Social - D&I

The Nippon Paint Group supports and promotes sustainable development in all regions where we operate through business activities that integrate and balance the three elements of economy, society and environment.

Diversity and Inclusion

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Basic Policy

Respect for the people around us and active acceptance of diverse values are important for our sustainable growth. We place great importance on the diversity of employees and other people involved in the business and respect human rights. Based on our management philosophy, we aim to eliminate discrimination based on factors such as race, religion, gender, age, sexual orientation, disabilities, nationality, and to become a company where people can fully demonstrate their individuality and capabilities.

Management system

In 2020, Nippon Paint Holdings formulated an ESG Statement, designated Diversity & Inclusion as an item of materiality, and is undertaking human resources initiatives. Specifically, the Global Team that works directly under the Directors, Representative Executive Officers & Co-Presidents discusses policies and initiatives concerning the human resources policies for each company and reports their outcomes to the Co-Presidents.

Group companies in Japan established our Diversity Committee in 2011, which began working with partner companies to establish policies on diversity promotion, monitor progress, develop employee skills in an ongoing, systematic manner, and improve working environments and systems. Rather than setting uniform goals for the entire organization, we are characterized by how visions are set out for conducting business at each company, with policies being development autonomously. Moreover, utilizing the best practices of each Group company is a strength that allows Nippon Paint Group to undertake highly effective initiatives.

Measures to promote women’s advancement

Every fiscal year since fiscal 2016, Group companies in Japan have dispatched female employees chosen through internal recruiting on external cross-industry training exchanges. Polishing leadership skills by collaborating with people from other industries and gaining exposure to a range of role models allows our employees to develop their own careers and helps us to training managerial personnel. We are also actively engaged in appointing managerial and executive personnel from outside the Group with highly specialized skill sets. As a result of our internal training and external appointment efforts, in fiscal 2020 Nippon Paint Holdings alone had one female director, one female executive officer and general counsel, and two female corporate officers in positions of responsibility.
Each NIPSEA company is working continuously to improve gender ratios in management and its Board of Directors, in countries throughout Asia. DuluxGroup has instituted policies to increase the ratio of women at each level of the organization, with a particular focus on achieving an appropriate gender balance at senior management levels, and consequently the number of senior female leaders has doubled in teams at all business units over the past five years. Dunn-Edwards is working to improve the gender ratio in management and in the Board of Directors, while also undertaking initiatives to address racial diversity.



Work-life balance initiatives

Group companies in Japan have established flexible working systems in step with the life events of their employees, including work-from-home systems and systems allowing paid leave to be taken in hourly increments, shortened working hours, and childcare and nursing care, as well as promoting initiatives such as seminars to explain systems.

SystemEligible peopleSummary
Flextime systemAll employeesIn principle, employees work core hours of 10 a.m. to 3 p.m. and are able to choose their own starting and finishing times
Shortened work hours systemEmployees with preschool children and those caring for family who require nursingEmployees may shorten their working hours in 30-minute increments up to a limit of two hours per day
Childcare leaveEmployees with children up to grade four in elementary schoolSeven days per year for one child and ten days per year for two children
Leave can be taken in hourly or daily increments
Nursing care leaveEmployees caring for family who require nursingSeven days per year for one nursing recipient and fourteen days per year for two recipients
Leave can be taken in hourly or daily increments
Menstrual leaveFemale employeesWhen it is difficult for an employee to work on menstrual days. Two days within the menstrual period
Paid leave by unit systemAll employeesLeave can be taken in hourly or half-day increments
One-week holidayAll employees who have been with the company for at least two yearsAcquisition of five consecutive days of paid annual leave every year
Work-from-home systemThose raising children or caring for family
Employees engaged in overseas-related work
Employees may work from home up to four times per month
During the COVID 19 pandemic, this system applies to all employees, with no limit applied to the number of times
Childcare allowanceEmployees caring for children under the age of threeSubsidies available for childcare fees when using childcare facilities
Childcare leave systemEmployees caring for children under the age of threeUp to three years
Nursing care leave systemPersons caring for family who require nursingAuthorization of leave for up to six months per year to provide nursing care

Establishment of Working from Home System

Working from Home

We have introduced a working from home system in order to respect and assist the work motivation of employees by developing a working environment that increases labor productivity and allows employees to bring out their full potential without being constrained by working hours and geographic location of employees.

As measures to prevent COVID-19 infections, we apply the working from home system to employees without limiting the employees who are allowed to work from home and the frequency of usage. The questionnaire survey of employees of our Group companies in Japan conducted in February 2022 had positive responses, such as working from home system improves work efficiency by making it easier to schedule a meeting with overseas attendants; and the use of web conferencing system facilitates smooth information sharing and decision making. At the same time, issues were raised, such as employees in certain job categories cannot work from home; and some physical tasks including administrative procedures involving paper documents prevent some employees from working from home.

Based on the feedback and issues emerged regarding the working from home system, we will improve applicable systems wherever necessary toward creating a working environment that allows individual employees to demonstrate their abilities to the fullest.


Encouraging men to take childcare leave

Male employees' participation in childcare is important in terms of responding to the requests of these employees, and also to mitigate the impact of childcare, which is skewed towards women, and to allow both spouses to build a sustainable career. Group companies in Japan are encouraging men to take childcare leave to support men actively participating in it. In particular, we are using in-house media to offer messages from management and stories about men’s experiences with childcare leave, and working to create an environment in which it is easy for men to take it.

A comment from a male employee (photograph at right): "I couldn't do any of the things I wanted to do; feeding the baby, changing diapers, putting my child to bed; it was a constant process of self-examination and failure. I realized just how much I had been relying on my wife to raise my children. This woke me up to how being close to my child's growth would be an asset for me; it was a great opportunity for me to re-look at the way I work."


Related data



FY2018FY2019FY2020
Number of employees (people)Male2,3862,4332,517
Female584619670
Ratio of female employees (%)Female24.5%25.4%26.6%
Ratio of female managers (%)Female4.1%4.3%4.9%
Ratio of female officers (%)Female5.8%20.0%
Average age (years)Male45.244.944.1
Female40.239.539.8
Average number of years worked (years)Male16.114.413.4
Female16.414.913.4
Number of new graduates (people)Male304867
Female122417
Ratio of employees taking childcare leave (%)*1Male4.0%9.1%15.8%
Female90.9%87.5%86.7%
Ratio of employees with disabilities (%)*1
2.27%2.04%2.01%
Ratio of full employees leaving the company at their own discretion (%)*2
2.0%1.6%1.5%
Ratio of fixed-term employees to directly employed personnel (%)Male9.8%9.7%9.4%
Female24.5%23.9%23.9%

*1 Nippon Paint Holdings (non-consolidated)
*2 Full employees only
Other than the above, total eligible employees for six companies: Nippon Paint Holdings, Nippon Paint Automotive Coatings (NPAC), Nippon Paint Industrial Coatings (NPIU), Nippon Paint (NPTU), Nippon Paint Surf Chemicals (NPSU), Nippon Paint Marine, excluding temporary staff

Social - D&I initiatives

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