Human Capital Development

As a means to secure, both quantitatively and qualitatively, personnel necessary for us to become “Leaders in Innovation,” as upheld in the long-term vision, we are reforming our education and training systems to enhance our human capital through education and reskilling while also bringing in new talent through recruitment. Moreover, for the achievement of the long-term vision, we decided to focus on DX-, women-, global and Senior Talent-related items as priorities for our human capital portfolio management and are enhancing and improving related training and educational opportunities.

In 2024, we introduced a new personnel system for managers, which was rolled out to general employees in 2025, thereby becoming an environment that further motivates growth and encourages proactively taking on challenges.

Against this backdrop, we have developed an education framework that enables all employees to engage in autonomous learning, taking into account their roles, aspirations, and aptitudes.

By actively incorporating open-enrollment training programs and on-demand learning services, we are enhancing the range of options to enable employees to select and learn skills that they personally consider to be important. In addition, through career education by length of service and communication initiatives such as one-on-one meetings, we motivate employees to learn for their own career development, thus cultivating a culture of autonomous learning.

In recent years, we have also introduced an online video learning service that enables employees to acquire cutting-edge knowledge and skills tailored to their individual needs, thereby expanding opportunities for autonomous learning.

(Unit: Number of Trainees (persons)/ Attendance Rate of Target Persons (%))

（Units: Hours/year）

To encourage employees to take ownership of their careers and act autonomously in shaping their future, we support career development through both structured opportunities for reflection and individualized dialogue and consultation. Specifically, we provide career development training for employees in their fifth year with the Company and for employees upon reaching the age of 50. In addition, since 2022, we have established internal and external career consultation services available to all employees across the Company.

The career consultation services provide support to a wide range of employees, from new hires to senior employees, on topics such as career development, future ways of working and life planning, as well as challenges that may be unique to female employees and non-Japanese employees. Consultations are conducted by qualified career consultants, who engage in dialogue with employees to help them articulate their thoughts, identify career-related challenges, clarify future career directions, and provide advice and feedback as appropriate. Through these conversations, employees are encouraged to deepen their understanding of their own careers, organize their future aspirations, and translate their reflections into concrete actions. Since the establishment of the consultation services, we have handled a cumulative total of 51 consultation cases.

For mid-career hires, we also conduct career-related surveys at key milestones, including upon joining the Company and after three and twelve months of employment. Based on the survey results and consultation needs identified, we provide feedback to workplaces as appropriate and continue to support employees' career development following onboarding.

In addition, we introduced an internal recruitment system in 2018 to provide employees with opportunities to pursue career paths that align with their aspirations. In 2023, we expanded this initiative by establishing the “Job Challenge System,” which incorporates internal and external side job programs as well as an internal exchange program, thereby promoting greater talent mobility within the Company. While the external side job program is operated within applicable legal constraints and with a limited scope of application, it has already generated unique examples, including opportunities to gain experiences unavailable within the Company and to acquire and refine skills that contribute to employees’ day-to-day work.

Through operating and energizing the “Job Challenge System,” we will continue to provide employees with opportunities to take on new challenges, acquire new skills and knowledge, and broaden the scope of their activities, as well as promote talent mobility that will lead to organizational revitalization and, in turn, drive innovation.

In order to foster innovation in each of our businesses, we urgently need to create a new DX-based business model and have our own internal experts in DX to increase the efficiency of our operational process.
At Nabtesco, in addition to raising the level of IT literacy throughout the company through a variety of DX training programs, we are working to nurture talent with DX capabilities at an early stage by enhancing on-demand learning opportunities and providing on-the-job training through internal exchange programs in DX-related departments.

Among talent with DX capabilities, we have launched an initiative to certify those who have the skills and mindset to realize DX promotion in each department within the company as “DX Planners,” and leverage them for evaluation and promotion. We will continue to expand the number of DX planners by providing ongoing DX learning opportunities. By FY2025, a cumulative total of 931 employees had completed DX training, of whom 128 had been certified as DX Planners.

We use assessments to measure the DX level of each employee and provide systematic training accordingly.

DX training includes the “DX Beginner Training” program, which was incorporated into onboarding education in 2025 to foster a mindset of leveraging DX to drive business transformation from the early stages of employees’ careers. In addition, programs tailored to DX application themes relevant to each participant’s business, such as Data Analysis and Generative AI, are provided to support the practical promotion of DX in day-to-day operations.

