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Strengthening of Nissan Group's business base

Personnel Retention and Trainings


We believe it is essential for human resource development that “each employee should continue to educate themselves voluntarily in their efforts to develop themselves." Therefore, we have established various human resource development programs for our employees who aspire to learn new things and develop themselves. However, no matter how many programs are established, they have no meaning if they are not utilized. Individuals must grow through programs. And self-directed individuals must co-create with people from other departments, people with different job titles, etc. to grow further. We believe that a corporate culture that creates such a virtuous circle is what is important. Therefore, we have implemented a wide range of measures, such as building a system that creates two-way communications within and across divisions, and actively dispatching employees to external research institutions and overseas company bases.


Human Resource Development

Indicator Scope Unit FY2019 FY2020 FY2021 FY2022
Average training and development hours per full-time employee non-consolidated Hours 10 11 9 5
  • In FY2022, some of training programs was postponed due to personnel system revisions.


We aim to cultivate a corporate culture in which diverse human resources can co-create and enjoy the challenge of innovation to realize ideal state in 2050. To this end, we are promoting the following new measures.

  • Human resource development in accordance with expected roles to realize "A group of co-creators that face challenges for change with a strong passion"
  • Introduction of career support programs and 10% challenge (a system that allows employees to work on their own desired theme using 10% of their regular working hours) that encourage individuals to take on “challenges”
  • Development of human resources with management capability, business creativity and global competitiveness, and enhancement of measures to foster them at an early stage

Fair Personnel Evaluation

We have positioned dialogue as a means of communication to overcome conflicts and co-create by freely communicating with each other, and we are striving to improve the quality and speed of business through the management of objectives.

In addition to this target management, our evaluation system is designed to enable employees to develop their strengths and demonstrate their personality through two-way communication between themselves and their superiors so that “self-independent individual” realizes how one wants it to be, thereby enabling them to work with enthusiasm while realizing growth. We are enhancing transparency and employees’ satisfaction, and strive to fairly evaluate personnel according to results and contributions.

The final evaluation is fed back by the Personnel Department to the department, the secondary evaluators, the primary evaluators, and the employees under the four objectives of 1) to motivate them to take on challenges, 2) to improve their satisfaction, 3) to foster a sense of human resource development among their superiors, and 4) to clarify their development items of competency.

In the annual evaluator training, employees are trained in practical methods of evaluating, communicating, and putting those methods into practice, with the objectives of 1) understanding the role and significance of the evaluation in the personnel system, and 2) creating a system in which the evaluation is appropriately operated as the cornerstone of human resource development, while keeping in mind the basics of evaluations that should be learned by evaluators.

Training and Capability Development

Educational Training System

Educational Training System


List of training programs (implemented in FY2022)

Name Content Number of trainees Period
New employee self-start training Penetration of corporate philosophy and policy / Education of expertise / Development of communication skills / Vision setting 35 10days
New employee follow up training Improvement of communication skills / Cultivation of stress management skills 35 2days
Second year self-start training Presentation of assigned research papers 37 1day
Third year self-start training Presentation of assigned research papers 43 2days
Training before promotion to C3 class / Managerial position Development of the future-creating leadership (problem-solving capabilities, rapid hypothesis-testing capability, and H type human resources) 85 2days
Evaluator training Improvement of evaluation skills 430 1day
Executive candidate training Developing next-generation leaders 2 12days
Correspondence course Improvement of business execution capability 745cases -
Line-care training Mental health care for subordinates / improvement of work environment 45 1day
Self-start training

For the purpose of laying a foundation for self-starting human resources who “think and do what they should do,” employees focus on training which involves “creating original plans and executing them” over the course of two one-year cycles after entering the company. Through training, we will continue to support each person, placing a work implementation mentor (mainly seniors) and a work implementation supervisor (mainly superiors) at their side so that they can give their thoughts shape. In addition, senior employees from other departments related to a subject's theme are appointed as advisors. Employees from various departments work together to create a proposal.

At the end of each fiscal year, personal efforts will be compiled into a paper, and participants with different specialties will meet and hold discussions. Through active discussion, it serves as an opportunity in which participants can gain new awareness.

Inter-divisional training can be said to be the driving force for new value creation. The ideas proposed by the young employees during this training are actually often adopted and used in subsequent work.

Overseas language study program

In order to collaborate with people with diverse backgrounds, we believe it is important not only to enhance communication skills but also to create deeper mutual understanding by sharing the cultural background and values of the other party.

Therefore, we have introduced an overseas language study program with the aim of having employees learn by experiencing and following different cultures.

While trainees diving into different cultures and experiencing language barriers, by independently continuing to communicate with people with various thoughts and ideas, we have been able to clearly see the growth of each trainee.

Since the program started in 2014, a total of about 40 employees have studied in 12 cities in 7 countries.

Overseas language study program


Awards Program

Every year we grant awards to employees who have made beneficial inventions, devised improvement measures, or made remarkable achievements and contributions. Regarding intellectual properties, we also reward excellent inventions selected from among patent-pending inventions at an early stage in an effort to create greater incentive for R&D, discover excellent inventions and improve upon their quality and creativity.

FY2022 Award (Award-winning projects: FY2021)

Name Presenter Content Number of awards Number of rewarded
   and COO
Head of each
Head of each
Commend employees who have made beneficial inventions, devised improvement measures, or made remarkable achievements and contributions. 3
Rewards for Excellent Inventions Officer in charge of Intellectual
Property Department
Reward excellent inventions at an early stage to promote the improvement of R&D capabilities. Rank S rewards are granted to more excellent inventions. 11
(Rank S:
5 invention)



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