Respect for Human Rights

The NAGASE Group has a Code of Conduct which defines our respect for human rights and our refusal to discriminate against individuals or groups in any manner. As a corporate group doing business around the globe, the NAGASE Group respects the history, culture, and customs of every region, and we do not engage in harassment or discrimination based on race, creed, gender, religion, nationality, language, physical characteristics, wealth, or place of birth. This Code of Conduct is available in Japanese, English, Chinese, and German, distributed as a booklet and available through our corporate intranet for the reference of all Group employees. We require every NAGASE Group employee to comply with this Code of Conduct. In the event of an incident of discrimination, the Group will take immediate steps to investigate the situation, acting to help the affected individual(s) and to prevent any recurrence.

Diversity

Basic Stance on Diversity

The NAGASE Group believes that diversity is an important part of its overall corporate strategy. The NAGASE Group currently employs a diverse range of personnel who differ in terms of gender, nationality, age, values and lifestyles. Respect for the ideas and views of a diverse range of employees encourages more dynamic internal discussions and leads to new ideas that become the source of competitive advantage in the market. This in turn leads to the growth of both the NAGASE Group and each individual employee.

Basic Stance on Diversity

Diversity Initiatives

Our diversity initiatives began in earnest in fiscal 2008 with the launch of the Diversity Promotion Committee. We conducted a second survey during fiscal 2011, and will continue to monitor our progress over a three-year span as we introduced new activities in fiscal 2012. During fiscal 2016, we formed a subcommittee consisting of members from a variety of backgrounds to discuss “Diversity Management.” More specifically, members discussed the influence of diversity in the future of the NAGASE Group and how we can be more receptive to diversity (Diversity and Inclusion). Based on these discussions, the subcommittee proposed goals and the direction of future policies for embracing diversity within the NAGASE Group.

Work-Life Balance

Basic Stance on Work-Life Balance

We believe that work-life balance is a critical part of respecting diversity. Establishing a workplace environment in which it is easy for employees from a wide variety of backgrounds to work enables achieving a working style that has a balance between professional and private lives, connects to fulfilled work and living, and we take this to be beneficial for both the company and employees. Thus, we are reforming mindsets and establishing systems to accomplish this.

Basic Stance on Work-Life Balance

Work-Life Balance Initiatives

The monthly meeting of the Health Committee includes discussions related to flexible work schedules, encouraging paid time off, and reducing overtime. The committee uses results of workplace surveys as a basis for labor-management talks regarding creating a workplace environment that is more amenable to work-life balance. We expect to see more women excelling in the workplace, as well as increasing employees who also provide in-home care for family members. Accordingly, our aim is to develop a practical system allowing employees more choices about work arrangements as they go through different stages in their lives.

Kurumin

Flex-Time for Parents of Young Children and Caregivers

As one measure encouraging flexible work arrangements for employees, beginning April 2017 NAGASE & CO., LTD. has expanded eligibility for the flex-time system to parents of young children and caregivers in addition to those employees who have been engaged in research at the Nagase R&D Center.

Human Resource Development

The NAGASE Group HR Development Policy

The NAGASE Group Approach to HR Development

NAGASE Group HR development programs consist of an organized combination of on-the-job and off-the-job training. On-the-job training lets employees experience real-world work in a variety of roles to gain new knowledge and skills. Off-thejob training also involves training and gaining skills through both formal lectures and self-directed learning. The NAGASE Group promotes on-the-job training, while at the same time ensuring employees are able to learn knowledge and skills for their continued growth. These programs include rank-specific training for young staff, training for managers, and position-specific training to ensure staff have the necessary knowledge and skills to perform their work.

Organization-Wide HR Development to Promote Group Function

We offer Group-wide HR development programs based on rank, as well as improved head office-based training for overseas national staff designed to more fully deliver the NAGASE Group functions.

The President’s Award

In fiscal 2016, we introduced the President’s Award as another means to foster job satisfaction and motivation among our employees. We believe this program will help us build a better company, encouraging employees and management to come together in finding satisfaction in their work and committing to full participation. We have rolled out this program to the entire Group to motivate and create greater solidarity among our employees.



Our Major Policies

Strengthening Management Capabilities and Business Skills;
Fostering Globally Proficient Personnel

We have emphasized the following three points among our various development policies. We will continue to revise Group education and training programs according to changes in the external business environment and NAGASE Group strategy.

1.Promote globalization Assign employees to overseas entities, send employees to business school, provide cultural training, offer English language training support.
2.Train managers Programs to sharpen our competitive ability (send employees to business school or MBA basic training, etc.)
3.Instill shared values Provide shared value workshops in rankspecific training, Offer shared value workshops for managers, Conduct surveys. As the external business environment changes, we will continue to revise and improve our training programs.
Staff Development Program
  For Managerial Track Staff,
Specialized Position Staff, R&D Position Staff
For
National Staff
For Clerical
Position Staff
Skills Mind Practical
General Manager Overseas Business School Enrollment  
Division Manager NMP (Nagase Management Program)  
Section Manager Domestic Business School Enrollment  
Manager Training Appraiser Training   GMP
(General
Management
Program)
 
Section Staff Manager Candidates Training
MBA Basic
Education Program
  Management
Skills Seminar
  BIP
(Business
Improvement
Program)
  Overseas Business
On-the-Job Training
  SA Training
(Promotion)
  Leadership Training Practical Skills Seminar BMP
(Business
Management
Program)
Business Skills
Training
Core/Skill Training Office
Systems Training
  Office Systems
Training
Introductory Training Basic Practical
Skills Seminar
  Introductory
Training
Staff Development training system
System Overview
Overseas Business On-the-Job Training
Training at overseas group companies
Public offering Internal employment system that Department side recruits transfer to empty position within its own department
FA Internal employment system that allows employees to apply for changes to desired departments themselves
Qualification bounty Grant a reward when acquiring public qualifications stipulated by the company
Number of Participants at Main Training Programs
Training Program Fiscal 2014 Fiscal 2015 Fiscal 2016
Rank-Specific Training 873 796 699
Overseas Training 17 19 11
Selective Training 21 8 20
Business Leadership
Program for Overseas
National Staff
39 37 36

Personnel system

To improve working style and motivation

Major Personnel system
System/Program Overview
Childcare leave -
Maternity leave -
Sick child care leave -
Shorter working hours for child care -
Subsidy for child care service -
Care leave -
Staggered working hour for nursing care -
Shorter working hours for nursing care -
Subsidy for care leave -
Parental leave -
Refreshment leave Special Leave is provided for employees that have worked for full 15 years
Leave for long-service employee Special Leave is provided for employees that have worked for full 25 years
Flexible working hours -
Length-of-service awards Honor employees that have worked for full 25 years
The president's Award -