Strengthening of Nissan Group's business base
Creation of a Comfortable Workplace
In response to the growing shortage of workers due to the declining birth rate and aging of the population and growing interest in diverse ways of working, our Group promotes efforts to enable employees to realize highly productive ways of working and to achieve a good work-life balance. Apart from separating work and life and thinking about balance, how do you create a virtuous circle in which life is enriched by work and work is developed by having a favorable life? We want to continue to make this evolve through a trial and error based approach.
|Average overtime per month||non-consolidated||Hours||19.0||20.0||19.3||19.7||－|
|Ratio of taking annual leave||non-consolidated||%||77.4||77.2||77.6||75.8||80%
|Employees who started childcare leave※1||Male||non-consolidated||People||2||0||0||3||－|
|Ratio returning to work after taking maternity / childcare leave ("–": Not applicable)||Male||non-consolidated||People||100||100||－||100||－|
|Ratio of high engagement level employee※2||non-consolidated||%||12.7||13.5||15.1||15.2||12.0%
|Ratio of union members※4||non-consolidated※5||%||100||100||100||100||－|
- ※1 Does not include those that are still during leave that started in the previous fiscal year.
- ※2 Surveyed passion and approach to work using employee questionnaire made by external expert company.
It determines 16 indecies such as autonomous action and positive feelings and measures level of employee engagement. Devication Score of above 60 is regarded as having high engagement.
- ※3 Data is as March 31 for each fiscal year.
- ※4 Number of union members/Number of eligible people (excluding management level and those stipulated in the agreement)
- ※5 Includes some affiliates
Introduction of Various Systems and Measures for a Good Work-Life Balance
We have introduced a wide variety of programs and measures that enable employees to achieve a good work-life balance. In addition to maintaining the high rate of employees taking annual leave of 70% or more in recent years, we are also aiming to support more efficient ways of working and taking time off. For example, we have decided to implement a new hourly leave system by the end of FY2018.
Support Raising Next-Generation Children
Based on the "Act on Advancement of Measures to Support Raising Next-Generation Children", we are working to improve the employment environment and diverse labor conditions so that employees can fully demonstrate their capabilities while balancing childcare and work. We also encourage male employees to participate in childcare by providing paid paternity leave. In recognition of these initiatives, we were granted Next Generation Accreditation Mark (as known as Kurumin) by the Tokyo Labour Bureau of the Ministry of Health, Labour and Welfare, as a company who supports childcare well.
Promotion of Appropriate Work Hours
We are carrying out various efforts aimed at making working hours more suitable.
- Appropriate management of working hours:
We conducted training on labor management for all management supervisors. In addition, we held workshops to learn about the basics of working hours at meetings of personnel managers and labor union training sessions.
- Introduction of new system for work management:
We have introduced a new system that enables timely monitoring and visualization of working hours and remaining annual leave.
- Encouraging employees to take annual paid leave:
As a result of labor-management consultations, we recommend that two days of company-wide planned leave and three days of individually planned leave are taken every year. An annual paid leave calendar is created at each workplace. In addition, for employees who have taken very few days of paid leave, the Personnel Department contacts the superiors of such employees and encourages them to take paid leave.
- No Overtime Day:
This program is implemented at our head office and plants. No Overtime Day is set at each business location based on its own conditions. Measures including patrols are taken so that the program will not be a mere façade.
Countermeasures against Harassment
The revised Act on Securing, Etc. of Equal Opportunity and Treatment between Men and Women in Employment and the revised Act on Childcare Leave, Caregiver Leave and Other Measures for the Welfare of Workers Caring for Children or Other Family Members came into full effect on January 1, 2017. These laws make it mandatory for employers to take measures for preventing harassment by superiors or co-workers related to pregnancy, childbirth, childcare leave, family care leave and similar events.
We are carrying out the following efforts as measures against harassment related to pregnancy, childbirth, childcare leave, family care leave, etc. as well as sexual harassment and power harassment.
- Three types of harassment are subject to disciplinary action in our rule of employment.
- We post explanatory materials and consultation services on our intranet to enable employees to access and consult with us at any time.
- Training related to power harassment
1) Training was provided to all managers in FY2018.
2) Since 2013, we have introduced training for obtaining basic knowledge on power harassment as part of the training before promotion to A3 class (positions equivalent to team leaders at plant). More than 100 employees have undergone this training.
Introduction of Employees benefits program
We have introduced following employees’ benefits programs to support their lives.
- Asset formation:
Employee Shareholders Association (with financial support),
Defined-contribution pension matching contributions, Asset-building savings
- Health support:
Health checkup support (health insurance), Supports gym discount, Support for club activity
- Support for self-development:
Subsidy for half of correspondence courses, Free of charge for e-learning courses
- Nursing care and childcare support:
Discount of nursing care products and Baby-sitter discount
Housing allowance, Company housing, Dormitory for single employees
Dialogue with employees
Nissan Chemical and the Nissan Chemical Labor Union have built a good relationship based on mutual understanding and trust. They strive to improve labor conditions and develop systems through discussions as good partners to the management by taking a range of measures, including holding periodic meetings for reporting business results and initiatives for better work-life balance.
All non-managerial employees, excluding those who have concluded a special agreement with the Company, belong to the Nissan Chemical Labor Union. The number of its members is 1,570 (including those from some affiliates). (as of March 31, 2019)
|Name of the meeting||Content||Number of meetings held in FY2018||Number of participants per meeting|
|Central Management Advisory Council||The policies and financial results of the Company are explained by the management to the labor union members.||2||Company: 5
Labor union: 7
|Business Location Management Advisory Council||1) Explanation of the contents of the Central Management Advisory Council
2) Discussions about problems that are specific to each business location
|Differs among business locations||Executives of the business location
Executives of the labor union branch
|Dialogue activities||Management and general union members set opportunities to have open dialogues. Union members can discuss issues and problems of their own workplaces directly with the management.||3||Company: 3
Labor union: slightly more than 10
|Labor-Management Committee||The Personnel Department and executive members of the labor union regularly exchange opinions about a wide range of problems and hold discussions to solve issues.||7||Company: 3
Labor union: 7
|Health Promotion Committee||Two each are selected from the Company, the health insurance association, and the labor union as its members, who discuss measures for promoting good health among employees and other issues.||4||Company: 2
Health insurance union: 2
Labor union: 2