Engagement

Nabtesco is focusing on measures to improve employee engagement, as part of its dual efforts to develop individual capabilities and reform the organizational culture in order to sustainably improve its organizational performance. In order to share the values we hold dear and the direction we should aim for in the medium- to long-term, we are promoting activities to communicate and disseminate the Nabtesco Way and Long-Term Vision throughout the Company. Based on the results of periodic employee engagement surveys and other surveys, we identify organizational and individual issues and plan, draft, and execute measures to improve employee engagement. In addition, we conduct company-wide “one-on-one” meetings as a communication measure to build trust between supervisors and subordinates and to promote personal growth. By combining these top-down and bottom-up measures, we are able to grow individuals and the organization as a whole.

The Group proactively works to realize our corporate philosophy “Providing safety, comfort and a sense of security in daily lives as well as any form of transportation with our unique motion control technology” since its establishment in 2003. In 2012, the Group formulated “The Nabtesco Way” and has been putting it into practice while conducting activities to spread it throughout the Group. In 2023, we revised “The Nabtesco Way” with the intention of ensuring that diverse human resources around the world understand, empathize with, and act even more enthusiastically in light of recent changes in the environment.

In 2024, the activities to spread ”The Nabtesco Way” were renewed under the name “Way-Katsu” with the theme of “Knowing the Way,” and various initiatives were rolled out globally to enhance understanding of the Nabtesco Way. In support, a video message from the CEO highlighting the importance of the Nabtesco Way and the Nabtesco Way Book, a guidebook describing the Way, were translated into nine languages and distributed to all Group employees, encouraging participation in initiatives that help employees to “know the Way.” For domestic managers and Japanese expatriates at overseas Group companies in particular, there was 364 participants in workshops conducted to help them utilize the Nabtesco Way in organizational development. As a result, the “Way-Katsu” participation rate reached 72.3% of Group employees (4,763 employees) in 2024.

Nabestco Way Promotion Leaders support these activities at the organizational level. At each site and company, these leaders assist in ensuring that Way-Katsu activities are reach the entire organization. Also, together with the Secretariat, the leaders review activities and develop new initiatives to further deepen penetration. Thus far, we have established a promotion leader framework domestically, and we plan to expand this overseas.

The Nabtesco Group has set the participation rate of Group employees in Way-Katsu as a KPI and will continue to carry out these initiatives. By ensuring that many Group employees practice the Nabtesco Way and that an organizational culture embodying the Nabtesco Way takes root across our workplaces, we will realize our corporate philosophy and contribute to enhancing the corporate value of the Nabtesco Group.

We conduct organizational diagnostics regularly to make our organization an attractive company and a good place to work. Based on the results of these diagnostics, we identify issues centering on communication in each workplace and link them to various measures to strengthen organizational capabilities.

（Unit：%）

In addition to the organizational diagnostics described above, we conduct monthly engagement surveys to measure employees' willingness to contribute to the organization and their independence in their work, and monitor the status and trends for each organization. The results of the organizational diagnostics and engagement survey are summarized in the results of each organizational unit and reported to top management as needed. Based on these results, issues are identified from both organizational and individual perspectives, and measures to strengthen organizational capabilities and improve employee engagement are implemented on a company-wide and organizational basis, respectively.

Beginning in 2025, we introduced engagement-related indicators into the performance evaluation criteria of each business as a mechanism to link results of engagement enhancement initiatives with compensation. This encourages proactive involvement by managers, with a focus on “Inspire individuals to find seeds for Action” at the workplace level, with the aim of accelerating innovation across the organization.

Nabtesco has introduced a one-on-one meeting system, in which managers and subordinates engage in a monthly 30-minute dialogue. These one-on-one meetings focus on the “individual” rather than on “work,” aiming to share values, strengthen collaborative relationships, encourage awareness and growth through employee-driven dialogue, and promote proactive actions toward goal achievement and self-realization. In addition, training programs for managers are provided to help them acquire basic coaching and mentoring skills, such as how to conduct dialogues that provide subordinates with insights, thereby supporting effective implementation of one-on-one meetings.

We launched the “Engagement Program,” in which departments that are departments interested in addressing engagement challenges are invited to participate and are supported over approximately six months to autonomously implement improvement actions through trial and error to address their engagement challenges. Participating departments have provided positive feedback, such as that they are noticing gradual changes in dialogue and behavior. Although the program is a grassroots initiative carried out in small groups, we internally share the changes and insights obtained as best practices, with the aim of spreading the image of such activities to other workplaces. Through this process, we seek to foster a culture of company-wide engagement enhancement and to ensure these initiatives are established in a way such that they continue autonomously.

We offer a variety of award programs that involve all employees, such as the Nabtesco Award, Corporate Citizenship Award, and Intellectual Property Reward, to employees who have made remarkable contributions to society, the reduction of environmental impacts (especially to the mitigation of climate change) and to the company. These awards aim to foster a corporate culture that embraces innovation and creativity in its operations and raises employees’ willingness to take on new challenges. Awards are granted in cash, with the amounts being decided according to the level of contribution made by each awardee.

In FY2024, awards totaling approximately 27.85 million yen were presented to 860 recipients.