We are committed to advancing the empowerment of women as part of our efforts to create an organization where diverse talent can reach their full potential. In addition to increasing the number of women in management positions, we are working to establish a sustainable talent pipeline that continuously develops and produces future female leaders. To this end, we promote a systematic approach to talent development that integrates recruitment, development, and promotion.

In recruitment, we have set a target of achieving a 30% ratio of women among newly graduates hired in career-track positions and are actively advancing recruitment activities, including mid-career hiring. In terms of development, we provide career-focused training programs for female employees to help them envision and pursue their own career aspirations. We also incorporate content related to diversity and unconscious bias into training programs for employees at various organizational levels, with the aim of fostering an inclusive workplace culture that encourages women to take on new challenges and realize their full potential.

Furthermore, we host networking events for female employees interested in management positions, providing opportunities to exchange views and experiences with senior female managers. These events help raise participants’ awareness of career development while promoting internal networking and peer support.

To further strengthen the pipeline of future female leaders, each business unit develops individualized development plans for female management candidates and regularly monitors their progress. Going forward, we will continue to cultivate an environment in which every employee, regardless of gender, can fully demonstrate their capabilities. At the same time, we will focus on building a sustainable talent pipeline that supports the continuous appointment of management personnel and contributes to the development of core talent capable of driving future business growth.

To nurture talent capable of leading global business development, which is essential for our growth, we have established an education framework that accommodates a wide range of employee levels. In particular, we emphasize programs for younger and mid-level employees so that they can incorporate “global” into their career paths from an early stage, while fostering motivation to grow and a willingness to take on challenges.

In addition to providing language skill improvement support such as in-house TOEIC programs and online English conversation classes, we offer overseas training programs for young employees, including placements with international NGOs to cultivate cross-cultural adaptability and proactivity. For mid-level employees, we provide overseas trainee programs that enable them to gain practical overseas business experience and develop adaptability in global business settings.

For the optimization of human capital, we aim to empower all our employees to make meaningful contributions. To this end, we focus on providing employees aged 50 and older, who represent a large age group at Nabtesco, with environments where they can exert the full range of their abilities.

In 2021, we provided next career training to employees in that age group to provide them with an opportunity for reskilling so that they can bring their abundant experience to bear in working on new tasks.

In addition, for employees approaching retirement age, we provide a “Second Life Seminar” where they can learn about the public pension system as well as important considerations regarding healthcare, nursing care, and investments. By supporting employees in preparing for life after retirement, we aim to create a workplace where they can continue to focus on their current duties with peace of mind.

The Nabtesco Group offers the Management Advanced Program (MAP), a selective leadership development program designed to cultivate future executive candidates, strengthen the management skills required for organizational leadership, and deepen participants’ self-awareness.

Through the program, participants develop leadership capabilities from a management perspective with a particular focus on corporate strategy. They also systematically acquire knowledge related to technology and innovation, supporting the realization of the Leaders in Innovations our Group seeks to achieve. Through this learning, we aim to develop future leaders who can generate new ideas and business models and contribute to strengthening the organization's competitiveness. The program also provides opportunities for participants to exchange experiences and insights with managers from other companies, helping them broaden their perspectives and build valuable professional networks. Since its launch in 2021, a cumulative total of 62 employees have completed the program.

We are proactively endeavoring toward talent development at Group companies outside Japan. For example, we are actively employing local talent and implementing various training programs aimed at improving the skills of locally hired personnel. In China, we provide business management trainings for executive candidates at business locations to promote the appointment of locally employed staff for managerial positions and from this talent pool, appoint the presidents of Group companies outside Japan. In addition, we offer an OJT-based training programs designed for skill enhancement, in which employees of overseas Group companies are assigned, for a certain period of time, to factories in Japan belonging to various business segments, including the railroad vehicle equipment, commercial vehicle equipment, and automatic door businesses.

By offering opportunities to deepen their understanding of the Nabtesco Group’s corporate culture and The Nabtesco Way that supports it, and to learn specialist skills, we are developing workers who can contribute to economic development in their home countries. We will continue these efforts to reinforce our overseas operational bases and to contribute to the economic and social development of the countries in which we operate.

We place great importance on creating an environment in which every employee can learn autonomously and continue to grow. As part of these efforts, employee-led communities centered on shared learning interests have become increasingly active across the Company. In FY2024, an employee group was established to focus on learning and information exchange related to BI tools and data analysis. By the end of December 2025, approximately 200 employees had joined the group, and through company-hosted study sessions, tool demonstrations, and voluntary case study meetings organized by employees, participants enhance their practical skills while motivating and learning from one another through friendly competition and collaboration.