Better Workplace Environment
Efforts to Retain and Empower Employees
Progress in Diverse Work Styles and Work Efficiency
We carry out a wide range of initiatives, including expanding work-style diversity to encompass telecommuting, flextime, and the like, implementing five-day holidays and no-overtime days, supporting employees in balancing work with childcare and nursing care, and hosting work-style reform seminars. These efforts have enabled us to reduce overtime work and increase paid leave utilization. Employees reap the rewards of these efforts in the form of human resource investments such as expanded job benefits and IT funding.
We will continue to pursue improvements as we review and revise our efforts.
Main Initiatives
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Inventory business tasks
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Reform meeting processes (shorten meetings, etc.)
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Actively use IT
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Encourage employees to take five consecutive days of leave twice a year
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Implement no-overtime days
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Conduct work-style reform seminars
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Introduce a return-to-work system
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Expand the work-from-home system
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Increase the number of worksites eligible for flextime and shorter core working hours
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Revise the system to comply with the amended Child Care and Family Care Leave Act
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Provide information on childcare and nursing care
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Conduct employee awareness surveys
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Employees are granted 24 days of paid vacation per year.
Support for Raising the Next Generation and Women’s Empowerment
In February 2019, we received Platinum Kurumin certification under the Act on Advancement of Measures to Support Raising Next-Generation Children in Japan and have continued providing such support in order to expand our employees’ options for work styles conducive to childcare and nursing care. These efforts have helped achieve successes such as realizing an 80% or higher rate of male employees taking their childcare leave for three consecutive years.
We have created and will introduce a new voluntary action plan to support employees with children.
We are also working to increase the representation of female employees. Initiatives to develop female leaders include expanding the recruitment of women for career-track positions and offering in-house seminars on women’s health. In fiscal 2025, the percentage of female managers reached 2.3% at NEG and 12.6% across the Group, achieving our fiscal 2028 target ahead of schedule.
Performance Indicators for Employees with Children (Period: January 1, 2025 to December 31, 2028)
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Maintain at least 80% eligible male employees taking childcare leave and aim for 100%
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Create a flexible family support structure for employees balancing childcare and work based on individual family situations
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Maintain a minimum average of 17 days of paid leave being used
We will continue to implement measures to support diverse work styles according to employee needs by increasing the childcare leave utilization rate among men, reducing overtime work, increasing paid leave taken, and encouraging the use of all programs.
Childcare Leave Utilization Rate
Since fiscal 2015, both men and women at NEG have taken childcare leave at a rate higher than the national average. With revisions to Japan’s Child Care and Family Care Leave Act in fiscal 2022, we held explanatory meetings for the various employee groups eligible for leave. We have seen a particularly large rise in the childcare leave utilization rate for men, which has remained above 80% for three consecutive years.
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Utilization rate for women: Number of people taking childcare leave ÷ number of employees giving birth × 100
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Percentage of women returning to work: After giving birth, percentage of people working continuously when child has turned 1 year old
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Utilization rate for men: Number of men taking childcare leave ÷ number whose spouses gave birth × 100
The utilization rate may exceed 100%, as male employees whose spouses gave birth in the previous fiscal year may take childcare leave in the current fiscal year. -
Source: Statistics on national average childcare leave utilization rate for men and women, taken from Basic Survey of Gender Equality in Employment Management; Ministry of Health, Labour and Welfare
Women’s Empowerment
We are stepping up recruitment of women in career-track positions, increasing the ratio of female employees, and developing female leaders. We are also creating supportive working environments and workplaces for women by holding in-house seminars on women’s health issues and fostering a corporate culture and workplace environment that accommodates diverse opinions and ideas.
