The global expansion of nissans corporate activities

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.”
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NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2017

GRI G4 Indicators
G4-LA6/G4-LA12
Nissan Priorities Nissan Objectives and Long-Term Vision Indicators of Progress FY2016 Results Assessment
Respect for diversity Raise the ratio of women in managerial positions to 14%
or higher globally (10% or higher in Japan).
Ratio of women in managerial positions Global: 14%
Japan (Nissan Motor Co., Ltd.):10%
✔✔
Career development and
learning opportunities
Build 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 rate
55.6%
Posts open for entry: 126
Successful applicants: 70
✔✔
Building safe workplaces Strengthen 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 employees Aim 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 surveys Implemented FY2016 global employee
satisfaction surveys in October–
November 2016; global participation rate
of 93% achieved
✔✔
SCORECARD
EMPLOYEES
Nissan 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 ACHIEVED
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NISSAN 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.