{"id":812,"date":"2026-08-29T14:44:46","date_gmt":"2026-08-29T05:44:46","guid":{"rendered":"https:\/\/www.nj-chem.co.jp\/en\/csr\/human-resources\/"},"modified":"2026-10-09T16:13:54","modified_gmt":"2026-10-09T07:13:54","slug":"human-resources","status":"publish","type":"page","link":"https:\/\/www.nj-chem.co.jp\/en\/csr\/human-resources\/","title":{"rendered":"Human Resources Initiatives"},"content":{"rendered":"\n
\n

\n Basic Stance on Society\n <\/h2>\n\n

\n To remain a manufacturing company that contributes to social development for the next 100 years and beyond, we must continuously evaluate and evolve our organization.
To achieve this, we have identified five key material issues in the social domain: respecting human rights, developing and securing diverse talent, creating a safe and rewarding workplace, strengthening supply chain resilience, and contributing to local community development. We are actively advancing various initiatives in these areas.\n <\/p>\n\n <\/section>\n

\n Respect for Human Rights and Fostering a Diverse Workplace\n <\/h2>\n\n

\n We believe our human resources are our cornerstone. We promote respect for human rights efforts group-wide, and we are advancing our safety management and health promotion of our employees in each workplace to ensure each and every employee is healthy both physically and mentally. We also believe that working is hand in hand with family and living, so we are working to establish a work system that allows flexible work styles.\n <\/p>\n\n

Thorough Compliance<\/h3>\n

\n We respect human rights and prohibit human rights abuses, including child labor and forced labor. Furthermore, moving beyond mere legal compliance, we are committed to cultivating an open workplace culture and practicing fair, transparent corporate activities.\n <\/p>\n
Practices<\/th>\n <\/tr>
Distribution of the Compliance Handbook<\/td>\n <\/tr>
Compliance education (quiz format delivered twice a month, training attendance)<\/td>\n <\/tr>
Compliance audits (once a year, at all offices)<\/td>\n <\/tr>
Establishment of consultation desks (internal whistleblowing desk, external experts, labor union)<\/td>\n <\/tr>
Harassment training<\/td>\n <\/tr>
Establishment of harassment-related consultation desks and posting on the intranet<\/td>\n <\/tr><\/tbody><\/table>
<\/section>

Mental and Physical Health Promotion<\/h3>\n

\n To support the health of our employees, we encourage self-care. Health is a dynamic thing that is affected by aging, illness, life events, and many other factors. We believe that in order to lead a fulfilling life, it is important not only to have regular health checkups, but also to enhance one’s own sense of wellness. We will continue to support the health of our employees through initiatives including the creation of a comfortable work environment.\n <\/p>\n <\/section>

Declaration of Health & Productivity Management<\/span><\/h3>\n

\n We declare that the entire organization will work to create a work environment where each and every one of us is physically and mentally healthy, lively and fulfilled. We will contribute to the development of society through our product creation by ensuring the sustainable growth of the company as well as the growth of its employees.\n <\/p>\n

President & CEO Kayoko Morita<\/p>\n <\/section>

Optimization of Working Hours<\/h3>\n

\n In order to promote overwork countermeasures as well as provide a variety of ways to work, in FY2021, we renovated our attendance management system to be able to grasp and manage the working hours of employees who are working from home. Although telecommuting could make unclear the distinction between work and life and impede on securing private time, through the renovation, managing one\u2019s working hours without the need for self-assessments becomes possible. Not only will work efficiency increase, but creates a chance for employees themselves to re-evaluate the way they work. Our attendance management system will also aid in health impairment prevention.\n <\/p>\n <\/section>

Strengthening the Health Promotion System, Moving from Treatment to Prevention-Centered Initiatives<\/h3>\n

\n Based on the Industrial Safety and Health Act, we promote health and safety management to prevent industrial accidents, ensure the safety of employees and workers of affiliated companies, and maintain and promote their health. We also have industrial physicians or commissioned physicians at all of our business sites to support the daily health management of our employees. In addition, as part of our welfare program, we support employees’ health maintenance and early treatment by providing medical expense subsidies.\n <\/p>\n <\/section>

Promoting Gender Equality<\/h3>\n
\n
\n
<\/figure><\/div>\n
\n

\n We are driving a mindset shift where all employees participate fully in all spheres of life\u2014including work, family, and community\u2014and take shared responsibility as equal members of society. Furthermore, by creating an environment where each individual can leverage their diverse backgrounds, experiences, and knowledge to maximize their potential, we are also focusing on addressing social challenges.\n <\/p>\n <\/div>\n <\/div>\n\n <\/section>