Performance Indicators and Targets for Employees with Children
(Period: January 1, 2025 to December 31, 2028)
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Maintain a recruitment percentage of at least 25.0% women among new-graduate hires for career-track positions at NEG
(Maintained above the 25.0% target since fiscal 2022)
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Target a minimum female manager percentage of 2.0% at NEG by fiscal 2028, more than doubling the fiscal 2022 level
(Target achieved with 2.3% in fiscal 2025)
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Target a female manager percentage of at least 10.0% at NEG and its consolidated subsidiaries in Japan and overseas by fiscal 2028
(Target achieved with 12.6% in fiscal 2025)
| Item | Gender | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | Fiscal 2025 |
|---|---|---|---|---|---|---|
| Number of employees | Men | 1,530 | 1,530 | 1,541 | 1,569 | 1,589 |
| Women | 152 | 157 | 172 | 177 | 189 | |
| Total | 1,682 | 1,687 | 1,713 | 1,746 | 1,778 | |
| Average years of service | Men | 24.3 | 23.8 | 22.9 | 21.9 | 20.7 |
| Women | 18.8 | 17.8 | 16.2 | 14.6 | 14.3 | |
| Total | 23.8 | 23.2 | 22.2 | 21.2 | 20.0 | |
| Turnover rate (%) | － | 1.2 | 1.3 | 1.9 | 2.0 | 2.5 |
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Note: Number of employees and average years of service do not include employees on loan.
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Average years of service is on a downward trend because of the increase in male and female new hires.
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We are committed to creating an environment where employees can work with peace of mind for extended careers. Due to these efforts, our Company maintains a relatively low employee turnover rate.
Period: Fiscal 2025 (January 1, 2025 to December 31, 2025)
Wages: Includes compensation for overtime and bonuses, but excludes commuting allowance, etc.
Regular employees: Excludes employees on loan from NEG to other companies, or from other companies to NEG
Part-time and fixed-term employees: Employees who have an employment contract for a fixed period
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Notes:
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Although we calculate wages for men and women based on the same standards, male-female wage gaps occur due to differences in factors such as number of employees, employment categories, and years of continuous service. Other factors contributing to wage gaps include various allowances for shift work employees (of whom 97% are men) and the fact that there are relatively fewer women in senior management positions.
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The primary factor contributing to wage differences among part-time and fixed-term employees is the distribution of job categories between male and female employees.
Employee Awareness Surveys
We continued conducting the annual employee awareness survey in fiscal 2025 as part of our efforts to create a workplace where employees can thrive while finding their work rewarding. The survey results are shared with the Management Committee and at department head meetings, and feedback is provided to all employees. The results are also analyzed to identify our organizational and individual workplace strengths and weaknesses and to develop improvement initiatives.
Cycle for Strengthening Engagement
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Conduct main surveys
Analyze results, provide feedback to management, department heads, and employees
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Use results to formulate and implement Company-wide and worksite-specific measures
Develop improvement activities
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Conduct focused surveys
Use issue-specific surveys to monitor measure effectiveness and revise if necessary -
Conduct main surveys
Continue annual surveys and confirm yearly changes
| Aim | Visualize state of organization, and improve it at the company-wide and workplace levels |
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| Total number of respondents | 1,973 (1,938 for fiscal 2024) |
| Response rate | 99.2% (99.6% for fiscal 2024) |
| Results summary |
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The overall score reached 104, with fiscal 2024 set as the baseline of 100, marking a second consecutive year of improvement. None of the 16 engagement categories showed a decline in satisfaction. We believe the positive changes reflect progress of workplace-level improvement initiatives.
We will continue to conduct employee awareness surveys and use the results to guide improvements as part of our efforts to build vibrant workplaces.
Freedom of Association and Labor-management Relations
The Group respects rights afforded to workers by the laws of the countries it operates in, including freedom of association and collective bargaining. Our employees are in the Nippon Electric Glass Labor Union, which is a member of the Japanese Electrical, Electronic & Information Union (JEIU). Based on the union shop agreement, membership in the labor union is open to all regular employees except those in management positions. As of December 2025, 77.8% of all NEG employees were JEIU members.
NEG maintains a labor and labor-management agreement with the NEG Labor Union to confirm working conditions. Besides monthly meetings at NEG sites between the NEG Labor Union and the Company, the Union’s executive committee and Company’s senior management meet to exchange opinions at least twice a year. We also strive to maintain amicable labor-management relations through a wide range of other cooperation in areas such as occupational safety and health, health and productivity management, and support employees with children.