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Human Resource Development

Governance
Strategy
Risk Management
Metrics and Targets

Governance

Framework for Human Resource Development

With a view to realizing our Human Resources (HR) Policy, we are rapidly responding to change and accelerating the establishment of systems that realize the “right person at the right job and the right time.”

Human Resources for Driving Transformation

We are reorganizing the roles of the Human Resources Division, which spearheads the human resource strategies that support business strategies. We have prepared a human resource model and defined the roles and responsibilities of each human resources business partner (HRBP), shared service center (SSC), and center of excellence (CoE). The center of excellence plays a leading role in formulating human resource strategies and establishing optimal programs, systems, and policies, and works with human resource business partners to implement measures for human resource development and training throughout the Company.

Training System to Enhance Expertise

  • Established the Learning & Development (L&D) Department within the People and Culture Division We consolidated the previously decentralized human resource development functions across the organization by establishing the L&D Department. This department plans and designs shared policies and measures for human resource development for all job types, with the aim of optimizing and enhancing groupwide human resource development.
  • Establishment of job-specific human resource development committees We have established cross-organizational job-specific human resource development committees to strengthen specialized skills by job type and to enhance human resource development throughout the NEC Group. NEC officers representing each job type chair respective committees, and executives and experts selected from each organization work with their human resources divisions to formulate and implement various human resource development strategies and policies.

Human Resource Foundations for One NEC

To realize the HR Policy, the NEC Group must unify its human resource foundations in-house, including those in and outside Japan. Since 2019, the Company has been conducting performance development at NEC Group companies as well as at NEC Corporation, thereby enabling it to unify its human resource evaluations. Performance development encourages growth and behavioral change. It provides feedback that uses a system of nine blocks based on performance and the Code of Values, goal management, and one-on-one meetings between supervisors and their team members.

Strategy

To realize the transformation of the IT business in Japan outlined in Mid-term Management Plan 2025, NEC has set a target to secure 12,000 digital transformation (DX) professionals who will continuously create and implement social value, and is strengthening efforts to develop such talent. NEC is also accelerating the growth of promising nextgeneration leaders by offering them a variety of development opportunities such as tough assignments and training.

NEC offers a range of human resource development programs for employees, including temporary staff and dispatched workers.
Our goal is to “foster professionals who align with the NEC Way and practice the Code of Values.” To achieve this, we are developing training programs and environments focused on employees’ career ownership and proactive learning, centered around the following four areas.

  1. Cultivating business leaders to compete in global markets
  2. Enhancing management talent to maximize organizational power
  3. Training professionals to realize business transformation
  4. Strengthening foundational skills and mindsets as the basis for NEC talent

Training Framework

Details of the training framework are provided below.
Training is provided to appropriate participants by domain and program, regardless of employment type.

The picture of Training Framework

Human Resource Development Programs

The five following themes have been positioned as important themes for human resource development, and we are engaging in a variety of initiatives.

Cultivating Business Leaders to Compete in Global Markets (Next-Generation Leadership Development)

Talent Pool Management (Identifying Talent)

  • Approximately 1,100 diverse individuals from across the NEC Group were selected as talent candidates for future executive leadership, regardless of age, nationality, or gender
  • Of them, 118 particularly promising individuals, including 25% of whom are women, were designated as “Top of Top,” with all receiving Individual Development Plans (IDPs)
  • This program is deployed globally, including Japan, and has been implemented at all seven key consolidated subsidiaries outside Japan
  • In fiscal year 2026, NEC will reinforce this process based on the next-generation leadership profile, aiming to enhance the quality and scale of its talent pool

Measures for Developing Next-Generation Leaders

  • For selected talent pool members, the individual, their manager, and HR work together to create an Individual development plan (IDP) and provide tailored development support aligned with individual needs.
  • The following development options are available to meet these diverse development needs:
  • The One NEC Global Leadership Program (in English) is offered to next-generation leaders aiming to achieve continued success in the global marketplace.
  • Acquisition of fundamental business knowledge through online training.
  • Enhancement of business English skills as needed.
  • Career interviews with HR based on IDPs.
  • Tough assignments across Group companies to provide diverse experiences tailored to the individual.
  • Roundtable discussions with current officers that offer opportunities to learn through dialogue on management issues.

Enhancing Management Talent to Maximize Organizational Power

Enhancing the Management Skills of People Managers

People managers are key to achieving organizational business reinforcement and growth based on strategy, and to enabling employees to become autonomous professionals, through the use of job-based human resources management.

In fiscal year 2025 NEC worked to strengthen the management capabilities of people managers through a variety of training programs and the implementation of behavioral change programs that promote self-awareness and proactive learning regarding management behaviors.

