Basic Concept
In advancing its business portfolio transformation, the Nisshinbo Group believes that it is necessary to achieve a state where all employees enjoy change and boldly pursue high goals, in other words, a state where both organizational engagement and work engagement are high, in order to realize our business strategy, generate profits, and contribute to society through business activities. To achieve this, the Nisshinbo Group values its relationships with its employees and implements initiatives that respect the individuality and strengths of each and every employee.
Promotion System
Nisshinbo Holdings Inc. reorganized its organizational structure in April 2025 to establish a Managing Officer system for each functional division with the aim of building and overseeing a structure that would lead to urgent change. Talent & D&I Development Department has been established with three groups (Human Resources Development Group, Diversity & Inclusion Promotion Group, and Human Resources and General Affairs Group) under its jurisdiction. In addition to monthly Human Resources Responsibility Officer (HRO) meetings, the company convenes two annual meetings bringing together human resources personnel from all group companies nationwide (Group Human Resources Policy Meeting and Group Human Resources Strategy Meeting) to discuss cross-functional human resources policies and challenges.
The president of the Nisshinbo Group, who is the chief executive officer of the Group, conducts management reviews at the annual Board of Management* and receives progress reports from the Managing Officers in charge of the Talent & D&I Development Department with regard to the group's initiatives. Based on these reports, the president issues instructions on the matters necessary for management. Special items are reported to the Board of Directors as appropriate.
* The Board of Management: Executive conference consisting of Directors, Executive officers, etc.
Please refer to "Promotion System for Sustainability Activity" for details regarding the organizational structure for promoting sustainability.
Specific Initiatives of The Nisshinbo Group
5th Sustainability Promotion Plan (to be achieved by FY2024)
In the 5th Sustainability Promotion Plan with FY2024 as the target year, the Nisshinbo Group set the following two items as targets and KPIs to promote engagement and practicing the Group's Corporate Philosophy and achieve the goals of conducting a global survey and communicating management's messages based on the Group's Corporate Philosophy.
- ① Continue to conduct global survey.
- ② Promote the practice of the Group's Corporate Philosophy, VALUE, and Business Conduct Guidelines.(Affirmation rate in employee survey, 80% or more.)
For point ①, Nisshinbo took steps to visualize the state of the organization in terms of instilling the corporate philosophy. The Group will continue to conduct global surveys through FY2024 and use the results to improve the organizational culture of each company. ②As a result of activities aimed at promoting the practice of the Group's Corporate Philosophy, VALUE, and Business Conduct Guidelines (affirmation rate in a global survey, 80% or more), the approval rating in the global survey for the entire group, including both domestic and overseas operations, was 77% in FY2024, a slight improvement from 76% in FY2023.
6th Sustainability Promotion Plan (to be achieved by FY2027)
In the 6th Sustainability Promotion Plan, which targets FY2027, the Nisshinbo Group will continue to focus on engagement and practicing the Group's Corporate Philosophy as key activities. To achieve the goals of conducting the global surveys and communicating management's messages based on the Group's Corporate Philosophy, The Nisshinbo Group will continue to promote the following two initiatives.
- ① Engagement score of at least 80% in the global survey
- ② Promote the practice of the Group's Corporate Philosophy, VALUE, and Business Conduct Guidelines (Affirmation rate in the Group employee survey, 80% or more)
The Nisshinbo Group will strive to achieve its goals by developing training materials for the implementation and promotion of our corporate philosophy.
Please refer to "Sustainability Promotion Plan and KPIs" for details regarding of the "Sustainability Promotion Plan."
Practice the Group's Corporate Philosophy
In the "Fifth Sustainability Promotion Plan," the Nisshinbo Group sets "Practice the Group's Corporate Philosophy" as a priority activity item and "Communication of management's message based on the Group's Corporate Philosophy" as an action item, and sets the KPI of "Promote the practice of the Group's Corporate Philosophy, VALUE, and Business Conduct Guidelines (Affirmation rate in global survey, 80% or more)."
To instill the corporate philosophy, in addition to efforts such as messages from the presidents of group companies through various opportunities, the Group enhanced the multilingualization of the corporate philosophy handbook and distributed educational videos using the Learning Management System.
The content of the educational videos changes every year. In FY2024, Nisshinbo focused on Challenge and Change, which is part of the Group corporate philosophy. In today's rapidly changing business environment, it is becoming more difficult to even maintain the status quo by following the same old ways of thinking. In order to realize the corporate philosophy, Nisshinbo announced a Medium-Term Management Plan in February 2024 that aims to Connect Everything, Create Value. In line with this plan, Nisshinbo incorporated content into its training that will help each employee improve their ability to respond to change with the aim of transforming the business and business model to achieve high profitability.
