HOME > Sustainability > Our Relationship with our Employees


  • Get to know our story! Nippon Shokubai
  • Corporate Profile Video
  • Contact Us
For your inquiry

Our Relationship with our Employees

Under our Management Commitment to conduct all corporate activities with a deep respect for humanity, we work to provide and maintain a positive work environment while facilitating a high level of job satisfaction for every employee.


Respect for human rights

Our Management Commitments state that "we conduct all of our corporate activities based upon a deep respect for humanity" and our action guideline states that "we always strive to maintain a healthy working environment, respect the human rights of each person, and will never engage in discrimination or any other violation of human rights." Thus our commitment is clear: we will never conduct any unreasonable act of discrimination or harassment based on place of birth, nationality, race, ethnicity, creed, religion, position, gender, age, sexual orientation or physical characteristics and are working to cultivate a culture of respecting human rights.
We all accept and respect each other and the personality and individuality of everyone.

Prevention of harassment

We have opened a harassment prevention manual to our employees and set up a consultation desk. We also provide training for managers to raise awareness in a timely manner.

Prohibition of forced labor and child labor

We have employment relationships based on the free will of our employees and do not force them to work.
We also comply with laws and regulations and strive to prevent child labor through appropriate recruitment and employment procedures.

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 female employees’ active participation

Nippon Shokubai has been working actively to ensure gender neutral recruitment and institutional development. We have formulated an action plan for fiscal 2016–2020 that is intended to increase the number of female employees in managerial positions (or above the level of section manager). Our goal is to double the number relative to the fiscal 2015 year-end levels by the end of fiscal 2020.
As one measure for this plan in fiscal 2017, we gathered female managers and others together for a workshop. We also gave management training to their superiors. Based on these measures, 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. We will advance new initiatives to further support the active participation of female employees.

Percentage of female employees in managerial positions

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.

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: 87.0% (fiscal 2019)

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.

Human capital development

Human resources management system

Managing mental and physical health Toward a sound labormanagement relationship Structure for human resources development Work to invigorate our people and organizations forms the basis of the sustainable growth of our company.
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 (management positions)

Managers are the drivers behind what needs to be accomplished under our "Vision" Because these managers are motivated by the concept “Think & Act,” which means always being conscious of one’s accountability in order to maximize value for the customer, this system is designed to reward those who demonstrate their best efforts in fulfilling their roles.

Provisions for non-managerial employees

We are committed to continually maintaining the current system. We conduct evaluator training, for example, with the objectives of setting more challenging and ambitious goals and maintaining the impartiality of employee evaluations, as well as maintaining and increasing relationships of trust between managers and those working under them in the workplace through evaluations and feedback.

Structure for 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 human resources for leaders

Management round-table talk

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 and the skill development training programs for young and mid-career employees have been improved. For the development of candidate personnel for section managers in the manufacturing departments, in particular, yearand-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

Nippon Shokubai has over 10 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: 23 (FY 2019 total)
* Number of persons using reduced working hours system for childcare: 29 (FY 2019)

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 formulating overtime work hour reduction plans and enhancing the flextime system. 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 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.
Incidentally, prior to enactment of the law, all our employees (100%) achieved the target of taking at least five days of annual paid leave.
The percentage of regular employees who took annual paid leave was around 70% (72% in FY 2018 and 69% in FY 2019).

Managing mental and physical health

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.

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. 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 labor-management council and meetings of the branch labor-management 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.