Work-Life Balance

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Work-Life Balance

People with different backgrounds have different work styles. Nissan embraces the diversity in lifestyles and values among individuals and offers a wide variety of work style options to achieve optimal performance.

Work-life balance promotion(Japan)

Nissan supports work-life balance through measures and programs that can help employees maximize their work performance. For example, we offer flexible work style options to accommodate the various needs associated with different life stages and family situations. We also encourage employees to review their daily work hours, efficiency and productivity to improve their overall quality of life and achieve a better work-life balance.

These programs include flex time without core time, half days off, and working from home. We have set corporate goals to increase employees’ use of paid leave and work-from-home arrangements, through such measures as work hour monitoring, office lights-off, no overtime days, and weekly PDCA use. The ultimate goal is to increase employees’ efficiency or productivity and to limit the culture of working long hours. Thanks to office upgrades and improved IT infrastructure, we can now communicate and collaborate with anyone on the global Nissan network via our laptops.

For employees with children, we have built a work-childcare balance program that includes benefits in excess of statutory provisions. The aim is to help employees grow and optimize their contribution to the company at every life stage.

`Happy 8’ work style reform program

Nissan started the Happy 8 program in 2015 to help drive companywide productivity improvements. The program promotes employee awareness of the concept of eight working hours a day, and encourages them to pursue satisfaction at work in eight key areas.

Work-life balance awareness

To raise employee awareness of the importance of work-life balance, Nissan has launched activities such as publishing a Happy 8 email newsletter, or publishing articles on the intranet. Also, on the last Friday of each month, called “Happy Friday,” employees are strongly encouraged to leave the office early.

Diversity site articles

Mail magazines

Working from home program (Japan)

To improve the quality of employees’ work and life, we raised the maximum available hours for working from home to 40 a month in January 2014 (excluding employees working in manufacturing processes). The aim is to give employees more control over their working hours and improve efficiency and productivity. Employees providing childcare or eldercare can work from home for up to 50% of their required minimum monthly work hours. We have set up a dedicated web page for promoting the work-from-home program, where employees’ best practices are shared.

Work-at-home site

Work-life support programs for different life stages and family situations (Japan)

Work-childcare balance programs aim to support employees’ growth and help them optimize their contribution as they move through different life stages. The program offers benefits in excess of statutory provisions. We also offer eldercare givers many support measures, such as eldercare leave, shorter working hours, and working from home.

Family support leave program (Japan)

This leave program aims to support employees with families. Employees are entitled to take this leave for marriage, childbirth by a spouse, childcare, eldercare and fertility treatment, for up to 12 days (5 of which are paid) a year, in half-day or full-day increments.

On-site nursery (Japan)

We have set up four on-site nurseries in Japan’s Kanagawa Prefecture (Nissan Global Headquarters, the Global Information System Center, the Technical Center and the Oppama Plant). These nurseries have played a key role in helping employees with children continue their careers. At GHQ we have a breastfeeding room, which is also available as a resting place for expecting mothers when they don’t feel well.

Work-childcare balance support seminars (Japan)

The company has prepared a holistic support program for employees going through childbirth and childcare. Before starting maternal leave, employees are provided with a seminar for expecting mothers where they can share their concerns about their careers, work styles or other topics, prepare themselves mentally to go on leave, and think about their to-do list. The employees’ partners are also invited so that they can prepare together to balance work and life after childbirth. Employees on childcare leave and their partners are also invited to a “reinstatement seminar” to make the process of returning to work smooth and promote a continuing work-life balance. Through lectures by external speakers, panel discussions by employees who have returned from leave and group discussions among participants, employees can obtain helpful tips on how to balance work and life after they return to the office. Seminars are also given by superiors on balancing work and life, to improve not only employee morale but also to enhance understanding among superiors who have subordinates with children.

Laptop check-out permission and authorization to view the intranet while on leave (Japan)

Corporate laptops are available to check out for employees taking childcare or eldercare leave, so that they can continue to access Nissan’s network and obtain internal information. This service has been positively received by employees on leave, who say they feel less out-of-touch during their absence. The access to company information helps them get back up to speed quickly when they return to the office.

Leave for accompanying spouse/reemployment program (Japan)

The opportunity for reemployment is open to those who leave the company to accompany spouses overseas, enabling them to resume their career and contribute their work experience at Nissan.

Support of balancing work with the nursing care(Japan)

In our aging society, more workers are expected to become caregivers for elderly parents. Nissan provides employees with opportunities to learn the basics of nursing care and available support programs. We have also set up a nursing care hotline for employees to speak with external experts about nursing care concerns.

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