In FY2024, the final year of the 5th Sustainability Promotion Plan, the positive response rate in the global survey of the entire Group, including overseas subsidiaries, was 77%, and the Group will continue to address this as an ongoing issue in the 6th Sustainability Promotion Plan. Nisshinbo will accelerate its efforts to accelerate challenges and change by promoting analysis and understanding of the survey results.
Engagement Improvement Measures - Implementation of Group Employee Survey
In order to maintain competitiveness in the global market, Nisshinbo set a KPI of achieving an engagement score of 80% or higher across the entire group. In 2024, 81 companies (88%) participated in the survey, including all 38 domestic group companies and 43 overseas companies, with 20,772 participants and a response rate of 96%, which is extremely high even by global standards. The engagement score was 72% for the entire group, 88% for overseas companies, and 64% for domestic companies.
Initiatives to enhance organizational engagement
To ensure that top management and employees work together, each company appointed a survey coordinator to share best practices across the Group. In addition, Nisshinbo will continue to provide training on psychological safety, which was started in 2022, to ensure that all employees have a common understanding. Furthermore, in FY2025, Nisshinbo plans to implement measures for senior management and managers led by the holding company.
Initiatives to improve work engagement
The Nisshinbo Group supports the growth of each employee by providing a variety of training programs and educational tools to promote self-development and skill enhancement, opportunities for career review (career training by age group, career sheet completion, and career interviews), and appropriate feedback. In addition, the Group is developing human resource systems and compensation systems based on our human resource policy.
Creating an environment that serves as the foundation for organizational engagement and work engagement
Nisshinbo is advancing sustainable environmental initiatives by introducing flexible work arrangements like flextime and telework, as well as health promotion measures like health fairs and health-related education programs for women.
Labor Union Status (Japan and Overseas)
In accordance with the laws and regulations of each country and region, Nisshinbo Group companies in Japan and overseas maintain mutually trusting labor-management relations through regular dialogues with labor unions and employee representatives of each company regarding working conditions for employees and the management situation of each company. Nisshinbo Holdings Inc. keeps abreast of the status of labor-management relations at Japan and overseas group companies and provides support to group companies as needed.
Labor unions at Japan group companies are members of the UA ZENSEN Union and Japanese Electrical Electronic & Information Union. All of them have established good labor-management relations, which are in a healthy state, with annual labor-management council meetings as well as other opportunities for labor-management discussions. The collective labor agreement concluded with the labor union stipulates that when transferring or reassigning employees for work-related reasons, the wishes of the employees themselves will be taken into consideration, and the labor union will be notified promptly after the decision is made. In the event of reassignment or other changes in assignment due to business restructuring, they consult with the labor union on the basis of securing employment.
With regard to employee health and safety, in order to ensure safety, promote the maintenance and improvement of health, and promote the creation of a comfortable work environment, labor and management are working together to improve the level of health and safety at group companies in Japan and overseas by holding group health and safety liaison meetings and conducting safety audits.
Dialogue between Group Company Employees and Top Management
To deepen understanding of the Nisshinbo Group, the president of Nisshinbo Holdings Inc. has been visiting group companies and holding meetings for direct dialogue with employees since 2021.
Meetings have been held at 45 locations, including overseas offices, and approximately 2,000 employees have participated so far, with the number of participants at each meeting limited to about 15 so that more time can be spent on questions and exchanges of opinions so that each employee can have more in-depth communication with the president. Employees working on the front lines ask a wide range of questions about their own divisions and the future of the Group, including sustainability, D&I, and DX initiatives, and through dialogue a lively exchange of opinions takes place.
In FY2024, Kokusai Denki Electric Inc. became a member of the Company's group, and Nisshinbo visited each of their bases to hold meetings. The president spoke about the current status of the entire group and his expectations for further growth in the wireless and communications segment.
Employee stock ownership plan
Starting in 2024, NIsshinbo made it possible for all domestic group companies to introduce an employee stock ownership plan. As of December 31, 2024, 20 companies joined the plan, representing approximately 54% of eligible companies.
