Initiatives for human resource development
Based on the recognition that a top priority issue is to get a diverse range of human resources to maximize their abilities and to “create human resources who “make Ideas a Reality,” in order to develop global human resources who meet the requirements and action guidelines, which are clearly set out with the keywords “challenge,” “innovation,” “communication,” and “collaboration,” we (Nifco non-consolidated) establishes an employee training system chart at the beginning of each fiscal year that is organized into four categories: by level, self-development, selection-based training, and company-wide, and conducts and operates each training in accordance with the training system chart throughout the year. Based on the idea that working experience overseas or outside the company will broaden the scope of and raise perspectives, we also offer opportunities for cross-border experience, such as the Overseas Trainee Program, Cross-border Program and Parallel Work Program. Under the Overseas Trainee Program, we send and receive trainees from Japan to overseas and from overseas to Japan every year. In addition, for the development of the next-generation management officers, we make use of external resources to train members at the levels of General Manager and Manager as well as prospective managers who are selected based on succession plans for managers, with the aim of broadening the scope of and raising their perspectives. As one of the indicators for human resource development, the company manages the amount of investment in human resource development. In addition, similar human resource development programs are formulated and operated at respective subsidiaries and sites according to their individual needs, and the status of those programs is shared at the Global HR Conference and other forums.
Training System
To encourage employees to take initiative in their career development, we (Nifco non-consolidated) have established a system that makes it easy for them to engage in self-improvement, including a qualification acquisition incentive program and a subsidy program for external e-learning courses. In addition to internal training, we offer opportunities for cross-border experiences such as overseas trainee programs, internships at other companies, and dual-career programs. Furthermore, in terms of cultivating the next generation of leaders, we select candidates in alignment with the management succession plan regularly established for department heads and managers, and advance their development.
Training system chart for FY2024
Self-assessment system
This is a system where employees submit requests to the company (Nifco non-consolidated) through their supervisors regarding requests or feedback on their job and the workplace, their occupational aptitude, their own career plan, and so forth. The system has been implemented yearly as a means of collecting information to ensure that employees can lead a more fulfilling work life. As well as helping encourage communication with supervisors, the details of the input are fed back to management and are utilized to make improvements to the workplace environment and implement job rotations from the perspective of human asset development. There are also mechanisms for the personnel section to respond directly to individual employees as needed.
Creating people who challenge the future with the power to bring about change
In developing individuals who embrace future challenges, flexibility in adapting to changing times is essential. We have consistently advanced initiatives that encourage autonomy and self-motivation by fostering a sense of ownership and future-oriented thinking among all employees. When individuals take ownership of their work and maintain an open mindset toward learning, they drive their own transformation. This "individual growth" becomes the engine of the organization’s continuous renewal.
In FY2025, company-wide initiatives focused on individuals—such as articulating personal goals—will be introduced. Support for personal development tailored to each employee’s ideal self will become more widespread. As a result, more employees will embrace change positively and take on new challenges, steadily embedding a corporate culture that encourages facing the future with confidence. Employees’ creative self-motivation to identify issues independently and act at their own discretion is now beginning to strengthen the company’s overall competitiveness.
Cross-border program to enhance“My Strengths”
To cultivate the next generation of talent capable of shaping the future, we actively leverage six cross-border development programs, each tailored to varying levels of challenge and implemented in collaboration with external organizations.
Over the past six years, 63 employees from a wide range of departments and job roles have participated in these programs. By immersing themselves in the workplaces of startups and industries outside their own, participants sharpen their capacity to drive change in unfamiliar environments.
These programs place a strong emphasis on developing “insightful abilities”—including keen observation, analytical thinking, and effective communication. Through experiences that challenge conventional norms, expose participants to diverse values, and demand independent thinking and proactive execution, individuals are empowered to recognize and refine their unique strengths.
Ultimately, these cross-border experiences provide a foundation for cross-industry collaboration and self-directed growth, while accelerating the emergence of future-ready leaders.
Colleagues from various departments who participated in the cross-border program
President Shibao in discussion with members of the cross-border study program
Finding the "Seeds" of Society through the Business Concept Program
We have introduced a one-year new business development research program—the Graduate Program at the Graduate School of Project Design—with the goal of cultivating talent capable of envisioning, planning, and executing future-oriented concepts.
Over the past three years, eight participants have completed this program, collaborating with peers from diverse industries to gain practical insights in areas such as ideation, marketing, and finance. Throughout the process, they have refined and shaped their own “ideal visions” into concrete, actionable business concepts.
Beginning in 2024, we also launched a two-year Master’s Program at the same graduate school to offer a more advanced level of study. Currently, four employees are enrolled and are deepening their expertise through interdisciplinary learning.
