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.
Basic Stance on Diversity
The NAGASE Group currently employs a diverse range of workers who differ in terms of gender, nationality, age, values and lifestyles. The NAGASE Group believes that corporate culture can lead to the creation of new businesses and improved business performance. Therefore, we want to develop a corporate culture in which a diverse workforce can share ideas, build a mutual understanding of shared values, and help each other perform their duties with energy and new synergies. As such, we at the NAGASE Group believe that diversity is not only a value but an important corporate strategy.
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.
For fiscal 2015, the NAGASE Group intends to further develop our diversity, guided by initiatives for more active intra-Group personnel exchange. A subcommittee consisting of individuals with past exchange experience met to discuss how best to achieve this goal. Based on these discussions, NAGASE created policies to launch a cross-Group exchange project. We will begin implementing the most actionable of these policies in fiscal 2016.
Basic Stance on Work-Life Balance
Striking a balance between work and life is indispensable to the promotion of employee diversity. Therefore, the Group maintains a comfortable workplace for employees with diverse characteristics to realize a good work-life balance. NAGASE believes a good balance between work and life will bring benefits to both the Company and employees, and thus strives to raise awareness in house and develop work-life balance-related systems.
Work-Life Balance Initiatives
The monthly meeting of the Safety Committee includes a discussion of policies regarding basic awareness of overtime and flexible work schedules. The committee uses the results of workplace surveys to gauge progress, striving with the cooperation of staff and management to make NAGASE a better place to work. The Company decided to expand options for shorter work hours beginning fiscal 2015.
As we expect to see more women in the workplace and more employees dealing with home care for family members, we have initiated labor-management discussions regarding the expansion of our current flextime system. We are working to implement a practical system that allows employees more choices about their work arrangements.
Relaxed Standards, Expanded Options for Temporary Short-Time Work Arrangements
Employer support for child care is a major issue in Japan, where the nation is struggling with low birth rates. In light of this social issue, NAGASE & CO. has expanded eligibility for short-time work arrangements. Beginning fiscal 2015, employees are eligible for this flexible arrangement for elementary school-aged children up to third grade.
The NAGASE Group Professional Development Policy
The NAGASE Group Approach to Professional Development
The NAGASE Group professional development program consists of a natural combination of on-the-job and off-the-job training. On-the-job training lets employees experience realworld work in a variety of roles to gain new knowledge and skills. Off-the-job training also involves training and gaining skills through both formal classes 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 for young staff, training for managers, and position-specific training to ensure staff have the necessary knowledge and skills to perform their work.
Promoting Group Functions through Organization-Wide Human Resources Development
We offer Group-wide human resources development programs based on rank, as well as improved headquarters-based training for overseas national staff designed to more fully deliver the NAGASE Group functions.
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 schools, provide cultural training, offer English language training support.|
|2.Train managers||Programs to sharpen our competitive ability (send employees to business school orMBA basics training, etc.).|
|3.Instill shared values||Provide rank-specific training in shared values, 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
|General Manager||Overseas Business School Enrollment|
|Division Manager||NMP （Nagase Management Program）|
|Section Manager||Domestic Business School Enrollment|
|Manager Training||Appraiser Training||GMP
|Section Staff||Manager Candidates Training|
|Leadership Training||Practical Skills Seminar||BMP
|Introductory Training||Basic Practical
Staff Development training system
|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 2013||Fiscal 2014||Fiscal 2015|
|The Business Leadership
Program for Overseas
To improve working style and motivation
Major Personnel system
|Sick child care leave||-|
|Shorter working hours for child care||-|
|Subsidy for child care service||-|
|Staggered working hour for nursing care||-|
|Shorter working hours for nursing care||-|
|Subsidy for care 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||-|