The Nisshinbo Group Employee Stock Ownership Plan is a system wherein the Company facilitates and assists employees in acquiring and holding shares of Company stock. Employees contribute a certain amount, and the company uses these contributions to collectively purchase shares and then distribute ownership stakes in proportion to the contributions. Through participation in the ESOP, the company aims to support employees' asset formation, enhance their sense of involvement in management, and boost their motivation in their respective roles.
Specific Activities of the Group Companies
Labor-Management Consultation Meeting
JRC Engineering Co., Ltd. convenes labor-management meetings every two months. Representatives from management and labor exchange opinions on important matters concerning both parties, such as the company's business conditions, working conditions, and welfare benefits.
Specific topics often discussed include revisions to personnel systems, revisions to wage systems, efforts related to the working environment and workplace environment, and occupational safety and health. Recently, after approximately one year of discussions between management and employee representatives, JRC Engineering Co., Ltd. was able to establish a new system for part-time employees.
Labor-management meetings serve as an important opportunity for employee representatives to convey the opinions of employees to management, thereby fostering trust between labor and management and playing an indispensable role in creating a better workplace environment. Management also believes that these meetings contribute to the early detection and prevention of workplace issues.
Town Hall Meeting Held
Goyo Electronics Co., Ltd. held a town hall meeting where the president and employees engaged in direct dialogue with the aim of providing opportunities for deeper communication between top management and each employee and to promote understanding and awareness of management policies and the state of the company.
In FY2024, seven employees selected from different departments participated in the meeting. The main themes focused on management policies and the three-year plan with the president directly answering questions from employees and creating an active exchange of opinions.
This provided a valuable opportunity for employees to directly receive messages from the president with whom they rarely have the chance to converse and to reflect on the core issues in the workplace through dialogue, making it a highly meaningful experience.
The company plans to continue holding town hall meetings on a regular basis to further strengthen communication between management and employees.
HR Clinic Project: Key Activities for Improving Internal Communication
Nisshinbo Micro Devices (Thailand) Co., Ltd. launched the HR Clinic Project with the aim of further improving internal communication.
As part of the project, efforts were made to enhance employees' knowledge of regulations, welfare benefits, taxes, and laws related to their work. Centered on the Human Resources Department, consultation corners were set up in the cafeteria and break rooms, and Q&A sessions were held. Additionally, HR Clinic Patrols were conducted in each office. PR activities were also conducted for employees.
Over the 12-month period, employees responded positively to the activities, saying, "I was able to gain knowledge through the activities, which was a great opportunity," "Communication has improved," and "I hope these activities will continue in the future."
Operating an Open-Door Policy in the Workplace
Nisshinbo Automotive Manufacturing Inc. in the United States established an open-door policy so that employees could consult their immediate supervisors, managers, or human resources personnel regarding matters of concern or interest, and the company widely communicated this policy. This procedure has been established for the benefit of employees. Concerns that employees may have include working hours, working conditions, rights under company policies, wages, unfair or unequal treatment or disciplinary action, and harassment.
This policy serves to resolve issues fairly and promptly by sincerely listening to employees' opinions and communicating the company's position. The procedure is administered appropriately and protects the position of employees while maintaining confidentiality.
Furthermore, the company strives to foster a culture where employees respect one another and enhances their awareness of human rights through training programs and other initiatives.
Promoting Information Sharing and Communication
Nisshinbo Mechatronics Inc. established opportunities to promote communication between management and employees. Once every six months, top management explains the management slogan and company performance to all employees. On the same day, young employees involved in the relevant business areas give presentations on company topics that provides an educational opportunity for mutual inspiration. This content is also distributed to the overseas bases of Nisshinbo Mechatronics Inc. via an e-learning system.
Furthermore, once every quarter, department managers and section chiefs gather to share information on each department's performance, topics, and important announcements. This meeting is also used to discuss revisions to rules and regulations, responses to changes in relevant laws and regulations, and to provide information on a variety of educational opportunities.
Furthermore, Nisshinbo Mechatronics Inc. holds department-specific roundtable discussions and town hall meetings to promote information sharing within each department. Through these opportunities, the company strives to share information about the current status and topics and to enhance mutual communication and understanding.
Presentation of Nanbu Plastics 's Management Policy for 2025
Nanbu Plastics Co., Ltd. held the FY2025 Nanbu Plastics Management Policy Presentation Meeting in January 2025. Approximately 300 guests and Nanbu Plastics Co., Ltd. executives and employees attended the presentation. Following greetings from the guests, the president and the heads of each Nanbu Plastics Group company explained their management policies. This was followed by the presentation of long service awards to employees with 25 years of service and various other awards, including the Best Site Award for FY2024.
