The global expansion of Nissan’s corporate activities has meant the growing diversification of not only Nissan’s customers but also its employees. Work and lifestyle choices are changing, driven by demographic changes such as an aging population and urbanization. Nissan believes that for employees to work in a worry-free, self-initiated manner, they need to be able to pursue their careers regardless of gender, nationality or other factors and to choose from among various work styles to suit their particular stage of life. Skill development programs are another essential part of making the workplace attractive to employees.The workplace environment is being strengthened around four pillars: “respecting diversity as a core component of management strategy,” “offering career development and learning opportunities,” “ensuring employee safety and health” and “strengthening internal communication.”80NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2017
GRI G4 IndicatorsG4-LA6/G4-LA12Nissan PrioritiesNissan Objectives and Long-Term VisionIndicators of ProgressFY2016 ResultsAssessmentRespect for diversityRaise the ratio of women in managerial positions to 14% or higher globally (10% or higher in Japan).Ratio of women in managerial positionsGlobal: 14%Japan (Nissan Motor Co., Ltd.):10%✔✔Career development andlearning opportunitiesBuild a learning-oriented corporate culture.The lowest of the average scores for each course in annual trainee satisfaction surveys (on a scale of 1 to 5)4.2 or higher✔✔Strengthen support for self-initiated career development.Open Entry System (program under which employees can apply for advertised position openings) fill rate55.6%Posts open for entry: 126Successful applicants: 70✔✔Building safe workplacesStrengthen efforts to create a safe work environment.Lost-time injuries frequency rate (global) (Total lost-time injury cases ÷ total working hours × 1 million)0.68✔✔Dialogue with employeesAim for high implementation and participation rates of employee satisfaction surveys to better capture employees’ views.Number and participation rate of global and regional employee satisfaction surveysImplemented FY2016 global employee satisfaction surveys in October–November 2016; global participation rate of 93% achieved✔✔SCORECARDEMPLOYEESNissan makes year-round use of the CSR scorecard as a fundamental tool to manage, review and validate its progress in each of the sustainability strategies defined for its CSR activities. The table below shows some of the values behind Nissan’s ongoing activities and the indices used in the scorecard to gauge the company’s performance.FY2016 TARGET ACHIEVEMENT RATE: ACHIEVED MOSTLY ACHIEVED × NOT ACHIEVED81NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2017
“The power comes from inside”The focus is the customer, the driving force is value creation and the measurement of success is profit.