Improving Female Management Ratio\u203b<\/h3>\n

\n The percentage of women in management positions\u2014who play a vital role in connecting executive leadership with front-line operations\u2014has achieved our target of 7.0% for FY2025. Next our target is at least 10.0% by fiscal year 2030.\n <\/p>\n
<\/th>\n FY2022<\/th>\n FY2023<\/th>\n FY2024<\/th>\n FY2025<\/th>\n FY2030 Target<\/th>\n <\/tr>
Ratio of Women in Management<\/td>\n 4.7%<\/td>\n 7.0%<\/td>\n 9.9%<\/td>\n 9.5%<\/td>\n At least 10.0%<\/td>\n <\/tr><\/tbody><\/table>\n

\u203bCalculated as the “ratio of female workers among workers in managerial positions” under the Act on the Promotion of Women’s Participation and Advancement in the Workplace (in accordance with the amendment effective April 2026).<\/span><\/p>\n
<\/section>

General Employer Action Plan Based on the Act on the Promotion of Women’s Participation and Advancement in the Workplace<\/span><\/h3>\n

\n Plan Period: April 1, 2025 \u2013 March 31, 2027\n <\/p>\n

\n Targets and Initiatives\n <\/p>\n

  1. Achieve a female representation of at least 10% in management positions.<\/li>\n
  2. Maintain a 100% average retention rate for both male and female employees over the past five fiscal years.<\/li>\n <\/ol><\/section>

    Promoting Paternity Leave Take-Up<\/h3>\n

    \n We are improving our internal systems and encouraging their use so that employees can balance their work and personal lives as they desire. We will continue to build an environment where everyone can excel regardless of age or background, striving to maintain a 100% leave rate.\n <\/p>\n\n

    \n

    Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children<\/span><\/h3>\n

    \n Plan Period: April 1, 2025 \u2013 March 31, 2027\n <\/p>\n

    \n Targets and Initiatives\n <\/p>\n

    1. Assess the utilization status and results of our work-life balance support programs annually to review and identify areas for improvement.<\/li>\n
    2. Host factory and R&D center tours for local community members and employees’ children.<\/li>\n <\/ol><\/section><\/div>\n
      <\/th>\n FY2022<\/th>\n FY2023<\/th>\n FY2024<\/th>\n FY2025<\/th>\n FY2026 Target<\/th>\n <\/tr>
      Paternity Leave Take-Up Rate<\/td>\n 43%<\/td>\n 70%<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n <\/tr>
      Maternity Leave Take-Up Rate<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n <\/tr>
      Return-to-Work Rate After Childcare Leave<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n 100%<\/td>\n <\/tr><\/tbody><\/table>
      \n <\/section><\/section>\n

      \n Initiatives for a Rewarding Workplace\n <\/h2>\n\n

      \n In response to the social issues we face and changes in the business environment, we formulated our Vision 2030: “Be the best SPICE” to achieve mid- to long-term corporate value enhancement. Guided by the belief that employees are the foundation of sustainable corporate growth, we aim to build an organization where diverse talents with varied perspectives and values can refine their capabilities and leverage their strengths to excel.\n <\/p>\n\n

      Renewal of the Human Resources System<\/h3>\n

      \n To adapt to shifts in the business environment and employee mindset, we are actively reforming our HR system to achieve a new approach to talent management. By addressing the needs and awareness of each employee and fostering a supportive and reassuring workplace, our goal is to establish talent management where the company firmly backs those who take on new challenges.\n <\/p>\n

      \n

      Transforming from Maintenance-Minded to Challenge-Oriented Talent<\/h2>\n

      Change & Challenge !<\/h2>\n
      <\/figure><\/div>\n\n <\/section>

      Training System<\/h3>\n

      \n Our education and training system mainly consists of general education and department-specific education. With the aim of developing “capable talent with imagination and a sense of responsibility,” we have established a training system organized by job level to acquire the skills needed to perform each role, and we carry it out in a planned and continuous manner.\n <\/p>\n
      Training Item<\/th>\n Content<\/th>\n <\/tr>
      Level-based training<\/td>\n Training upon promotion\n <\/td>\n <\/tr>
      Selective leadership training<\/td>\n Developing candidates for the next generation of management<\/td>\n <\/tr>
      Elective training (from April 2023)<\/td>\n Choice of over 8,500 courses<\/td>\n <\/tr><\/tbody><\/table>
      <\/section><\/section>\n<\/section>\n","protected":false},"excerpt":{"rendered":"

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