  • Performance management skills training (approx. 300 new managers participated)
  • Basic management literacy training in finance and risk management (approx. 2,400 people managers participated)
  • Developed and delivered a recommended training lineup based on NEC’s standard management skills as a foundation for proactive learning
  • Launched a behavioral change program for enhancement of independent management skills that encourages self-reflection and development planning through multi-source feedback and peer dialogue (Approx. 700 managers participated, with 86% reporting behavioral change in post-program surveys)

Training Professionals to Realize Business Transformation

Professional Talent Development through Job-Specific Human Resource Development Committees

In the six areas of marketing; sales and business design; services, SE, and consulting; technology development; SCM; and research and development, NEC officers representing each area serve as chairs of their respective committees.

Through job-specific human resource development committees, where executives and experts selected from each organization collaborate with the human resources division, they lead the development of professional talent required for business growth. In fiscal year 2025, the first year of implementing the job-specific personnel system, we conducted a review of job roles to better align with business strategies while assessing the status of the system’s introduction by job type. In addition, we focused on strengthening specialized training required for each job type and fostering talent capable of contributing to the business. These efforts were discussed and implemented in each committee. Based on the data from the skill assessment (participation rate: 95%) conducted with the new system, we identified job-specific challenges (such as cases where skill levels did not meet expectations) and developed countermeasures in collaboration with business leaders selected from the business divisions as committee members.

Development of Personnel Conversant with DX

NEC incorporated its own unique elements into the Ministry of Economy, Trade and Industry’s framework to develop and strengthen a shared DX development framework for NEC Corporation and its consolidated subsidiaries in Japan.

Over 200 specialized DX talent development programs were created and implemented, targeting foundational DX literacy (basic knowledge, mindset and culture change) and tailored to the defined roles, requirements, and development goals for DX professionals. A total of 104,907 people participated in the basic DX literacy training, and 43,811 in the specialized DX training across NEC Corporation and its 16 consolidated subsidiaries in Japan.

As of March 31, 2025, NEC had a cumulative total of 11,935 DX professionals for fiscal year 2025. Their credentials were made visible internally through digital certificates (Open Badges) and internal disclosure via “By name.” Each organization’s DX talent status is disclosed at all times, ensuring ongoing development and output of high-level DX professionals aligned with business growth.

We aim to achieve the goals of Mid-term Management Plan 2025 by continuing to enhance measures to shift and improve skill sets through this training program based on a systematic DX talent development implementation framework linked to the growth of the DX business.

Developing Talent in Key Focus Areas

NEC is actively engaged in training and acquiring human resources who can use its core technologies to create value.

Training and Acquiring Top Researchers / Diversity

  • Introduced a job-specific personnel system to flexibly set compensation for researchers with advanced expertise
  • In January 2023, established the NEC R&D Doctor’s Pass program for industry-academia collaboration to support the careers and finances of doctoral students, with the aim of enhancing hiring of personnel with PhDs
  • Boosted hiring of researchers in AI, biometrics, networks, and security fields
  • Training and acquisition of research personnel who can link core technologies to social value
  • Training project leaders and technological architects utilizing personnel exchanges between business divisions and research divisions
  • Expanded business developer training to include researchers
  • Developing global human resources in cooperation with locations outside Japan (over 40% of R&D staff are based abroad)
    　- Actively recruited top talent from research laboratories outside Japan
    　- Recruited from leading universities outside Japan, such as the Indian Institute of Technology

Cultivation of Human Resources to Generate New Business

  • Established a human resource development system for business development professionals (organization of skills and competencies for business development professionals, creation of practical training system)
  • Increased experts in specific domains (approximately 40% have business promotion experience at external companies)
  • Developed business lead management personnel (promoted new joint ventures and seconding of personnel to start-ups)

Intellectual Property Specialists

  • Strengthened recruitment of global legal/IP professionals and talent to build business models that enhance IP utilization

Development of Information Security Professionals

Development of Specialists who Implement Security by Design

  • NEC has been promoting a “security by design” (SBD) concept whereby security is taken into consideration for integration of products, systems, and services from the planning and design stages.
  • Since fiscal year 2020, NEC has been training specialists to assist security managers1 and implement SBD
  • NEC offers an Assistant Training Course for staff who support security managers, and a Sales Course for sales personnel to lead practical security proposals, enabling acquisition of necessary implementation skills
  • 1.
    Individuals responsible for providing information, project support, and incident response related to cybersecurity within the department.

Training in Practical Security Measures

  • NEC has provided training for all employees involved in customer systems, covering skills such as risk assessment and appropriate communication related to security
  • We use a virtual environment that simulates an e-commerce website, thereby providing a location where system engineers can practice taking practical security measures and acquiring skills that increase the robustness of systems at their construction stage.