This initiative is designed to foster the ability to transform ideas into socially relevant business implementations, thereby nurturing the next generation of value-creating leaders.
Lecturers for New Business Development Project Research
First-year master's program midterm presentation
Taking on the challenge of creating shared value with cross-border human resources who take on the future
The June 2024 issue of the monthly magazine Business Strategy (Kanagawa Prefecture Special Edition) features an interview with President Shibao. In the article, he emphasizes that in order to open new markets by turning ideas into reality, it is essential to cultivate “cross-border talent”—individuals who hold the key to driving transformation.
President Shibao also shares his belief that true innovation begins at the intersection where personal purpose aligns with the company’s mission. This alignment, he states, is the starting point for all meaningful progress.
By FY2025, the development of cross-border talent has steadily taken root as part of the company’s organizational culture. Employees with cross-border experience are becoming catalysts within the organization—sparking inspiration, encouraging others to take on challenges, and creating a ripple effect of growth. As a result, a vibrant network of individuals with a cross-border mindset is beginning to emerge and expand throughout the company.
With editors at the entrance of the Tokyo branch office
Interview with President Shibao
Developing “planning skills” in the unpredictable VUCA era
In the coming era, what will be required is the ability to independently identify issues, collaborate with others, and transform ideas into actionable plans. To cultivate this capability, we are placing a strong focus on developing planning skills—rooted in the ability to recognize latent needs through keen observation and to envision future possibilities.
A key element of this approach is the “quality of relationships” built through collaborative learning with peers. By integrating perspectives such as creativity, leadership, coaching, and career design, we aim to deepen learning in a multifaceted and holistic way.
This initiative takes the form of monthly workshops conducted throughout the year. Over the past five years, 53 participants have taken part in the program, and the circle continues to grow. Participants who share the vision of “thinking about and creating the future of our company together” are inspiring one another—fostering a powerful chain of connection, learning, and collective growth across the organization.
Participants in the 2025 Planning Workshop
Experience coaching techniques
“Value Creation” Training for New Employees
As part of our commitment to developing people within our creative company, we offer value creation training for new employees, designed to foster self-motivation driven by their personal desire for growth.
Launched in 2021, this initiative has welcomed a total of 65 participants over the past five years. The approximately 10-day intensive program focuses on cultivating value creation thinking and skills rooted in creativity, along with leadership, team building, and communication competencies. Through regular presentation opportunities, participants strengthen their ability to convey ideas effectively and develop the perseverance required to see tasks through to completion.
In 2025, the program introduced a new emphasis on helping participants deepen their understanding of their own values—beginning with what they genuinely enjoy—and connecting these insights to the process of creating value for society. This personalized approach is designed to make the learning experience more engaging and meaningful for each individual, supporting long-term growth and fulfillment.
New employees for FY 2025, after the final announcement
Attempting a presentation at the final presentation
The quality of relationships of the in-house social networking community strengthens the organization
We are working to strengthen employee engagement by enhancing cross-departmental connections and improving online communication skills, while promoting a culture of shared learning and mutual respect. By encouraging employees to exchange insights and actively share their awareness and ideas, we are fostering a more open and collaborative environment.
This initiative, launched in 2020, has since evolved into a company-wide program, now reaching all 1,500 employees. Serving as a “co-creation space” that connects both internal and external stakeholders, the initiative enables individuals to form meaningful relationships based on shared interests and personal values. These connections are deepening the quality of relationships across the organization, as employees collaborate toward shared goals.
This emerging culture of dialogue is not only enhancing engagement—it is also reinforcing the autonomy and creativity of our workforce. As a result, it is laying the foundation for a stronger, more resilient organization built on trust, collaboration, and shared purpose.
Various Teams in Our Internal Social Networking Community (Part 1)
Winner of the HR SDGs Award 2025 Grand Prize
Nifco Inc. was honored with the Grand Prize at the “HR’s SDGs Award 2025,” an initiative held at Tokyo Big Sight that recognizes efforts accelerating the sustainable growth of both organizations and individuals.
This award-winning initiative began with cross-border experiences at the individual level and was later expanded and systematized company-wide through close collaboration between the HR and General Affairs departments. It was highly praised for creating a “space where employees can speak openly,” a cultural shift that sparked widespread behavioral change and contributed to the sustainable development of both individuals and the organization.
Looking ahead, we aim to evolve these cross-border experiences from individual growth support into drivers of organizational innovation and problem-solving. Our vision is to embed a cross-border culture not only throughout the company but also across society—contributing to the realization of an environment where everyone can transform in their own way and thrive together.
Grand Prize Award Ceremony
Development Division Reaches Final Pitch Stage