Close
Sustainability
Strengthening of Nissan Group's business base
- HOME >
- Sustainability >
- Strengthening of Nissan Group's business base >
- Promotion of Diversity
Promotion of Diversity
Policy/Philosophy
Diversity Statement
At Nissan Chemical, it is important that the individuality and talents of each individual be demonstrated and that the purpose of the individual be connected to society through the Company. We believe that this will nurture a sense of fulfillment in work and a sense of purpose in life, and create a strong force that fulfills the future of people and society with hope and happiness as well as realizing the well-being of people who work.
We regard diversity initiatives as an important theme for achieving both the well-being of our workers and the happiness of society, and aim to achieve our Diversity Vision through all measures.
Diversity Vision
- We will become a vibrant company that is full of job satisfaction and fulfillment in life through a corporate culture that respects and accepts various opinions and ideas arising from all kinds of diversity(※), and creating the opportunities to demonstrate individual talents.
- We will bring innovation into society with creative and unique ideas that are born from conflict and fusion of various opinions and ideas.
- We will create a truly valuable future by respecting and accepting the diversity of everyone working together, whether inside or outside the company, and collaborating with society.
- It refers to all kinds of diversity, including not only external attributes such as gender, age, nationality, and physical characteristics, but also internal attributes such as capability, experience, beliefs, religion, values.
System
To further strengthen our commitment to diversity, we have established the Diversity Promotion Subcommittee under the Sustainability Committee to plan and implement company-wide initiatives.
We have identified key focus areas including the promotion of women's empowerment, encouragement of male employees to take childcare leave, and the advancement of understanding regarding LGBTQ+ issues. In addition, we are actively working to support employees in balancing caregiving and career development, enhance the recruitment and retention of global talent, and promote the employment of people with disabilities.
Indicators
| Indicator | Scope | Unit | FY2022 | FY2023 | FY2024 | FY2025 | Target (Year) |
||
|---|---|---|---|---|---|---|---|---|---|
| Full-time employees※1 (by role) |
Regular position | Male | non-consolidated | People | 981 | 1,001 | 1,029 | 1,046 | - |
| Female | non-consolidated | People | 121 | 134 | 143 | 158 | - | ||
| Total | non-consolidated | People | 1,102 | 1,135 | 1,172 | 1,204 | - | ||
| Ratio of females | non-consolidated | % | 11.0 | 11.8 | 12.2 | 13.1 | 15 (2030) | ||
| General position | Male | non-consolidated | People | 733 | 749 | 745 | 773 | - | |
| Female | non-consolidated | People | 124 | 127 | 127 | 130 | - | ||
| Total | non-consolidated | People | 857 | 876 | 872 | 903 | - | ||
| Ratio of females | non-consolidated | % | 14.5 | 14.5 | 14.6 | 14.4 | - | ||
| Overall | Male | non-consolidated | People | 1,714 | 1,750 | 1,774 | 1,819 | - | |
| Female | non-consolidated | People | 245 | 261 | 270 | 288 | - | ||
| Total | non-consolidated | People | 1,959 | 2,011 | 2,044 | 2,107 | - | ||
| Ratio of females | non-consolidated | % | 12.5 | 13.0 | 13.2 | 13.7 | - | ||
| Ratio of employees with disabilities※2 | non-consolidated | % | 2.74 | 2.86 | 2.72 | 2.75 | 2.70 | ||
| (Statutory minimum rate) | non-consolidated | % | (2.30) | (2.30) | (2.50) | (2.50) | - | ||
| Re-employment of retired employees | non-consolidated | People | 106 | 95 | 95 | 73 | - | ||
| Ratio of re-employment of retired employees | non-consolidated | % | 86 | ※3 | 85 | ※3 | - | ||
- 1 Data is as March 31 for each fiscal year.
- 2 Data is as June 1 in each year.
- 3 Since FY2023, we have started raising mandatory retirement age by one year every two years, with a final mandatory retirement age of 65. As a result, there were no new mandatory retirees. There will be some fiscal years in the future, in which new mandatory retirement do not occur.
Activities
Support for the Development of the Next Generation and Promoting Active Participation of Women in the Workplace
In our previous Action Plan (FY2021–2025), we set targets to achieve a ratio of at least 13% for women in general management positions, double the number of female managers, promote paternity leave uptake among men, and maintain an annual paid leave utilization rate of at least 70%, and we successfully met all of these goals. However, challenges remain regarding the company-wide adoption of these initiatives, as well as the numerical targets for the ratio of female managers and the paternity leave uptake rate among men.
