Nissan's CSR: Employee Development & Workplace Safety, Lecture notes of Business

Download Nissan's CSR: Employee Development & Workplace Safety and more Lecture notes Business in PDF only on Docsity! Enhanc i n g Va l u e f o r S t a k eho l d e r s With Our Employees A Bright Future Founded on Diversity 058 Introduction CEO Statement CSR Dialogue Nissan’s Approach to CSR Nissan’s CSR Management Way Our Nine Key Areas for CSR Nissan CSR Scorecard Stakeholder Engagement 2007 Performance and Corporate Governance Fiscal 2007 Financial Review and Nissan GT 2012 Corporate Governance Enhancing Value for Stakeholders For Our Customers With Our Shareholders and Investors With Our Employees With Our Business Partners With Society Protecting the Environment Improving Safety Our Views Performance Data Business and Other Risks Third-Party Evaluation 001 002 005 011 012 024 027 031 032 033 038 046 047 055 058 068 074 085 117 129 135 137 138 Nissan Sustainabi l i ty Report 2008 Nissan believes that diversity is a vital source of strength. When diverse groups of people come together to develop innovative solutions to the issues we face, it results in better, more creative ideas that add value for our company. Fostering diversity and creating an environment to support it within Nissan are strategic imperatives. As of March 2008, the number of people employed by Nissan and its affiliates stood at 180,535. We consider them to be our most valuable asset, and it is through their diversity that we equip ourselves to meet the diverse needs of our customers and achieve sustainable growth for all our stakeholders. Nissan regularly carries out surveys of its employees worldwide, gauging their attitudes and using these results to help improve the company’s management and corporate culture. We analyze the results for the company as a whole as well as for individual regions and functions to measure employees’ views on the jobs they do, as well as judging whether the results of earlier surveys have been put to effective use. We then formulate action plans to address specific needs. In fiscal 2007 we put into action the results of the fiscal 2006 Nissan Value-Up Employee Survey, which was conducted in all of our business locations around the world as part of our Nissan Value-Up business plan, carrying out various improvement activities based on specific action plans for each business division. BUILDING TRUST THROUGH COMMUNICATION Putting Employee Input to Use Nissan’s WIN (Workforce Integration @ Nissan) corporate intranet system, which we use to instantly and simultaneously broadcast key business information to our locations, is a valuable tool to promote information sharing and work-flow efficiency throughout the company. The introduction of web conference and collaborative workplace tools has also contributed to enhanced work efficiency. Further in this regard, we renewed our intranet system at the beginning of 2008 to make it an even easier way for Nissan employees to get the information they need right away. WIN has been rolled out to our business offices in regions including Japan, North America and Europe, as well as to our major business partners, while future plans call for expanding the global network to include other areas where Nissan does business, such as Asia and Oceania. We are also planning an in-house social networking site as a communication tool that will let our employees collaboratively improve the work environment. This community-style website will help all members of our workforce create ties among themselves, forming new networks that will improve information sharing inside the company. At Nissan, we believe that clear communication, between executives and employees as well as among employees themselves, is important to building mutual trust. One way in which we promote such communication is through opinion-exchange meetings involving executives and employees. In addition to providing managers with the opportunity to inform employees of the current situation of the company and to deliver management messages, these meetings give employees the chance to ask questions and voice their concerns in a direct and open manner. We plan to continue with such meetings as a means of keeping the lines of communication open and active. 