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              [html]<thead><tr><td>Diversity isn ’ t limited to gender issues.</td><td>development of women and hold workshops</td></tr></thead><tbody><tr><td>Nationality, age, personal values and lifestyle are</td><td>for all managers to instill a deeper</td></tr><tr><td>all areas of continuing interest to us, and</td><td>understanding of the importance of diversity.</td></tr><tr><td>addressing the issues surrounding them can</td><td>We ’ re also exploring the issue of balancing</td></tr><tr><td>produce great value for the organization.</td><td>work and private life — an important topic in</td></tr><tr><td>Naturally, we felt that tackling gender issues</td><td>Japan to both women and men.</td></tr><tr><td>was a logical first step. Our decision was partly</td><td>A diversified workforce is essential to</td></tr><tr><td>market - driven, too, since women make 60</td><td>Nissan ’ s success because the marketplace</td></tr><tr><td>percent of all car purchase decisions in Japan.</td><td>itself is so diversified. Addressing this makes us</td></tr><tr><td>We also believe that women can contribute a</td><td>a more innovative company, and also delivers a</td></tr><tr><td>great deal more to the growth of the Company.</td><td>tool for recruiting qualified people. We know</td></tr><tr><td>When this office started in October 2004, only</td><td>this policy is being noticed, too : the Tokyo</td></tr><tr><td>1.6 percent of all managers and 5.7 percent</td><td>bureau of the Ministry of Health, Labour and</td></tr><tr><td>of the total workforce were women. By the end</td><td>Welfare recently recognized our</td></tr><tr><td>of NISSAN Value – Up, our target is to have 5</td><td>accomplishments in promoting diversity, and</td></tr><tr><td>percent of qualified female managers.</td><td>other Japanese companies now use Nissan as</td></tr></tbody>
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