Occupational Health and Safety

Nippon Sanso Holdings aims to provide safe, comfortable working environments in the belief that this will support the growth of individual employees, raising their productivity and leading to increased corporate value. Furthermore, since the Company’s business activities mainly involve the supply of industrial gases, which can be dangerous if not handled correctly, it is essential to educate employees about safety and raise their awareness. To create an environment where all of our diverse employees can work safely and with peace of mind, we will promote improvements in our standards of occupational health and safety.

Occupational Health and Safety

In line with our Rules for Occupational Health and Safety, we promote a variety of efforts in Japan to ensure health and safety in the workplace. Based on these rules, we have created an occupational health and safety team and an occupational health and safety committee at each site. In addition, we continue to promote efforts to eliminate workplace accidents. These include providing safety training and holding morning assemblies, offering Kiken Yochi Training (KYT) (“hazard prediction training”) and introducing “5S” (a workplace organization methodology based on five words (Seiri (Sort), Seiton (Set in Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain)). We also distribute Health and Safety News, an electronic newsletter that includes materials published by the Japan Industrial Safety & Health Association (JISHA), among others, to raise employee awareness.

Site Occupational Health and Safety Management Framework

Site Occupational Health and Safety Management Framework

Working with the Taiyo Nippon Sanso Employees’ Labor Union

The Taiyo Nippon Sanso Employees’ Labor Union was established in May 2005, and a union shop agreement was concluded in October of the same year. Our policy is to disclose information to the Taiyo Nippon Sanso Employees’ Labor Union as much as possible and to consult and negotiate in good faith. Labor–management relations are healthy, and both parties are committed to working and growing together.

Labor–Management Negotiations
Matters discussed Schedule
Collective bargaining This is a forum for consultation regarding wages, bonuses, and various working conditions based on union demands and for discussions between labor and management on a wide range of topics, including important Company initiatives and business conditions. Regularly held in early March (requested submission date) and April (specified response date)
Central Labor Council This is a forum for discussing various matters affecting union members in general. In response to proposals from the Company, the union’s central executive committee and the executive general manager of the HR Division hold discussions, and financial reports and information on important Company initiatives are presented.
Principal matters discussed include amendments to working conditions for union members, permanent reassignments, early retirements, and proposed temporary transfers.
(20–30 times/year)
Branch Labor Council This is a forum for discussing matters related to union members at regional sites. Discussions are held between branch executive committees and local labor managers, i.e., branch general managers, department general managers, and department managers.
Matters discussed include provisions regarding working hours in Japan’s Labor Standards Act and the relocation of sites.
Unscheduled (Frequency varies from one region to another.)

Work-Style Reforms Designed to Create Positive Work Environments for All Employees

With the aim of creating positive work environments for all of our employees, we have developed a variety of leave systems to accommodate individual needs.
 Eligibility for reduced working hours following childcare leave has been set at children up to the third year of elementary school, higher than the legal standard of three years of age. Furthermore, in FYE2018 the possible reduction in working hours, previously set at 2.0 hours, was lowered to 1.0 hour, making the system easier to use.
 We have also made it possible for employees to use their expired annual vacation days to take special childcare leave to nurse children of elementary school age or younger in the event of illness, assist with childcare, or attend school functions, or to provide nursing care for family members. There is also a system that enables them to take nursing care leave of up to 365 days in total.
 Other moves designed to realize more flexible work styles include the adoption in FYE2018 of a leave system that allows employees to accompany spouses on overseas assignments and a rehiring scheme for employees that have resigned because of pregnancy, childcare, or nursing care. From FYE2019, we introduced a system that allows employees to take annual leave in hourly units, and from October 2019 a flextime system was launched on a restricted basis at certain business sites, aiming to promote measures to enable flexible working hours and realize work-style reforms.
As of October 1, 2020, to prevent the spread of COVID-19 we have been promoting staggered starting times using the flextime system to reduce the risk of infection on crowded public transport during peak commuter times. Flextime is ordinarily only available at certain workplaces, but for the time being it has been allowed for all employees.

Measures Such as Reduced Working Hours within the Childcare Leave System

Reduced working hours Flextime
Eligibility Employees with children up to the third year of elementary school Employees with children up to three years of age
Duration Up to the end of the child’s third year of elementary school Up until the month the child turns three years of age (i.e., until the day before the child’s birthday)
Terms Start and/or end of working day can be adjusted in either direction in 30-minute intervals (maximum permitted reduction per day: 1 hour or 2 hours) Flextime (Core time: 10:30–15:00)

Number of Employees Making Use of Childcare Leave Systems

FYE2017 FYE2018 FYE2019 FYE2020
Special maternity leave before/after birth 6 2 4 4
Childcare leave 7 7(Female employees:7) 7(Female employees:5) 7(Female employees:7)
Reduced working hours 9 11(Female employees:11) 11(Female employees:11) 13(Female employees:13)
Flextime 0 0 1(Female employees:1) 2(Female employees:1)
Special childcare leave Cumulative number of individuals 42 39(Female employees:25、male employees:14) 75(Female employees:46、male employees:29) 119(Female employees:70、male employees:49)
Cumulative number of days 37.0 52.0(Female employees:34.0、male employees:18.0) 52.5(Female employees:33.0、male employees:19.5) 100(Female employees:59.5、male employees:40.5)

* Flextime indicates the number of users of childcare flextime. Separately, there was 1 person (male) who used nursing care flextime (not included in the above count). Furthermore, from October 2019, flextime has been introduced at each business site, such as the Head Office, and due to the nature of the system the numbers of people using it have not been included.

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