Diversity & inclusion

The Nisshinbo Group's Contributions to the SDGs

The Nisshinbo Group will contribute to the achievement of the Sustainable Development Goals (SDGs) through diversity & inclusion activities. Key Performance Indicators (KPIs) are managed and measures are systematically implemented to achieve the Group's sustainability targets of creating a comfortable working environment for women.

Core SDGs Goals and Targets and the activities of the Nisshinbo Group

The Nisshinbo Group promotes diversity & inclusion activities, viewing SDGs 5.5 and 8.5 as core targets.
We are vigorously engaged in a variety of activities to enable each and every employee, with diverse values and abilities, to fully demonstrate their abilities, take on challenges, and continually improve themselves.

  • 5. Gender Equality

    Achive gender equality and empower all women and girls.

  • Targets: 5.5

    Ensure women's full and effective participation and equal Opportunities for leadership at all levels of decision-making in political, economic and public life.

  • 8. Decent Work and Economic Growth

    Promote sustained, inclusive and sustainable economic growth, full and productive employment decent work for all.

  • Targets: 8.5

    By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.

Promotion Activities for Diversity & Inclusion

The Nisshinbo Group is promoting diversity & inclusion (D&I) activities to support the sustainable growth of the Group, which boasts a diverse workforce and business portfolio.

The goal of the Nisshinbo Group's D&I activities is to foster an organizational culture in which employees can speak and act freely without excessive reserve. A vibrant and supportive workplace requires that people recognize and respect the differences among them and make use of each other's strengths.
Starting from a sense of the uniqueness of each individual, the Group aims to achieve a workplace in which diverse people are active by 2025.

Since 2021, the Group has sponsored psychological safety training sessions aimed at each level, linking diversity and inclusion to the results, with the aim of understanding the concept and importance of psychological safety, which is the cornerstone of D&I.

・ Jan. 2021 Top management training
・ May to September 2021: Training for management and managers (completed by approximately 1700 employees)
・ October 2021 to June 2022: Training for general employees (for approximately 7000 employees)

The Group will continue to promote a variety of activities, including continuous dissemination of messages and publicity of top-level management.

Transformation of the Group Culture

Implementation of employee surveys

Since 2018, the Nisshinbo Group has conducted employee surveys to learn about the current state of the Group's organizational culture and climate and to help examine possible future measures.

The Nisshinbo Group has established the Employee Survey Promotion Team and, based on the results of the surveys, the Group has formulated an action plan from the viewpoints of the companies to which employees belong, their workplaces and the status of their work, and have initiated activities on that basis. The Group will conduct periodic surveys to identify changes in the organizational culture of the Nisshinbo Group. The survey results will be applied in a variety of activities so that employees can continue to tackle challenges boldly to improve business results, with high levels of workplace satisfaction and motivation.

Promoting Diverse Work Styles

In 2020, the each Group company in Japan instituted a telework system.
Together, the Group is promoting the development of IT environments, expansion of electronic approval, and the use of Web conferences.

Supporting the Activities of Diverse Personnel

Act on the Promotion of Female Participation and Career Advancement in the Workplace—General Action Plans

In accordance with the Act on the Promotion of Women's Participation and Advancement in the Workplace, Nisshinbo Holdings Inc. has formulated the following General Employer Action Plan so that women and other diverse human resources can work enthusiastically and maximize their skills. Seventeen domestic Group companies*1 other than ours are implementing similar initiatives..

