ATSUGI, Japan — Although "diversity" is such a novel and foreign word in Japan it's a tongue-twister, Nissan is determined to promote women and make "die-bah-she-tea," as it's called here, a pillar of its image.

The diversity drive comes at a time when Nissan Motor Co. is seeing slipping sales and its first annual profit slide in seven years — struggling to draw the global limelight from booming Japanese rivals Toyota Motor Corp. and Honda Motor Co.

Wooing women isn't likely to win too many accolades in a nation where laws against discrimination in employment lack enforcement power or merely carry small fines as penalties, and largely depend on public opinion to sway management into political correctness.

But Nissan's onsite daycare, family leave of up to two years and flexible work schedules are helping attract more women and keeping them. Nissan also has been spreading the word about diversity at universities and seminars to recruit women.

And it's one clear way Nissan, 44 percent owned by Renault SA of France, can hope to send a unique message as a cross-cultural automaker — and hope to beat Toyota and Honda.

Diversity programs are fairly established at American automakers, with women making up 27 percent of management at General Motors Corp. At Toyo-ta, women make up 1 percent of management, and 0.4 percent at Honda.

At Nissan, women in management have climbed to 4 percent from 1.6 percent in 2004 under the diversity drive, and the company is targeting 5 percent by March 2008.

Women make up 10 percent of management overall in Japan — compared to 42.5 percent in the U.S. — but tend to be underrepresented in manufacturing.

"Things are definitely changing," said Kumi Hatsukano, a manager for car body design at Nissan. "But what would be ideal is if we could stop talking about this topic of being a woman or a man altogether."

When Hatsukano, 38, joined Nissan in 1993, she had her share of run-ins with sexual harassment. Male workers gave her unwanted attention and asked personal questions about her love life, especially when she was working late.

Today, she is reaping some of the benefits of the diversity initiative. Her co-workers are understanding when she leaves early at seven to pick up her 1-year-old son at the company-run day-care center. Working past midnight had been routine before her maternity leave.

When Chiharu Ikahata, 26, was hired as the first woman on her assembly line in 1999, the women's restroom was so old and dirty one had to be built at her request.

Today, she is plant manager after studying production methods for two years at a Nissan-run school, and hopes to be a role model for women workers.

Japan — with a culture that encourages women to become meek housekeepers — has lagged behind Western nations in accepting women on the job.

"The obstacle for working women are the long hours prevalent in Japan, and the lack of understanding from men," said Kumiko Morizane, labor ministry deputy director. "Women simply can't endure overtime alongside the men while giving birth and raising children."

Japanese women lose more than their Western sisters in a corporate culture that values seniority, rather than performance, for promotion. Women fear being penalized for taking time off for childbirth, Morizane said.

In Japan, employers are required to give six weeks family leave before the due date and one year of childcare leave and must guarantee a comparable job afterward. But 67 percent of working women quit after giving birth to their first child, according to a government study.

One reason women feel more empowered at Nissan is the unmistakable message from the top executive.

Brazilian-born and French-educated, Chief Executive Carlos Ghosn is determined to make diversity a buzzword, citing the success of the Nissan-Renault alliance, set up in 1999.

"We are creating a corporate culture committed to diversity," he told shareholders recently, "where merit alone opens every door."