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” by codifying our guiding principles for action. In 2023, we revised it with the intention of ensuring that diverse human resources around the world understand, empathize with, and act enthusiastically.

In 2024, the activities to spread “The Nabtesco Way” were renewed under the name “Way-Katsu” and have been rolling out global activities designed to deepen awareness, understanding, empathy, and practice in stages. Under the 2025 theme of “From Understanding to Empathy,” the program evolved from the previous year’s focus on individual learning into group-based activities centered on dialogue among colleagues in the workplace.

In response to the many employees who said, “I understand the Nabtesco Way, but I’m not sure how to apply it to my work,” we introduced Nabtesco Way Meetings in Japan, China, and Thailand. Held within individual workplaces, these meetings encouraged employees to discuss familiar experiences and the words of the Nabtesco Way that resonated with them, reflect on how its values relate to their own work, and set personal action goals in preparation for the following year’s “Practice” phase.

To promote meaningful dialogue in each workplace, we also held workshops in Japan for employees who serve as facilitators of Way Meetings. In China, we trained promotion leaders at Group companies to establish a framework for locally led activities. We further expanded these activities globally by conducting workshops for local employees at Group companies in North America and Thailand. As a result, 5,230 of the 6,014 eligible Group employees participated in Way-Katsu in 2025, representing a participation rate of 87.0%.

The Nabtesco Group uses the participation rate in Way-Katsu as a KPI to measure the reach of these activities while placing equal emphasis on translating understanding and empathy for the Nabtesco Way into everyday practice. Under the 2026 theme of “From Empathy to Practice,” we will encourage employees to put their personal action goals into practice, foster an organizational culture that embodies the Nabtesco Way, and thereby contribute to realizing our corporate philosophy and enhancing the Group’s corporate value.

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.

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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, we identify and analyze issues from both organizational and individual perspectives, and promote company-wide and organization-specific initiatives aimed at strengthening organizational capabilities and enhancing employee engagement.

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.

Nabtesco conducts an Engagement Program to support organizations in addressing engagement-related challenges that are unique to their respective workplaces. The program is open to departments that wish to improve engagement and is conducted over a period of approximately six months. Through the program, participating organizations are encouraged to identify their own challenges and independently implement improvement actions through a process of continuous trial and error.

The program promotes learning across organizational boundaries while providing support from internal and external experts with specialized knowledge of employee engagement. Through regular dialogue and feedback, participants are encouraged to reflect on their challenges, develop improvement measures, and put them into practice. In addition, employees who participated in previous years share their experiences and practical know-how with new participants, offering advice and engaging in dialogue to support their improvement efforts. This has created a cycle of learning that extends beyond organizational boundaries.

Participants have reported positive changes, including gradual improvements in communication and workplace behaviors. Lessons learned and examples of successful practices generated through the program are also shared across the Company through internal communication channels, helping to expand engagement initiatives beyond participating organizations.

Going forward, Nabtesco will continue to foster a culture of engagement by extending the practical knowledge and successful approaches developed through these participant-led initiatives to other workplaces, thereby promoting the sustainable and self-driven advancement of engagement initiatives throughout the Company.

Nabtesco promotes onboarding initiatives that provide continuous support from the pre-employment stage through post-assignment integration, helping new employees deepen their understanding of the Company’s philosophy, business strategies, and work processes, adapt quickly to their organizations, and become productive contributors at an early stage.

Onboarding is not limited to orientation programs conducted upon joining the Company. Rather, it is an ongoing process in which the Human Resources Department and workplace supervisors work together to support employees from before they join through their successful integration into the workplace. This includes regularly checking their concerns and expectations, assessing how well they are being welcomed into their teams, and ensuring they understand their roles and responsibilities after assignment. By creating an environment where employees can take on challenges with confidence and grow autonomously, we promote human resources retention and early career success while fostering the development of human resources capable of driving our business strategies and enhancing employee engagement.

For new graduates, we provide a structured development program that combines on-the-job training (OJT), group training sessions, and opportunities to interact with peers. Through initiatives designed to foster psychological safety and a sense of belonging, participants systematically develop both fundamental business skills and professional expertise, enabling them to contribute effectively from an early stage. The program also supports them in building a foundation for long-term growth, empowering them to shape their own careers and continue developing as the next generation of leaders.

For newly hired employees from overseas, we offer a multicultural inclusion program for both the employees and their OJT mentors. Through learning about Japanese business practices and promoting mutual understanding, the program supports their early integration into the workplace and enables them to fully demonstrate their capabilities.

For career hires, we designate the period from recruitment through the first year after joining the Company as a key support phase. During this period, the Human Resources Department and workplace supervisors work closely together to continuously align expectations regarding roles and responsibilities and monitor employees’ adaptation to the workplace culture. We also provide opportunities for cross-functional interaction to help employees build internal networks, address concerns and perception gaps, and support their successful integration and early contribution within the organization.

In addition to our onboarding program, we have built a multilayered support environment through initiatives such as Way-Katsu, one-on-one meetings, engagement surveys, and the Job Challenge System (including open recruitment, side-jobs, and study-abroad opportunities). This environment enables each employee to experience the meaning of work and the satisfaction of making a meaningful contribution, while supporting the clarification of expected roles and proactive career development.

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 programs are designed to foster a corporate culture that values innovation and a willingness to take on challenges by recognizing outstanding initiatives undertaken by organizations and individuals. They also serve to share the achievements and best practices of award recipients across the Company, promoting the dissemination of valuable knowledge and successful initiatives throughout the organization.

Through these programs, Nabtesco encourages each employee to embrace new challenges and contribute to the creation of innovation that supports the realization of its long-term vision.

Recipients of each award are recognized by senior management at the Company’s anniversary ceremony and receive monetary awards commensurate with their level of contribution.

In FY2025, awards totaling approximately 21.40 million yen were presented to 899 recipients.