In light of these challenges, we have formulated a new Action Plan (FY2026–2030) to promote the creation of an environment where employees can work more comfortably and thrive.
Nissan Chemical Corporation Action Plan (Excerpt)
| Period of the plan | Five years from April 1, 2026to March 31, 2031 |
|---|---|
| Issue | Measures are needed to further improve the work environment and promote career advancement, including increasing the proportion of women in general and managerial positions, encouraging more men to take paternity leave, reducing overtime hours, and increasing the rate of annual leave taken. |
| Target 1 | The proportion of women in general management positions shall be 15%, and the proportion of women in managerial positions (equivalent to section chief or higher) shall be at least 7%. |
| Action 1 | Maintaining a target of at least 30% for the proportion of women in general management positions among new graduate hires Providing opportunities to interact with diverse role models Implementing diversity management and unconscious bias training |
| Target 2 | The average monthly overtime hours during the planning period shall be 18 hours or less. |
| Action 2 | Ongoing monitoring of working hours by management and employees Implementation of hands-on training to drive operational improvements |
| Target 3 | We aim to achieve a paternity leave uptake rate of 90% or higher among male employees. |
| Action 3 | Conducting training programs to support the balance between career and life events Conducting a survey on the needs regarding paternity leave and developing and implementing measures to address the identified challenges |
| Target 4 | Continue to maintain the ratio of taking annual leave (including managers) of 80% or more |
| Action 4 | Thorough implementation of our own taking annual leave target (10 days per year) set through labor-management consultation |
TOPICS : Women's Leadership Program
Since fiscal year 2023, we have been implementing a Women's Leadership Program with the goal of “cultivating change leaders who discover and exercise their own unique leadership alongside their peers, and who actively influence relationships and the environment.”
An internal survey revealed that both men and women feel that women have fewer opportunities to exercise leadership compared to men. Against this backdrop, this program supports each woman in discovering and exercising her own unique leadership style by prioritizing a safe environment for open dialogue and fostering connections with colleagues across different departments and locations.
Ten participants took part in the second session, held from June to October 2025. In addition to the four-day program and action learning, we introduced a new dialogue session where participants learned about the careers of four female managers who are active within the company. Through the candid insights of managers with diverse personalities and backgrounds, participants identified common elements of leadership—such as a “commitment to dialogue” and a “positive attitude toward challenges”—and gained the opportunity to broaden their perspective from individual achievements to the success of the entire team and organization.
Participants also confronted their own internal barriers—such as feelings of inadequacy or lack of confidence stemming from their life stages or work styles—and by letting go of the assumption that “I am the only one facing these challenges,” they realized the presence of colleagues who could empathize with and support one another. Through this program, they learned firsthand that voicing the unease they had previously been unable to articulate is the first step toward bringing about change in the workplace.
Moving forward, we will continue to implement various initiatives, positioning the advancement of women as a key pillar of our diversity promotion efforts.
A scene of Women's Leadership Program
Group photo on the last day of program
TOPICS: New Handbooks and Intranet Site to Support Work–Childcare Balance
To help our diverse workforce make informed decisions based on their life stages and career paths, we have developed handbooks tailored for managers, male employees, and female employees. In addition, we have launched a dedicated intranet site that consolidates information on internal programs and related resources to support the balance between career development and childcare. Through these efforts, we aim to provide ongoing access to useful information and promote greater understanding across the company.
Activities for Recruiting Foreign Nationalities
As one of the measures to develop globally competitive human resources and to promote the activities of diverse human resources, we are strengthening recruitment activities for foreign nationalities. We have been proactively working on this issue since 2017, and since then, foreign nationalities have joined the Company continuously. Moving forward, we will continue to promote diversification of our human resources through the continuous dispatch of information for foreign nationalities and create an organization that will allow diverse human resources to demonstrate their capabilities.
Employment of People with Disabilities
For more than ten years, we have kept the ratio of employees with disabilities at a level above the statutory minimum rate. We will continue to observe the legal requirements and remain proactive in providing workplaces that enable the active participation of people with disabilities.
*Data is as June 1 in each year.
TOPICS : Creating Employment Opportunities of People with Disabilities on the Farm
In 2020, we opened a company-owned "Yume Farm" near the Sodegaura Plant using a rental farm. We also started the similar initiative near the Nagoya Plant in 2021.
Through employing people with disabilities as staff on this farm, we will contribute to the financial independence of people with disabilities and deepen our employees' understanding of people with disabilities. We also contribute to the local community by donating the harvests to nearby welfare facilities and children’s cafeterias.
Opening ceremony of "Yume Farm"
State of agricultural products (Komatsuna)