059 Introduction CEO Statement CSR Dialogue Nissan’s Approach to CSR Nissan’s CSR Management Way Our Nine Key Areas for CSR Nissan CSR Scorecard Stakeholder Engagement 2007 Performance and Corporate Governance Fiscal 2007 Financial Review and Nissan GT 2012 Corporate Governance Enhancing Value for Stakeholders For Our Customers With Our Shareholders and Investors With Our Employees With Our Business Partners With Society Protecting the Environment Improving Safety Our Views Performance Data Business and Other Risks Third-Party Evaluation 001 002 005 011 012 024 027 031 032 033 038 046 047 055 058 068 074 085 117 129 135 137 138 Nissan Sustainabi l i ty Report 2008 Efficiently Sharing Information The home page of our WIN intranet system CEO Carlos Ghosn exchanges opinions with employees at the Kyushu Plant. CEO Carlos Ghosn exchanges opinions with employees at Nissan Technical Center North America, Inc. Opportunities for Employee-Executive Exchange globally. We believe that Nissan’s strength is the cross-cultural environment we have created since teaming up with Renault. We will continue to promote cultural diversity as a means of creating higher value through our cross-cultural alliance. As part of our cultural diversity activities, since fiscal 2006 we have hosted intercultural exchange events to give our employees from different cultural backgrounds opportunities to meet and share experiences, which they can utilize in their business activities. We also organize training workshops to help employees deepen their understanding of the cultural backgrounds of their colleagues and learn about different styles of work. So that both Nissan and its employees can reach their full potential, we constantly work to improve our human-resource systems. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations, which measure how well the employee achieved certain goals (commitments), and competency evaluations, which measure such intangible variables as technical skill, knowledge and attitude. 062 Introduction CEO Statement CSR Dialogue Nissan’s Approach to CSR Nissan’s CSR Management Way Our Nine Key Areas for CSR Nissan CSR Scorecard Stakeholder Engagement 2007 Performance and Corporate Governance Fiscal 2007 Financial Review and Nissan GT 2012 Corporate Governance Enhancing Value for Stakeholders For Our Customers With Our Shareholders and Investors With Our Employees With Our Business Partners With Society Protecting the Environment Improving Safety Our Views Performance Data Business and Other Risks Third-Party Evaluation 001 002 005 011 012 024 027 031 032 033 038 046 047 055 058 068 074 085 117 129 135 137 138 Nissan Sustainabi l i ty Report 2008 Nissan receives the Toyo Keizai Diversity Award Grand Prize. At the 2008 Catalyst Award ceremony Diversity Activities Acclaimed Internationally In January 2008 Nissan was recognized with the 2008 Catalyst Award, marking a milestone as the first company with headquarters in Asia to receive the award. This award is presented annually by Catalyst USA, a nonprofit research and advisory organization that for more than 40 years has been working globally with businesses to foster inclusive environments and expand women’s opportunities. The Catalyst Award honors businesses and other organizations that achieve results through steps to boost the recruitment, development and advancement of women in managerial positions. Nissan received high acclaim for its use of the abilities of female employees in its business activities, as well as its great potential for influence globally. Also in January 2008 Toyo Keizai Inc., a leading publisher and commentator on Japanese politics and economics, selected Nissan as the first recipient of the company’s Diversity Award Grand Prize, which recognizes companies that promote diversity management, utilizing a diverse workforce as a valuable management resource. SUPPORTING CAREER DESIGN Fair Evaluation of Individual Employees Nissan encourages employees to “design their own careers” and actively supports their efforts in doing so. We provide opportunities for our employees to map out their own future by giving new hires just starting their careers the chance to choose what type of job they would like to pursue at Nissan, and also by hosting career-design seminars and workshops with the aim of helping workers clarify their mid- and long-term career visions. After joining the company, employees can take advantage of our Shift Career System (SCS) and Open Entry System (OES). The SCS enables employees to apply for positions in other departments and work areas that interest them regardless of whether there is a position immediately available, while the OES allows them to apply for all openly advertised positions. During fiscal 2007 around 250 employees applied for some of the 360 open posts, with about 80 of them getting the positions they sought. Helping employees develop their own specialized skills over the medium to long term so that they can contribute to making wise management decisions is another strategy vital to sustainable growth at Nissan. We introduced the Nissan Expert Leader System as a means of helping select employees with world-class research skills and expertise to polish their talents and transfer such specialized skills to the next generation. In fiscal 2007 we designated as Expert Leaders 30 employees with exceptional skills spanning 82 fields of specialization. While utilizing their expertise to