Planning period
January 1, 2022, to March 31, 2026

Contents

Goal 1 The proportion of females in the total number of clerical professionals is to be more than fifty percent.
Measure January 2022-: Public relations on efforts to promote women's active participation, diversity, and inclusion.
Goal 2 The number of women in supervisory roles will be more than twice as many as that in fiscal year 2021.
Measure January 2022-: Interviews with supervisors for positive and fair development and the evaluation of female employees
Development of an individual development plan for female employees and follow-up on implementation status
Creation of opportunities for exchange between female employees and managers and supporting network formation
Goal 3 Take at least 70% of annual paid leave.
Measure January 2022-: Management and follow-up of leave status

*1 Japan Radio Co., Ltd., Nagano Japan Radio Co., Ltd., Ueda Japan Radio Co., Ltd., JRC Tokki Co., Ltd., JRC Engineering Co., Ltd., JRC System Services Co., Ltd., Nagano Japan Radio Manufacturing Co., Ltd., Nisshinbo Micro Devices Inc., Nisshinbo Micro Devices AT Co., Ltd., Nisshinbo Micro Devices Fukuoka Co., Ltd., Nisshinbo Brake Inc., Nisshinbo Mechatronics Inc., Nanbu Plastics Co., Ltd., Kyushu Nanbu Plastics Co., Ltd., Nisshinbo Chemical Inc., Nisshinbo Textile Inc., Tokyo Shirts Co., Ltd.

Appointment of women to managerial positions

The Group's challenge is to increase the proportion of female managerial candidates and women in managerial positions. Accordingly, Nisshinbo Holdings Inc. has set the following goals under the Act on the Promotion of Women’s Participation and Advancement in the Workplace General Employers Action Plan as of April 1, 2020, and achieved all of these targets by the end of fiscal year 2021.

Goal 1 The female recruitment ratio of new graduates in the office is 40% or more.
(Average of 71.4% in 2020 and 2021)
Goal 2 Increase the proportion of female candidate managers to 15% or more.
(Accumulated 15.6% in 2020 and 2021)

Training Targeting Every Leve

Training for the various levels was conducted from 2015 to 2021. As of 2022, follow-up measures will be implemented.

Timing Name of Training Content
December 2015 Lecture for Executives Managers participated in lectures to learn about measures for promoting the advancement of females.
2016-2021 Training for Managers This training, which targets all employees at the managerial level, is designed to help participants understand the fundamental significance of promoting the advancement of female, and help participants recognize and overcome their own biases.
2016-2019 Training for Female Employees This training aims to help participants understand the fundamental significance of promoting the advancement of female, and help participants overcome their own biases, in order for them to engage in the type of work they desire.
2017-2021 Joint Training for Managers and Female Employees Managers and their female employees participate in pairs, engaging in group discussion and meeting one on one to together create medium-to long-term career plans.
  • Training for Managers

    Training for Managers
  • Training for Female Employees

    Training for Female Employees
  • Joint Training for Managers and Female Employees

    Joint Training for Managers and Female Employees

Support for career building

The Group respects the experiences, strengths, and diverse values of each individual, and implements the initiatives to support autonomous career development.

Since October 2018, the Group has provided training for managers in their 50s with the aim of enabling them to think about and prepare for careers after retirement. During the training, students learn about the money plan, health, and career for a dynamic and energetic life after retirement. Since 2022, the program has expanded to include general employees, and many people continue to participate in the program. In the future, the Group will also provide training for other age groups.

Assisting workers in balancing work and nursing care

The each Group company in Japan have introduced a number of programs to help employees balance work and nursing care. These include nursing-care leave, family-care leave, shortened working hours for family care, and a system for returning employees to work after retirement for nursing care.

The Tomonin logo. This logo is used to promote work environments where employees can balance work and nursing care.
The "Tomonin" logo. This logo is used to promote work environments where employees can balance work and nursing care.

Act on Advancement of Measures to Support Raising Next-Generation Children—General Action Plan

To maintain an environment in which employees can display their abilities as well as balance their work and private lives, Nisshinbo Holdings Inc. and the Group’s other sixteen companies in Japan*1 are formulating their next general action plans in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children*2.

