Basic Approach

We position DE&I as a key management issue, aiming to create an organization where diverse, talented individuals can maximize their individual abilities. We have set the following numerical targets and are working toward creating workplace environments where everyone can thrive. 

Promotion System

At Nihon Nohyaku, we position DE&I as a key management issue, aiming to create an organization where diverse, talented individuals can maximize their individual abilities. We appoint Diversity Promotion Special Mission Team, primarily from the Corporate Planning and Human Resources Departments. Together with members recruited through our in-house side-job program, this team engages in training and awareness-raising activities for employees. In FY2025, we are implementing our own DE&I activities by conducting an employee survey in conjunction with Human Rights Week and hosting the NICHINO English Café. We will reflect on the results of the employee survey in our FY2026 activities. Through these activities, we aim to create workplace environments where everyone can thrive, leading to sustainable growth.

General Employer Action Plans

To create an environment which ensures that children, who will form the next generation of society, are born and raised in good health, the “Act on Advancement of Measures to Support Raising Next-Generation Children” was enacted in 2003, and the “Act on the Promotion of Women’s Active Engagement in the Professional Life” (or “Women’s Engagement Promotion Act”) was enacted in 2016. We have formulated and published “Action Plans” based on each of these laws.

• Nihon Nohyaku Action Plan to Support Raising Next-Generation Children (Japanese) (January 1, 2024)
• Nihon Nohyaku Action Plan to Promote Women’s Active Engagement (Japanese) (as of April 1, 2024)

Promotion of women’s participation and advancement

As part of our efforts to promote women's advancement, we are actively promoting female employees to managerial positions such as department heads and section chiefs.
Our ratio of female managers stood at 2.0% in April 2011. However, through initiatives to develop and raise awareness among female employees for managerial roles, and to foster a mindset shift among male managers toward promoting women's advancement, this ratio improved to 9.7% by March 2025.
From FY2023 to FY2024, we conducted career development training for 40 employees aiming to become female managers. In FY2025, we will hold roundtable discussions with female employees, where we will obtain feedback directly from frontline personnel. In this way, we aim to foster awareness of career development and further enhance support measures.

Employment of Persons with Disabilities

In FY2024, we utilized new recruitment channels and hired two persons with disabilities. We are working to create safe and welcoming work environments through consideration based on the characteristics of each disability and by promoting barrier-free workplaces. Moving forward, we will collaborate with specialist organizations outside the Group and actively work on recruitment, not only of individuals with physical disabilities but also those with mental and developmental disabilities. 

Recruiting Foreign Nationals

As of October 2025, six foreign nationals are actively working at our company. Furthermore, in 2011 and 2021, we appointed presidents of overseas group companies who are foreign nationals to positions as our executive officers. We will continue promoting management appointments and actively recruiting to cultivate talent possessing the qualities required for executive roles.
In fiscal year 2024, we hired one foreign national as a researcher. Going forward, we will strengthen foreign recruitment through both graduate and career hiring, leveraging partnerships with exchange student programs run by national universities and collaborations with group companies. By welcoming talent from diverse cultural backgrounds, we will further enhance our global perspective and organizational diversity.

Mid-career recruitment

Based on the belief that “innovation arises from diversity,” we actively recruit human resources who have garnered experience at other companies. Around one-third of our employees are mid-career recruits, and the ratio among executives and managers is approximately the same. We will continue to conduct mid-career recruitment, hiring personnel such as executive managers, researchers with advanced skills in specific fields, experts in new fields for our business expansion, and DX specialists. As of the end of March 2025, the ratio of mid-career recruits among all employees of Nihon Nohyaku was 33.5%. In addition, we introduced the following systems in April 2024 with the aim of diversifying our mid-career recruitment methods, incorporating new values and revitalizing the company.

1. Career Entry
   A system that enables employee referrals and allows those who wish to join the company to register their career and desired job type in advance.
2.  Job Return
   A system for former employees who left the company due to unavoidable circumstances or who have gained experience at other companies to rejoin the company.
   The current medium-term plan (through the fiscal year ending March 2027) sets a numerical target of 50% for mid-career hiring rates, and we consider this one effective means of achieving that goal.

Senior employees

Our company has established a senior employee program that allows employees to continue working with us after reaching the mandatory retirement age. As of the end of March 2025, there were 51 senior employees.

Gender pay gap among workers (women’s pay as a percentage of men’s pay)

FY2024

*Individual (excluding seconded personnel)