Fostering Workplace Diversity

In 2021, Nabtesco made a statement about its approach to ensuring diversity in the workplace.

As a precondition to enhance the sustainability of society and companies alike, it is necessary to innovate continuously. In order to innovate in this age of VUCA, which is characterized by the intensification of global competition and progress of IT, it is necessary to accept and fuse together a range of values.

We have since been proactively utilizing diverse human resources by promoting women in the workplace, developing digital transformation and global human resources, utilizing the experience of senior human resources, and implementing other measures regardless of attributes such as age, gender, nationality and desired form of employment. Through these efforts we are striving to provide them with jobs that they can perform with high motivation, demonstrating their respective abilities to the fullest. To this end, we are committed to improving our workplace environment and providing our managers with the education they need.

In order to achieve “Innovation in Action,” as upheld in our long-term vision for 2030, we will implement human resource-related measures, thereby helping diverse employees enjoy and be excited about taking on challenges as part of their work.

For details, please refer to the Social Data section of the ESG Data.

In particular, non-Japanese employees have different ways of looking at things and active attitudes toward working, and as such, it is thought that they will help reform the attitudes of other personnel in day-to-day life at work. Under the assumption of communication occurring in Japanese, we are actively recruiting not only excellent human resources with advanced expertise or skills but also those who proactively think and can achieve their work while ensuring the involvement of the people around them.

For new graduates employed by Nabtesco as career-track employees in and after 2023, the company has set the target of increasing the proportion of non-Japanese nationals to 20%. For managerial positions, it has set the target of increasing the proportion of non-Japanese nationals to 2% by 2030. In order to attain these targets, we will proactively recruit non-Japanese nationals while supporting our existing non-Japanese employees in their career development.

The following table shows the gender pay gap for FY2024.

(Unit: %)

An analysis of gender pay gaps by factor identified a clear difference in base pay. The primary cause of this difference is the disparity in the ratio of men to women in senior management positions; therefore, we recognize securing and developing female managers and managerial candidates to be key challenges. In 2024, we introduced a new role-based personnel system for managers, which was subsequently introduced for general employees in 2025. This system links roles with compensation regardless of gender, age, length of service, and other factors, thereby encouraging every employee to take on challenges and contribute. In addition, job descriptions have been established for all managerial positions, clarifying the necessary skills and experience. This enables employees to more easily envision their own career paths and creates an environment in which both men and women can autonomously pursue the positions they aspire to. Going forward, we will continue to thoroughly implement initiatives toward ensuring the operation and entrenchment of our HR systems with a focus on fair evaluation practices, thus supporting employees in setting role-based themes and achieving their goals. At the same time, we will further advance our initiatives aimed at developing and promoting female managers and managerial candidates.

In consideration of the need to foster women’s empowerment and from the viewpoint of career development and work style reforms, we deem it crucial to provide workers with opportunities to fulfill their potential and truly thrive regardless of gender and to foster measures to support them in maintaining a good work-life balance.
Accordingly, based on the Act on the Promotion of Women’s Active Engagement in Professional Life (enforced on April 1, 2016), we formulated a new four-year action plan to start from April 2023 and will work to achieve the goals set therein.

In order to avoid our employees quitting work due to childcare or nursing care, we are improving and extending systems to support them in balancing work and childcare/nursing care.

In terms of childcare, we are striving to create safe workplaces where employees can balance work and raise a family by providing facilities for breastfeeding and lactation, issuing a Childcare Support Handbook, and establishing a Childcare Support Consultation Desk to help them take childcare leave, and by providing all employees with an e-learning program on childcare leave.

In terms of nursing care, we have a Nursing Care Support Handbook and a leave system that can be taken multiple times within a two-year period, and we also give consideration toward letting employees relocate. Through these support systems, employees can flexibly balance work and nursing care.

Nabtesco have also been proactively employing mid-career workers who have high levels expertise and broad experience gained by working for other companies, aiming to increase their number to 30% of newly hired employees. Among the rapid changes seen in the social environment following the pandemic, the job market is being revitalized. However, it is becoming increasingly difficult to employ IT engineers and electrical/electronic technicians, and in response, we will continue our career recruitment using a range of employment methods, including recruitment through referrals, comeback recruitment, and the hiring of freelance workers. We will also pursue the same 30% target for the proportion of mid-career hires in managerial positions.