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TOP > SUSTAINABILITY AT NISSAN > SUSTAINABILITY REPORT 2019 > SOCIAL > HUMAN RESOURCE DEVELOPMENT
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Human Resource Development Policies and Philosophy

Nissan believes that for employees to work in a worry-free, self-initiated manner, they need to be able to pursue their careers regardless of gender, nationality or other factors. Skill development programs are another essential part of making the workplace attractive to employees.
We believe that employees should “design their own careers” and that we should actively assist their efforts to do so. Learning is an essential preliminary step for value creation, and a corporate culture of learning cannot exist without the desire to create value. As an organization that grows through constant learning, we support our employees’ personal growth through proactive human resource development.

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Human Resource Development Management

Continually Improving Human Resource Systems

Nissan values the skills and capabilities of all employees, working constantly to improve its human resource systems to achieve an organization enabling employees to reach their full potential. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations measuring how well the employee achieved certain goals and competency evaluations measuring their skills, knowledge and attitude.

Support for Self-Designed Careers

Under a human resource management policy of offering employees opportunities for personal growth and satisfaction as long as they create value, we invite all employees to meet with their supervisors twice a year to discuss their performance and competency evaluations, as well as their career aspirations and goals.
Training programs to raise the evaluation skills of supervisors also contribute to enhancing the career designing capabilities of employees. Specialized tools keep track of evaluation records so that even a newly instated supervisor can ascertain employee progress at a glance, maintaining consistency in human resource development. We conduct surveys to gain employee input regarding the evaluation meetings and to learn their level of understanding and comfort with the system. Based on the results, we implement measures and make improvements if necessary. We also monitor employee satisfaction regarding the meetings with their supervisors, and there has been an improvement in employee understanding and acceptance of the evaluation system.
Employees in Japan also have the chance to take on the challenge of a new position through the Shift Career System (SCS) and the Open Entry System (OES). The SCS enables employees to apply for positions in other departments and work in areas that interest them regardless of whether there is a position immediately available. The OES allows them to apply for all openly advertised positions. During fiscal 2018, a total of 280 employees applied for approximately 500 open posts, and 132 of them succeeded in getting the positions they applied for.

Offering Learning Opportunities

Developing human resources is the foundation of our midterm business plan, Nissan M.O.V.E. to 2022.* Believing that employees are our most important resource and that cultivating their skills is a vital task for us, we support many learning opportunities for employees. We have developed various programs to help employees improve their management and business skills and engage in leadership development. In these ways, employees are encouraged to enhance their skills to build their careers and demonstrate their abilities to the fullest.
Specifically, we implement training programs allowing employees to gain the task- and position-specific skills they need and giving them opportunities to extend their knowledge in fields of their choosing. These measures create a culture of constant learning at the global level.

Monozukuri University

There is a rapid pace of innovation and increasing technological sophistication in the auto industry today. To maintain and develop our monozukuri tradition of careful craftsmanship that underpins our internationally competitive product manufacturing, we need individuals who have an understanding of the latest technologies that go into building an automobile and well-rounded personalities with outstanding management skills. We founded Monozukuri University with the aim of developing capable leaders to play a central role in monozukuri and pass down our technologies and skills to future generations. This is another example of how we offer learning opportunities and promote activities to develop human resources.
Monozukuri University consists of three organizations: Nissan Technical College, Genba Kanri (shop-floor management) School and Engineering School. It offers a variety of programs aimed at developing engineers and technicians who carry forward the “Nissan DNA” and achieve continued success through the implementation of the Nissan Way.

Engineering and Technical Skill Education Around the World

To support our efforts to expand our business globally, we must improve the engineering skills of individual employees working across the globe. We offer opportunities for personal growth equally to all employees in both R&D and manufacturing, whether they work in Japan or elsewhere, to help them enhance their capabilities.

