Communication with Society

Creation of a Comfortable Workplace

Promotion of Work-Life Balance

We have introduced a wide variety of programs and measures that enable employees to work in a highly productive manner and achieve a good work-life balance. In recent years, we have maintained a high rate of paid leave use of more than 70%. In addition, we have implemented No Overtime Day and other measures to raise employee awareness toward work efficiency and help create a comfortable workplace.

Systems for Promoting a Good Work-Life Balance

Promotion of Appropriate Work Hours

  • 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.

Countermeasures against Power Harassment

  • In 2013, we 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 plants). More than 100 employees have undergone this training so far.
  • Consultation services and explanatory materials are provided on our intranet (internal network) to raise awareness of power harassment.

Measures against Harassment Related to Pregnancy, Childbirth, Childcare Leave, Family Care Leave, etc.

  • We have added consultation services and explanatory materials on harassment related to pregnancy, childbirth, childcare leave, family care leave, etc. to the existing ones on sexual harassment.
  • We have revised our rules of employment in our efforts to prevent harassment.


We support the promotion of good physical and mental health proactively by working together with the Nissan Chemical Health Insurance Association so that all our employees can enjoy working.

2017 Certified Health and Productivity Management Organization Recognition Program (White 500)

2017 Certified Health and Productivity Management Organization Recognition Program (White 500)

  • In February 2017, we were recognized under the “2017 Certified Health and Productivity Management Organization Recognition Program (White 500).
  • A program for recognizing “health and productivity management” initiatives with which employee health management is considered from the viewpoint of business administration and put into practice strategically.

Regular Health Checkups

  • We encourage employees to undergo regular health checkups by targeting a rate of 100%. We achieved the target rate of 100% in FY2016 (Note).
    Note: Employees on temporary retirement, etc. are excluded.

Mental Health Measures

  • We carry out a stress check, analyze its results and give feedback, and provide Line-Care※1 and Self-Care※2 Training as necessary.
    • Stress check (September 2016): Undergone by 99.4% of all employees
    • Organizational analysis of stress check and reporting session: A total of twelve reporting sessions were held for executives at the head office, laboratories, and plants. The analysis and holding of reporting sessions were outsourced to an external specialty company.
    • Training: Self-Care Training was provided twice to new employees and those who had never undergone the training.
  • 1 Care provided by manager / supervisor. It includes understanding and improving the work environment daily and providing consultations to subordinates.
  • 2 Care that can be provided to oneself. It includes being aware of one’s own stress and preventing or coping with stress.

Health Promotion Committee

  • The members of this committee are selected from the company, the Nissan Chemical Health Insurance Association, and the Nissan Chemical Labor Union, two from each, and meet regularly to discuss health promotion measures. The committee met four times in FY2016.

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