Corporate Social Responsibility (CSR) Detail

Basic CSR Policies

The Nippon Shokubai Group has adopted “Techno Amenity: Providing prosperity and comfort to people and society, with our unique technology” as its Mission.

Additionally, since our establishment in 1953, Nippon Nyukazai has engaged in business activities based on our philosophy of “contributing to the sound development of society through the provision of chemical products that improve our living environments, and that help to conserve and clean the natural environment.”

Now, we also have set our Goal Status for 2030: “We aim to be a company that creates compelling products based on our desire to solve social issues, for sustainable growth.”

With the aim of achieving these, we shall implement CSR activities based on the following basic policies:

Create value by solving social issues
Place importance on stakeholders
Thoroughly ensure regulatory compliance
Improve corporate governance
Make further progress in responsible care (RC) activities

Efforts in Health-Conscious Management

“Health-conscious management” refers to the strategic implementation of health management for employees and other people from the perspective of business management. In line with our Group Mission, we believe that investing in the health of our employees and others will improve the vibrancy of our employees and revitalize our organization, leading to even greater corporate value.
With the understanding that the company’s proactive involvement in the maintenance and promotion of employee health, rather than simply leaving it to individual employees, is an important managerial issue, we established our Health-Conscious Management Promotion Working Team in 2022, and are actively working on the following:

1. Periodic Health Examinations

Our Efforts:

Maintaining our 100% primary health examination participation rate
Improving our secondary examination visit rate

2. Measures against Lifestyle-Related Diseases

Our Efforts:

Utilizing wearable devices
Planning and holding events involving wearable devices

3. Mental Health

Our Efforts:

Implementing stress checks
Providing counseling for high-stress workplaces

Empowerment of Diverse

In order to provide a working environment in which female employees can play more active roles, we have established and are implementing an action plan as follows:

Plan Period: April 1, 2025, through March 31, 2030
Targets, Efforts, and Implementation Timing

Target 1: Minimum four women in key (managerial) positions.

Our Efforts:

- In October 2025, we will provide career training for female employees with the aim of developing them into managers.
- In October 2026, we will listen to the opinions of female managers and introduce them to employees as role models.
- In October 2028, we will conduct interviews regarding future career plans for female employees who are candidates for management positions and their supervisors.

Target 2: Average length of continuous service for female employees at least 80% as long as for male employees.

Our Efforts:

- In April 2025, we started conducting annual interviews with employees returning from parental leave and caregiving leave, facilitated by representatives from the General Affairs and Human Resources Department.
- In October 2025, we will provide training for management positions in departments with female employees and conduct awareness-raising activities.
- In October 2027, we will consider measures for the issues identified during interviews and other discussions.

Work-life Balance Support

We have established and been implementing the following action plan to create a healthy, supportive workplace where every employee can work in good health with peace of mind and balance work and child-rearing/caregiving.

1) Plan Period: April 1, 2026, through March 31, 2031
2) Targets, Efforts, and Implementation Timing

Target 1: Maintain the percentage of employees taking annual paid leave at 70% or more.

Our Efforts:

From April 2026: Ensuring that employees take 5 days of annual paid leave every year (ongoing effort)
Sending a system alert to employees who have not taken annual paid leave and their supervisors
Announcing the status of employees who have not taken annual paid leave at key meetings
Encouraging employees who have not taken annual paid leave to take the remaining paid leave at key meetings (ongoing effort)
Sending notifications of designated paid leave promotion days to the administration/sales departments (ongoing effort)

Target 2: Improve the employment environment to support workers in balancing work and child-rearing/caregiving.

Our Efforts:

From April 2026: Using a consultation service to give explanations to applicable employees (ongoing effort)
Introducing a flex time system
From July 2026: Fostering a diversity and inclusion (D&I) mindset in employees in key positions (managerial positions) (through training)
From April 2027: Encouraging employees to take childcare/caregiver leave
From April 2030: Encouraging employees to take the childcare support leave as defined in the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members

Target 3: Increase the percentage of male employees taking childcare leave to over 75% during the plan period.

Our Efforts:

From April 2026: Giving explanations to applicable employees, checking their wishes/intentions, and encouraging them to take childcare leave (ongoing effort)
From July 2026: Fostering a diversity and inclusion (D&I) mindset in employees in key positions (managerial positions) (through training)
From April 2027: Building an environment where employees can take leave easily

Target 4: Limit the overtime and holiday work hours for every employee during the plan period to less than 12 hours per month or less than an annual average of 9 hours per month.

Our Efforts:

From April 2026: Reporting work hours to the department heads at meetings (ongoing effort)
Implementing digital transformation to improve efficiency (ongoing effort)
Utilizing the work-from-home system (ongoing effort)
Introducing a flex time system

Nippon Nyukazai received the “Kurumin Certification (based on the FY2025 standards)” as a child-rearing support company

In May 2026, we were granted the “Kurumin Certification (based on the FY2025 standards)” by the Minister of Health, Labour and Welfare under the Act on Advancement of Measures to Support Raising Next-Generation Children.

The Kurumin Certification is a certification system to recognize companies that actively support employees in balancing work and child-rearing. This certification is awarded to such companies that have developed and implemented a general business operator action plan and met certain criteria.

Sustainable Procurement Policy and CSR Procurement Guidelines

(1) Sustainable Procurement Policy

We recognize our suppliers as important partners, and we will build relationships of mutual understanding and trust with them. We will also conduct fair and impartial business transactions in compliance with laws and regulations and with high ethical standards for the sustainable development of both parties. With the cooperation of our suppliers, we will also promote sustainable procurement initiatives that take human rights and environmental preservation into consideration.

(2) CSR Procurement Guidelines

Based on our Group Mission “TechnoAmenity – Providing prosperity and comfort to people
and society, with our unique technology”, we are engaged in business activities to contribute
to the achievement of a sustainable society.
In our procurement activities, we strive to fulfill our social responsibilities throughout the
supply chain and to ensure sustainable procurement, and we believe that the understanding
and cooperation of our suppliers are indispensable in promoting such efforts.
Based on this belief, we have compiled a set of CSR Procurement Guidelines that we would
like our suppliers to work on together with our Group companies. We ask our business
partners to understand these guidelines and take action accordingly.

CSR Procurement Guidelines [PDF:65KB]