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Our Relationship with our Employees

We work to provide and maintain a positive work environment while facilitating a high level of job satisfaction for every employee.


Respecting diversity

Diversity & Inclusion Promotion Policy

We have formulated a Diversity & Inclusion Promotion Policy in order to respect the diversity of our employees. We recognize diverse ability, individuality, and value of each individual and unify them to enhance collective strength of Nippon Shokubai Group. We will implement measures to create organizations where employees can achieve their potential in their own way.

  1. 1) We will create a working environment and culture where employees can work with diversity and mutual respect, and grow together.
  2. 2) Each employee, as a professional, will make every effort to show his or her individuality and ability, that will lead to innovation.
  3. 3) By enriching and balancing employee’s work and life, each employee will improve his or her motivation and maximize their ability, thereby make great achievements.

Promoting active participation of diverse human resources

Initiatives of fiscal 2020
D&I management training
D&I management training

For the purpose of "fostering a D&I mindset," one of the priority issues, we conducted D&I management training targeting all officers and line managers (around 150 people). Group work and discussions were held on important themes, including management of diverse human resources, unconscious bias, and psychological safety. At the same time, a video of this training was distributed to approximately 500 managers (management positions) with the aim of raising awareness of management personnel.
As a part of the "supporting work-life balance" initiative, we updated the contents of the guidebook on worklife balance support and notified employees of the update.

Promoting female employees' active participation

Nippon Shokubai has been working actively to ensure gender neutral recruitment and institutional development. In fiscal 2019, we launched a project with female employees as members, who identified problems regarding women's participation and advancement in the workplace at the Company and proposed solutions to the problems. This project has led to the D&I promotion initiatives of today.

Percentage of female employees in managerial positions

Effective use of re-employment system

Aiming to help stabilize the lives of retired employees, we set the period of re-employment until the age of 65, ensuring employment in a familiar work environment. This initiative, intended to provide employees with a sense of security and improved motivation for work, has encouraged over 100 experienced senior employees to contribute to the handover of core techniques and the development of young human resources.
Note: Re-employment rate of retired employees: 89% (fiscal 2020)

Promoting employment of people with disabilities

We are committed to employing people with disabilities, who are playing active roles in various jobs at each of our workplaces.
Moreover, NS Green Co., Ltd., our designated Group subsidiary established from the perspective of promoting the employment of people with disabilities, is in charge of the management of green spaces of manufacturing plants, and also grows seedlings of chrysanthemum in small pots every year. The pots are distributed to approximately 300 organizations for free, thereby supporting the urban greening project by the prefectural government.

Employment of foreign nationals

In anticipation of further expansion of our business across the globe, we continue to hire foreign nationals in Japan as well as in our Group companies in other countries.

Initiatives under the Next-Generation Children Act and the Women's Participation and Advancement Promotion Act

Based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Next-Generation Children Act) and the Act on Promotion of Women's Participation and Advancement in the Workplace (Women's Participation and Advancement Promotion Act), we set goals and an action plan for the period from April 1, 2021 to March 31, 2025.

Human capital development

Human resources management system

Work to invigorate our people and organizations forms the basis of the second half of our Medium-term Business Plan "Reborn Nippon Shokubai 2020 NEXT" and the sustainable growth of our Group.
With the theme "Think & Act," which means always being conscious of one's accountability in order to maximize value for the customer, we have implemented a human resources management system based on Management By Objectives (MBO). We continuously review the system itself and its operation, and we are creating an improved environment in which employees are given the freedom to achieve the desired results.

Provisions for managers

Managers are the drivers behind what needs to be accomplished under our "Vision." Under the keyword of "Think & Act," this system is designed to reward those who demonstrate their best efforts in fulfilling their roles.

Provisions for non-managerial employees

To make employees feel motivated and satisfied with their work, this system is designed to ensure fair treatment according to their roles, achievements and abilities. To ensure fair and convincing evaluation, we have set up criteria for job classes and secure opportunities for managers to have interviews with those working under them. Feedback of the results is utilized for ability development of employees.

human resources development

Personnel objectives

(1) Self-starters capable of taking the initiative in identifying and resolving issues
(2) Personnel capable of flexibly adapting themselves and their organizations
(3) Personnel capable of demonstrating experience and expertise
(4) Personnel capable of working with a diverse international community

Human Resources Development Support System

Developing autonomous human resources

We have been advancing development of "autonomous human resources" who have intention to grow themselves and are capable of thinking and taking action on their own initiative. Specifically, we have introduced programs unlike conventional group learning, such as online English training and e-learning, and thus established a system that enables each person to develop his/her abilities effectively and efficiently.