Following the conference, a reception was held at a hotel in Shizuoka City where attendees enjoyed a variety of dishes and beverages while participating in bingo games to foster further interaction.
The company set its group slogan for the FY2025 business year as "Accelerate business transformation and create profits" and will continue to advance initiatives with the collective efforts of all employees.
Employee Satisfaction Survey Initiatives
Toms Manufacturing Corporation in the Philippines conducts employee satisfaction surveys on a quarterly basis. The purpose of these surveys is to gauge employee satisfaction with the company and to use this information to make improvements. Additionally, the surveys help management assess whether employees have a positive view of the company's operations and overall organization.
The survey covers a wide range of topics that include work-life balance, attitude toward work, skill development, teamwork, workplace environment, job satisfaction, human rights issues, harassment, occupational safety and health, and gender equality. There is also a section where employees can freely offer suggestions for improvements. The valuable feedback and suggestions received are discussed at management meetings and incorporated into improvement initiatives. Employees generally view the satisfaction survey as an opportunity to express their opinions and submit requests, and the company will continue to conduct it as part of our ongoing efforts to improve the organizational culture.
Organizational Reform
Nisshinbo Textile Inc. embarked on a program to reform its organizational culture. As the first step, the company conducted a survey to gather opinions from employees in a format tailored to each business site with the aim of listening to their voices.
At the Head Office and Osaka Office, two opinion cards were distributed to each employee in advance, regardless of position, and filled out during an interview session (four to five people per session). Participants sorted and categorized the cards with opinions written on them, which led to additional opinions being added and exchanges of opinions between participants. The opinions collected were summarized and provided to participants with care taken to ensure that individuals could not be identified.
The company received over 250 opinions from a variety of companies, workplaces, and work environments. Based on the opinions and suggestions from employees, the company will implement organizational culture reforms in FY2025.
Interviews with Young Executives
At Nisshinbo Do Brasil Industria Textil LTDA. in Brazil, young executives, executive candidates, and plant managers hold regular meetings every six months.
During these meetings, plant managers take the opportunity to explain company policies, initiatives by other departments, and issues facing the plant as a whole to young executives with whom they do not normally have an opportunity to communicate directly. Young executives are encouraged to speak freely about what they are working on, what they want to do, and any issues they face. The opinions of young executives are shared with senior executives, who consider them positively and implement those that can be put into practice immediately.
This initiative has led to improvement activities. Young executives responded positively, saying that they can express their opinions directly, that they can better understand what the company is doing, and that they hope the initiative will continue.
The company is working to create an environment where everyone, regardless of seniority, can freely express their opinions in order to improve the company.
Nisshinbo Do Brasil Industria Textil LTDA. Celebrates 50th Anniversary of Operations
Nisshinbo Do Brasil Industria Textil LTDA., located in São Paulo, Brazil, has its headquarters in São Paulo City and operates a factory in Itapetininga City, approximately 170 km away. The company commenced operations in November 1974 and celebrated its 50th anniversary in 2024. To commemorate the 50th anniversary of operations, the president of Nisshinbo Holdings Inc. and a board member of Nisshinbo Textile Inc., visited from Japan and held two commemorative ceremonies in Itapetinha, where the company's factory is located.
The first was a commemorative ceremony attended by approximately 200 people, including federal lawmakers, the mayor of Itapetininga, and many other government officials, as well as former employees. The ceremony celebrated the company's growth, featured congratulatory speeches from many attendees, and included the screening of a 50th anniversary video and a traditional Japanese drum performance, making it a great success.
The other celebration was a party attended by approximately 1,000 people, including about 450 employees and their families. The party was a grand event with churrasco (barbecue), a bingo game, a photo booth, and playground equipment for children.
Individual Interviews with All Employees
Nisshinbo Urban Development Co., Ltd. conducts annual individual interviews with all employees. These interviews provide an opportunity to discuss the company's slogan, its direction and connection to daily operations, the root causes of issues, and self-improvement through dialogue.
Employees responded positively, stating that the interviews were conducted in an equal and respectful manner, that they gained a better understanding of the company's vision and future strategies, that their efforts and achievements were recognized, and that they felt motivated to continue their career development.
Nisshinbo Urban Development Co., Ltd. considers these sessions to be a crucial initiative and a platform for directly listening to the employees and for employees to express their thoughts openly. The company will continue to conduct these sessions on an ongoing basis to further enhance organizational development and communication.