Kurumin mark indicating contributions to childcare support
Kurumin mark indicating contributions to childcare support

Planning period
January 1, 2021, to March 31, 2025

Description

Description Maintain an uptake rate for annual paid leave of 70 %.
Measure January 2021-: Management of and follow-up on the status of uptake of paid leave
Goal 2 Establish an environment that is supportive of male taking childcare leave, etc.
Measure January 2021-: Individual explanations to all male employees who are eligible for childcare leave
  • *1 The Act on Advancement of Measures to Support Raising Next-Generation Children was implemented on April 1, 2005 to maintain healthy environments for children who will shoulder the responsibilities of the next generation to be born and raised.
  • *2 Japan Radio Co., Ltd., Nagano Japan Radio Co., Ltd., Ueda Japan Radio Co., Ltd., JRC Tokki Co., Ltd., Nagano Japan Radio Manufacturing Co., Ltd., Nisshinbo Micro Devices Inc., Nisshinbo Micro Devices AT Co., Ltd., Nisshinbo Micro Devices Fukuoka Co., Ltd., Nisshinbo Brake Inc., Nisshinbo Mechatronics Inc., Nanbu Plastics Co., Ltd., Nisshinbo Precision Instrument & Machinery Hiroshima Corporation, Kyushu Nanbu Plastics Co., Ltd., Nisshinbo Chemical Inc., Nisshinbo Textile Inc., Tokyo Shirts Co., Ltd.

Support System of the Balancing Work and Family-Life

Support System of the Balancing Work and Family-Life

Examples of the Nisshinbo Group Activities

Introduction of the Optional Retirement Program

As the population decreases in the future, it is necessary to develop an environment where the senior group can become more active in order for companies to maintain growth.

To date, Japan Radio Co., Ltd., has adopted a reemployment system under the Law Concerning Stabilization of Employment of Older Persons, which extends employment through a temporary contract after reaching the mandatory retirement age of 60 in accordance with the Measures to Secure Employment for Older Persons. Nevertheless, in July 2021, the company introduced the Selective Retirement Extension System as one of its measures to respond flexibly to the ever-changing social environment, to respond to legal requests, and to respond to the aging of the company's workforce structure.

In order to support a reassuring life after the age of 60, the system is expected to continue to demonstrate and contribute to the experiences and abilities of seniors while raising wages and maintaining and improving work satisfaction. In addition, considering the life plans of employees, individual ways of working, and the aspects of physical fitness, health, and safety, the company made the retirement age optional from 60 to 65 years old. In addition, the use of short working hours enables the realization of a variety of working styles.

Flow image through selective retirement
Age of 58: Select the mandatory retirement age desired by the employee.
Until the age of 59: Confirm ways to work after 60 years of age and determine the age of retirement
Ages 59–64: Participate in a retirement briefing (two to four months before retirement).
Ages 60–65 years: Retirement at the end of the month when reaching the selected age.

Promotion of Female Employee Recruitment

In 2021, Japan Radio Glass Co., Ltd. recruited four women for the first time in a decade to a glass-molding workplace that had previously been almost exclusively male. Japan Radio also hired one woman in February 2022 and two women in April. A decade ago, the company had recruited working experienced workers midway, but in 2021, all four were recruited as inexperienced workers.

Previously, Japan Radio refrained from recruiting inexperienced women for the molding workplaces in view of the physical fitness aspects. However, in the hope that increasing diversity would improve collaboration, communication, and productivity among employees, the company initiated female recruitment.

In the future, the company will work to improve the work environment, review the internal regulations related to employment in order to prevent continuing employment and turnover, and recruit female supervisors.

Increase female workforce ratio

Nisshinbo Mechatronics India Private Limited of India actively recruits female employees with a view to resolving the shortage in the male workforce due to the coronavirus pandemic, which started in 2020, and to distributing male and female employment opportunities as equally as possible, which has been noted in the country as well.

The percentage of female employees was 17% in 2019, 29% in 2020, and 33% in 2021, an increase of 16% over the past three years. In order to create a workplace that is more comfortable for female employees, the company installed air conditioners in the workplaces of the production processes and installed roller conveyors to reduce the load when raw materials are input.

In 2022, the company targets a recruitment ratio of 35% or more and will further improve the workplace to make it more comfortable for female employees and work to improve the recruitment rate.