contribute to Nissan’s business endeavors, the Expert Leaders also play a key role in the enhancement and advancement of their respective fields of specialization. In addition to sharing their knowledge with others using the company’s various communication tools, starting with the corporate intranet, they also help to nurture the next generation of leaders by passing on their specialized skills in seminars and training courses. As an organization that continues to grow through constant learning, Nissan supports the growth of employees through systematic human-resource development and training. The act of learning is one in which people stretch themselves to develop whatever skills are lacking to 063 Introduction CEO Statement CSR Dialogue Nissan’s Approach to CSR Nissan’s CSR Management Way Our Nine Key Areas for CSR Nissan CSR Scorecard Stakeholder Engagement 2007 Performance and Corporate Governance Fiscal 2007 Financial Review and Nissan GT 2012 Corporate Governance Enhancing Value for Stakeholders For Our Customers With Our Shareholders and Investors With Our Employees With Our Business Partners With Society Protecting the Environment Improving Safety Our Views Performance Data Business and Other Risks Third-Party Evaluation 001 002 005 011 012 024 027 031 032 033 038 046 047 055 058 068 074 085 117 129 135 137 138 Nissan Sustainabi l i ty Report 2008 Assisting Employees in Career Design Accumulating Specialized Knowledge for Development The kick-off meeting for the Nissan Expert Leader System CREATING A CULTURE OF LEARNING Providing Places of Learning create new value. We believe that a corporate culture of learning cannot be achieved without the motivation to take part in this value creation. In addition to our training workshops and career-design seminars, we provide learning opportunities for employees with the Learning Navigation system on our intranet. This system lets employees search for information whenever they want to undergo training in specialized skills or management techniques, participate in e-learning programs, take distance-learning classes or attend outside lectures. We regularly update the site to provide employees with the information they need to increase their skills and build their career, meeting their growing thirst for knowledge. We also established the Nissan Learning Center to further strengthen our human-resource development, bringing together in one place the various educational resources of our business divisions as well as our affiliates. In 2005 we established the Nissan Learning Center Management Institute in Hakone, Kanagawa Prefecture. Here we foster innovation and pass the “Nissan DNA” on to the next generation by cultivating leadership rooted in the Nissan Way along with the specialized skills needed for future development. The Management Institute contributes to creating Nissan value through a number of programs, including human-resource development seminars that provide leadership training to pass on the company’s accumulated experience and knowledge to the next generation and cultural diversity workshops. Here we also host our Consortium Program, in which we invite other global companies to take part in cross-industry exchange. Furthermore, the leaders of our business activities around the world who have taken part in our Nissan Way Workshops are now active in transmitting the Nissan Way—the crystallization of experience and knowledge gained through our company’s revival—to all our employees. In line with advancements toward globally standardized R&D, production and sales, developing human resources to achieve the best product quality possible at all of our production facilities around the world is an issue of vital importance. To address this issue, Nissan established Global Training Centers (GTCs) at its Oppama and Yokohama Plants in Kanagawa Prefecture, Japan, in fiscal 2006, and at its Sunderland Plant in the United Kingdom in fiscal 2007 to educate trainers who go on to share their knowledge at Nissan plants around the world. 064 Introduction CEO Statement CSR Dialogue Nissan’s Approach to CSR Nissan’s CSR Management Way Our Nine Key Areas for CSR Nissan CSR Scorecard Stakeholder Engagement 2007 Performance and Corporate Governance Fiscal 2007 Financial Review and Nissan GT 2012 Corporate Governance Enhancing Value for Stakeholders For Our Customers With Our Shareholders and Investors With Our Employees With Our Business Partners With Society Protecting the Environment Improving Safety Our Views Performance Data Business and Other Risks Third-Party Evaluation 001 002 005 011 012 024 027 031 032 033 038 046 047 055 058 068 074 085 117 129 135 137 138 Nissan Sustainabi l i ty Report 2008 Passing On the “Nissan DNA” A training session at the Management Institute The Global Training Centers Employees polish their skills at a Global Training Center.