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 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.
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.
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.
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.
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.
NAGASE Health Declaration
The NAGASE Group strives to realize a sustainable world where people live with peace of mind. Accordingly, we believe one of our most important management goals is the physical and mental well-being of our employees and their families, the most valuable assets of the NAGASE Group. The president and CEO of NAGASE & CO., LTD. is the chief executive responsible for policies promoting the health of each employee within the NAGASE Group.
Policies and Initiatives
1. Supporting Physical Health
・Health examinations (regular physical exams, lifestyle disease exam, periodic checkups, medical exams for overseas assignees, including employees returning temporarily or permanently)
・Specific Health Checkup and Specific Health Guidance
・Mail-in cancer examinations
・Medical treatment and work-balance support
・Support for women’s health/p>
・Distribution/access to household medicines
・Family health counseling
・Access to Best Doctors service
2. Supporting Mental Health
・Mental health counseling
・Mental health training
・Job reinstatement support
3. Health Promotion
・NAGASE club activities
・In-house massage rooms
・No Smoking Day
・Smoking cessation support
・Encourage the use of daycare facilities
・Measures to reduce excessive work hours
・No Overtime Day (weekly)
・Publish overtime hours by department
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
|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 2014||Fiscal 2015||Fiscal 2016|
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||-|