Human Capital Management 日本語
Basic Approach
The diverse talent who works in the Nikon Group are the driving force behind realizing our corporate philosophy. Nikon has built its reputation as a world-leading manufacturer with more than 100 years of achievements by remaining a company where people with an array of skills, values and experiences come together and maximize their collective abilities.
If Nikon and each one of our employees are to become a presence sought after by society and customers in this continuously globalizing and diversifying world, we must continue to grow together. To make this possible, Nikon will clearly present its target direction and organizational goals, and execute a human resources strategy accordingly in order to provide environments and opportunities for contribution where diverse employees can make the most of their abilities and truly feel the growth of both themselves and the company. What we ask from our employees is that they take advantage of these opportunities and show proactive and continuous interest in honing their skills. Nikon will support the efforts of employees who strive for growth, and both fairly and impartially reward those who produce results and contribute to the company.
To respond to change, the diversification of society and customer challenges, we must also draw on a wealth of knowledge, experience, values and expertise. Nikon thus promotes diversity, equity and inclusion (DEI) with the aim of creating working environments and a company culture where the characteristics and abilities of all team members are accepted and valued.
These actions will create a virtuous cycle that will enhance our ability to offer value to customers and society, as well as improve employee motivation and engagement, helping nurture autonomous individuals who proactively think and act for the team.
Nikon aims to grow together with each of our diverse employees to achieve our corporate philosophy of “Trustworthiness and Creativity,” and remain a company that contributes to a sustainable society.
Human Resources Strategy
Nikon formulated our new Medium-Term Management Plan for FY2026 through FY2030.
Under the previous Medium-Term Management Plan (FY2022–2025), our basic policy was to "sustain our main businesses" and "scale earnings in strategic businesses" by strengthening our ability to deliver solutions. We advanced the transformation of our business model while generating internal and external synergies, such as integrating Nikon’s core technologies with open innovation alongside other companies.
Under the new Medium-Term Management Plan, with a stronger focus on profitability and cash flow, we will shift from cultivating new businesses in all directions to narrowing priorities and expanding selected businesses. By concentrating our limited management resources on focus areas, we aim to balance securing stable earnings in steady-profit-generating businesses with driving growth in challenging businesses to maximize corporate value.
To accomplish this fundamental transformation of our business portfolio, it is essential to cultivate an organization and talent capable of embodying our new Values and autonomously engaging in value creation with the following qualities:
- The ability to respond flexibly to environmental changes, consistently acting from a social and customer-centric perspective to meet and exceed customer needs and aspirations.
- The ability to think and act autonomously to achieve organizational and team goals.
- The ability to collaborate with diverse talent and organizations across countries, regions, and businesses.
- The ability to multiply diverse insights and strengths to generate new value.
The policy at the core of our Medium-Term Management Plan is to “sustain our main businesses” and “scale earnings in strategic businesses”, by strengthening the delivery of integrated solutions. Across all of our businesses, we have also established a common strategy of deeply aligning and understanding with the “essence” of needs of customers around the world, and delivering end products, components and services optimized to these needs. We will also transform our business model, striving to strengthen our synergies inside and outside the company by combining Nikon's core technologies and open innovation with other companies.
We seek the following traits in the talent that will drive this management strategy.
- Able to respond flexibly to changes in environment, and to think and provide value from the perspective of society and customers
- Able to autonomously think and act in order to achieve organizational or team goals
- Able to work together with diverse individuals and organizations across national, regional and business boundaries
- Able to create synergy by merging new and existing values
We urgently need talent who can lead customer development and strengthen our solutions businesses, particularly in our growth areas. In our established areas, we also predict a future shortage of talent to support Nikon's core strength of manufacturing.
Although we need both a qualitative and a quantitative securing of talent in order to achieve our goals, we are also greatly aware of the increasing difficulty in securing the human resources required to carry out our management strategy due to the ever-greater movement of human resources and competitive hiring environment globally. Considering these circumstances and the needs of our management strategy, we have formulated a human resources strategy founded on the three pillars of our human capital management approach — “acquire talent”, “develop talent”, and “leverage talent” — and are developing a number of measures based on the policies outlined below.
Furthermore, in order to unite our management and human resources strategies, top management under the President will work with the human resources department to establish exact definitions of the required human resources and skills, and set forth measures to acquire, develop and leverage them.
Under the previous Medium-Term Management Plan, within the three pillars of our human capital strategy (Talent Acquisition, Talent Development, and Talent Leverage), we focused primarily on Talent Acquisition, securing strategic talent for each business and the personnel who support Monodzukuri (Nikon’s core strength in manufacturing excellence). Under the new Medium-Term Management Plan, we will shift our focus to Talent Development and Talent Leverage to maximize the diverse talent foundation built during the previous plan and connect their capabilities to business growth and value creation.
Furthermore, to ensure our management and human capital strategies are promoted as a unified approach, the required talent profiles, skill requirements, and the direction of our initiatives are being deliberated and advanced through close collaboration between top management, led by the President, and the Human Resources Department, under the supervision of the Board of Directors.