Developing Highly Skilled Cybersecurity Personnel

  • To strengthen top-tier security professionals, NEC offers a six-month intensive program (NEC Cyber Security Analyst) targeting personnel with technical knowledge of security, enabling them to acquire practical skills required for advanced services such as Computer Security Incident Response Team (CSIRT) operations and risk hunting.

Widening Our Pool of Cybersecurity Human Resources

  • All employees involved in customer-facing proposal and implementation processes took a survey to assess their understanding of the responsibilities defined by the cybersecurity management rules enacted in October 2023.
    Education was provided according to each individual’s understanding level.
  • Since fiscal year 2016, NEC has held the NEC Security Skill Challenge, an in-house event for all employees aimed at building and reinforcing security skills that employees can use in their work. Through fiscal year 2025, a total of over 9,300 employees have participated voluntarily in this event.
  • We strongly encourage employees to acquire public security qualifications, such as the internationally recognized Certified Information Systems Security Professional (CISSP) qualification and the Registered Information Security Specialist national qualification. As of the end of fiscal year 2025, approximately 560 employees had earned CISSP certification, ranking NEC among top Japanese companies.
  • In fiscal year 2025, NEC formed a strategic partnership with ISACA to strengthen development of professionals versed in risk management and IT governance, capable of implementing information security management across broader scopes. NEC has launched certification training programs for Certified Information Systems Auditor (CISA) and Certified Information Security Manager (CISM) for NEC Group employees, enhancing the development of professionals who are well-versed in risk management and IT governance and capable of practicing information security management on a broader scale.

Development of Generative AI Personnel

  • In order to quickly train generative AI personnel amid rapid market changes, we launched the Generative AI SkillUP STUDIO in June 2024.
  • We are implementing a program to train generative AI personnel who will support the entire DX lifecycle of our customers, from acquiring business to consulting and delivery. As of the end of fiscal year 2025, a total of 993 people have participated in the program, and we plan to continue promoting the development of AI personnel in the future.

Risk Management

NEC believes that fostering a mindset that encourages proactive career development and providing mechanisms that promote proactive career development are essential for securing talented personnel and enhancing their execution capabilities.

Strengthening Foundational Skills and Mindsets as the Basis for NEC Talent　

Training for New Graduates and Young Employees

A roadmap of learning and growth opportunities for young employees has been organized to help them cultivate habits of initiating change early in their careers. Programs range from voluntary to mandatory, encouraging mutual inspiration and continuous development for both individuals and the organization.One example is the voluntary “reverse mentoring session,” in which 35 new graduate hires tackled officer-level challenges using DX and even developed apps as part of the process. A mandatory program titled RISE Fast for Early Career is held for second-year employees. RISE Fast is NEC’s original problem-solving program designed to foster initiatives, problem-solving skills, and transformational leadership. In the last iteration, 570 second-year employees participated while balancing their regular duties, working with department heads to tackle real organizational challenges.

Digital Transition Program for Employees

At NEC, we provide a variety of training programs and manuals to ensure that all employees can use digital tools safely and efficiently in their work. We also offer training on the use of emerging technologies, including AI.

NEC Life Career, Ltd.: Supporting Career Ownership among Employees

To enable each employee to grow and be happy by pursuing a career in line with their values, NEC provides an environment where employees can think about and act on career plans. We have put in place systems that support and encourage the efforts of employees to take the initiative in improving their skills and in pursuing challenging professional roles. Specifically, in fiscal year 2021 we renewed and reorganized a set of training programs and systems aimed at self-starting career development and relaunched our career training curriculum under the name Career Design Workshop. To further enhance these functions and support employee career ownership, we established NEC Life Career Ltd. in fiscal year 2021.

Stronger Support for Employees’ Independent Career Development

As part of its Human Resources Policy, “NEC, for Those Who Seek Challenge,” NEC established the Career Design Workshop to help employees take greater ownership of and realize their career plans. The workshop is spearheaded by NEC Life Career, Ltd. (established in fiscal year 2021), and was conducted for 13,000 employees in the NEC Group ranging from their 20s to their 50s. We also held individual career consultations with over 8,500 employees who applied for the service.

In addition, when employees express interest in the opportunity to try taking on new types of work inside or outside the Group, we provide support to help them get settled and achieve success.As businesses and strategies change and organization functions change accordingly, we work vigorously to provide reskilling programs to organizations that require new functions, in addition to initiatives to increase organizational strength.

Employee Transition Assistance Program　

Self-directed Career Development through “NEC Growth Careers” (Employee and Position Matching) System

We are strengthening our internal job posting system to provide an environment and opportunities for all employees to map out their careers, take on new challenges, and grow to become who they want to be. Since the update of the previous system in fiscal year 2020, there has been a total of approximately 3,800 applicants and over 1,500 have successfully transitioned to new positions with new career challenges. Since fiscal year 2023, divisions that are recruiting have regularly held NGC Meetup! events, which are live-streamed internal programs that showcase the appeal of particular organizations and the positions they are recruiting for, as well as the people who work there.