Education for Engineers

We developed a Global Training Program (GTP) to be administered to all its 19,000 engineers at development centers worldwide and completed basic training of all engineers from 2012 through 2015. Furthermore, since 2016, we have moved forward with plans for advanced training covering more specialized content.

Education for Technicians

To clearly spell out the production methods shared by Nissan, Renault and Mitsubishi as the Alliance Production Way (APW) and improve the day-to-day management skills of shop-floor supervisors in all the plants operated by the three companies around the world, a shared Alliance Group framework for stratified APW training is being developed, with the goal of making the training available and operational worldwide.

Improving Management Quality

We have worked to improve the quality of our management at the global level in order to fulfill the goals of Nissan M.O.V.E. to 2022, our midterm business plan, and achieve sustainable growth. In Japan, we have established a training framework for midlevel managers. This gives them opportunities to promote activities that put the Nissan Way into practice and to extend their skills in managing people and business operations.
Specifically, we engage in (1) cultural diversity training to promote understanding of the actions and mindsets described in the Nissan Way; (2) business skills and leadership training to nurture professionals and (3) training in on-site management to teach the importance of operational excellence and people motivation and to achieve maximum results through collaboration. These three core components of the training framework are supplemented with additional programs.
In North America and Europe, meanwhile, the Nissan Way Leadership Academy program for managers examines how the Nissan Way has been put to use most effectively and shares those actions as part of training tools to elevate management quality overall.

Training Future Leaders

Leadership training is becoming more important for Nissan. In our midterm business plan, Nissan M.O.V.E. to 2022, it is one of the pillars supporting the success of our business strategy. To continually foster future managers and specialists who will lead the company, we take a strategic and systematic approach to training, job rotations and recruitment.
Specifically, we engage in leadership training aimed at fostering human resources who can demonstrate their skills either at Nissan or elsewhere within the operations of the Alliance. These programs are offered at various development stages, including those for young employees, regional middle managers and Group senior managers. Training consists of group sessions for intensive training in business skills, team exercises where participants tackle issues actually facing Nissan and cultural diversity classes to promote understanding of the issues.
Staff rotations beyond divisions and regions are strategically and systematically implemented to give promising employees the experience needed to serve in management posts and direct global functions as capable managers and leaders.
We are reinforcing our human resources not only through the recruitment of new graduates but also by actively hiring outstanding mid-level management candidates.
These talent management schemes are effectively operated through regular human resource meetings among senior managers. In these meetings, outstanding human resources are identified, then development plans and succession plans are made. Nissan’s strategic talent management system is globally coordinated and active at the global, regional and functional levels. We aim to foster a culture of learning by establishing an environment that enables employees to take the initiative in building their careers, with the support of managers and the company as a whole.
To create an environment where employees can learn anytime and anywhere, we will also expand the use of e-learning and other digital tools.

The Nissan Expert Leader System: Passing Down Nissan’s Technologies and Expertise

Helping employees develop specialized skills over the medium to long term is vital for a company to achieve sustainable growth. The Nissan Expert Leader System is a means of strengthening and fostering further development of specialized skills in a wide range of technical and nontechnical areas like purchasing and accounting. In fiscal 2018, the system’s 13th year, there were 45 employees active as Expert Leaders and 2 management-level employees as Nissan Fellows in a total of 94 fields of specialization. The Expert Leaders and Fellows make use of their specialized knowledge to contribute to Nissan’s business endeavors overall. In addition to sharing their knowledge with others via the corporate intranet and other communication tools, they contribute to the fostering of the next generation of experts by passing on their specialized skills in seminars and training courses.

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Human Resource Development Achievements

Training Program Achievements at Nissan Motor Co., Ltd.

FY2016 FY2017 FY2018
Number of trainees 120,219 171,949 241,674
Total hours in training 653,848 689,536 482,103
Hours per trainee 28.8 30.6 21.5
Trainee satisfaction (out of 5) over 4.2 over 4.2 over 4.2
Investment per employee (¥) 71,000 73,000 86,000