Developing human resources for leaders
Leaders training
Leaders training

We are implementing a variety of measures to cultivate leaders who can drive the organization. Specifically, the management round-table talk that had been initially held for general managers throughout the company began to be held continuously also for section managers at each business site. Moreover, training for employees being promoted has been improved. For the development of candidate personnel for section managers in the manufacturing departments, in particular, year-and- a-half manufacturing manager training is provided.
We will continue to plan and implement programs to develop management personnel and innovative human resources.

Developing human resources who will be active Globally
Global human resources training program
Global human resources training program

Nippon Shokubai has over 14 overseas affiliated companies, in which over 50 Japanese expatriates are working. As our overseas sales revenue accounts for around 50% of our Group's total sales, it is increasingly important to develop human resources who can play active roles on a global scale.
We have a program to dispatch young employees to our overseas affiliates as trainees for short periods of time, and also use foreign trainers to provide training for employees who are likely to be seconded overseas to give them various multicultural skills, such as cross-cultural communication, presentation and negotiation skills.

Promoting work-life balance

Promoting work-life balance

Providing balanced assistance for work, child care and nursing care

To create a better environment that supports employees with their parenting and nursing responsibilities while employed, we are working to establish systems and raise the awareness of our employees. We have published a guidebook that summarizes our balanced support system to keep the users of the system informed, while working to improve the system so that users can easily obtain the understanding of and cooperation from their superiors and coworkers.

* Number of persons taking childcare leave of absence: 28 (FY 2020 total)
* Number of persons using reduced working hours system for childcare: 27 (FY 2020)

The Osaka Labour Bureau of the Ministry of Health, Labour and Welfare granted us an authorization for complying with Standards for General Employers under the Next Generation Nurturing Support Measures Promotion Law.

Reducing overtime work hours and encouraging the taking of leave

At Nippon Shokubai, the Working Hours Management Committee has been established by both labor and management to check the monthly overtime work hours of each employee and endeavor to reduce them by enhancing the teleworking and flextime systems. Employees who have worked long hours are encouraged to speak with an industrial physician or receive a health check via a medical questionnaire every month.
Based on the results of the health check, the employee’s supervisor receives guidance or instructions from the industrial physician. To encourage employees to take paid leave, the company has introduced a system to allow paid leave to be taken by the hour.
We will continue to make efforts to create a working environment friendly to employees by paying attention to their work-life balance.

* Average monthly overtime hours per person: 15 hours (FY2020)
* Percentage of annual paid leave taken: 64% (FY2020)

Promoting mental and physical health management

Mental health training
Mental health training

To maintain and improve the mental and physical health of our employees, we have introduced various measures to help them to manage their health. Administered by our industrial physicians and occupational health staff, these efforts revolve around the health promotion office in each of our business offices. Specifically, we conduct general and specialized health examinations and provide tailored health advice in cooperation with the Nippon Shokubai Health Insurance Union. Together, we arrange health checks with dentists in addition to family health checks and the like. We also offer educational activities such as in-house lectures and physical strength measurement sessions on a regular basis.
We have formulated a Mental Health Plan aimed at staving off mental and physical illnesses. At the same time, we are working to improve productivity and create a bright and lively workplace by providing stress checks and rank-based training focusing on mental health education for all employees. In fiscal 2019, we held 10 sessions of line care training targeting around 550 managers throughout the company. In fiscal 2020, we provided web video training for around 400 leaders.

Toward a sound labor-management relationship

Nippon Shokubai and the Nippon Shokubai Labor Union, a member of the Japanese Federation of Energy and Chemistry Workers Unions, maintain a dialogue based on mutual respect as their basic stance. Respecting the three rights of labor and through a good labor-management relationship based on mutual understanding and trust, we are addressing the resolution of various issues and achievement of goals through cooperation.
Regarding collective bargaining, we have specified the scope of negotiations, procedures, the method of settlement, and other matters in collective labor agreements so that various issues can be properly solved and overcome through dialogue. Moreover, meetings of the central labormanagement council and meetings of the branch labormanagement council at each plant are held periodically as forums for exchanging opinions between labor and management.
The company and the union have concluded a union shop agreement under which all our regular employees join the union.