conduct company-wide human rights training based on the Nifco Group Charter of Corporate Behavior and the Nifco Group Human Rights Policy to reduce human rights risks that hinder the activities of diverse human resources.

We consider “employee engagement” an important factor in increasing the retention rate of human resources and maximizing productivity and added value. First, with the aforementioned Purpose-facilitated activities, we strengthen the connection between individual employees and the Company, and in order to create a work environment in which each employee can work energetically, we review our personnel system and working styles as needed. We introduced the “Nifco-style Job-Based Personnel System” to review grade, evaluation and compensation systems with the aim to strengthen market competitiveness in FY2024. In addition, with regard to working styles, we are promoting the creation of workplaces that can contribute to the sustainable development of our business while maintaining high levels of engagement by expanding working style options and enhancing our leave system, such as the expansion of flextime and leave systems that enable you to be released from time management and offer a larger degree of freedom as well as the introduction of a telework system that allows you to choose where to work.
In addition, the effectiveness of those various measures to improve employee engagement is checked periodically in the Global Employee Engagement Survey conducted every other year.

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Purpose-driven activities (making purpose personal)

We began with initiatives designed to promote self-awareness and help individuals cultivate a sense of fulfillment and value creation. Each employee is encouraged to reflect on and articulate their personal purpose—their reason for being—and to align it with the company's purpose: "Sparking Innovation by fastening small insights with technology for a better world."

Through this introspective process, employees discover deeper meaning in their work and envision the kind of person they aspire to become. The initiative has also strengthened relationships across the organization, fostering meaningful connections both horizontally across departments and vertically between levels.

In FY2025, we have entered a phase of full-scale company-wide implementation, with the initiative now expanding to all 1,500 employees. Centered around dialogue, this effort aims to realize an “autonomous organization”—one in which each employee acts in accordance with their own values. In doing so, we are broadening the circle of connection and co-creation across the company.

Ultimately, these cross-border experiences provide a foundation for cross-industry collaboration and self-directed growth, while accelerating the emergence of future-ready leaders.

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Selection and training of in-house facilitators

To foster a corporate culture in which every employee takes ownership of shaping the future, we will launch a comprehensive in-house facilitator development program starting in 2025.

As part of this initiative, thirty selected participants are currently undergoing training to acquire essential facilitation skills and team-building techniques. Upon completion, they will lead hands-on workshops for all 1,500 employees, guiding them in defining their personal purpose and promoting dialogue and self-awareness across the organization.

This program acts as a catalyst for cultivating a culture of collaboration and innovation. By triggering a chain reaction of self-directed learning and behavioral transformation, it reinforces our commitment to building an organization driven by shared purpose and continuous growth.