Furthermore, in fiscal year 2025, some Group companies began offering job postings, and by fiscal year 2026, major Group companies in Japan will join, broadening career opportunities across the NEC Group and further supporting employees’ proactive career development.

Introduction of NEC’s Proprietary AI-enabled Recommendation Service

In the past, our system for matching employees and positions entailed employees reading job descriptions of published vacancies and then applying for positions that interested them. Alternatively, the personnel manager of a department with a vacancy would search published resumes and contact personnel who met the position’s requirements. In fiscal year 2021, NEC began using its AI capabilities to generate job candidate recommendations.

Specifically, we use machine learning to match the content of resumes with that of published vacancies. In fiscal year 2024, we employed new research technologies to enhance the AI-enabled recommendation function, making it even easier for employees to use. As well as giving employees more opportunities to take on challenges and grow and discover potential they did not know they had, the new service helps the personnel managers of departments with vacant positions efficiently select, secure, and assign the most suitable personnel.

Investing in Human Resource Development

Number of training days per employee (including temporary employees) and training cost are as follows.

Measuring the Effects of Human Resource Development

Human capital return on investment is as follows.

Initiative Outcomes Revealed by the One NEC Survey

Our annual One NEC Survey targeting employees of NEC Corporation and consolidated subsidiaries in Japan showed a 6% increase in the rate of positive responses to questions regarding career and self-development, compared with fiscal year 2024.

Metrics and Targets

Medium- to Long-term Goals, Priority Activities and Progress, Achievements, and Issues

Medium- to Long-term Goals, and Priority Activities

(Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026

  1. Cultivate leadership and strengthen management capabilities to sustain a successful presence in the global market
  2. Professional development to foster a successful business transformation

FY2025 Goals, Progress, Achievements and Issues, and FY2026 Goals

FY2025 Goals

  1. Cultivate leadership and strengthen management capabilities to sustain a successful presence in the global market
    • Identify more global and junior talent, and accelerate their development
    • Establish and implement a common global talent development program framework
    • Enhance training centered on challenging cross-organization assignments
      - More strategic and systematic planning and implementation based on activities up to 2023
  2. Professional development to foster a successful business transformation
    • Promote human resource development more closely linked to businesses through job-specific human resource development committees
    • Accelerate development of human resources involved with DX, a companywide priority measure across job categories

Progress, Achievement, and Issues

  1. Cultivate leadership and strengthen management capabilities to sustain a successful presence in the global market.
    <Progress and Achievements>
    • Introduced a process to broadly identify diverse potential future executive leaders from a Group management perspective, regardless of age, nationality, or gender.
    • Completed organizing a unified “One NEC” talent development program framework; In fiscal year 2026, will introduce a new, two-tiered One NEC Leadership Programs as a starting point.
    • Conducted transfers and appointments to key strategic positions across the NEC Group as tough assignments, focusing on the most promising talent pool (Top of Top) expected to be next-generation leaders
    <Issues>
    • While the process to identify a wide range of diverse talent has advanced, challenges remain in linking the talent pool with actual appointments and succession planning.
    • Although individual cases of diverse experience and tough assignments have been successful, there is a need to institutionalize these efforts on a companywide scale.
  2. Professional development to foster a successful business transformation
    • Utilized skill assessments (with a 94.5% completion rate) to identify talent essential for business growth and clarify key development areas
    • Expanded and rolled out training content through the development of a DX development framework, enabling greater visibility of talent
      - DX Literacy (Basic) Training: 104,907 participants completed
      - DX Talent (Advanced) Training: 43,811 participants completed
      - Motivated employees to acquire skills through Open Badge awards and by announcing recipients “By name” in-house
    <Issues>
    • Expanding initiatives across the Group
    • Clarifying DX talent needs for each business and ensuring sufficient quantity and quality of personnel

FY2026 Goals

  1. Cultivate leadership and strengthen management capabilities to sustain a successful presence in the global market.
    • Establish a shared, business-aligned standard (“next-generation leadership profile”) and link the processes of identification, development, and appointment.
    • Strengthen selection and management of talent based on the nextgeneration leadership profile to enhance both quality and quantity of the talent pool.
    • For selected members from the talent pool, have the individual, their manager, and HR jointly create Individual Development Plans (IDPs) for the member and provide tailored development support aligned with individual needs.
    • Strengthen the linkage between the talent pool and succession plans, and maintain highly effective and feasible succession planning across the global Group.
  2. Professional development to foster a successful business transformation
    • Strengthen highly specialized talent in digital transformation (DX), strategic consulting, AI, security, and other fields leading our key business areas
    • Accelerate human resource development more closely linked to business through job-specific human resource development committees