CSR

Allowing Diverse Human Resources to Excel(Women)

Providing Workplaces where Women can Excel Equally

Organization-wide InitiativesAs a first step in diversity management

Aiming to be company where women can continue to work with enthusiasm, Sekisui Chemical has continued to undertake various initiatives to date that have resulted in a higher ratio of women to total hiring, major improvements in female employee retention rates, and an increase in the number of female managers. As a first step in promoting women's empowerment as part of our Group-wide diversity management initiatives, we have also established specific numerical targets for the ratio of women to total hiring (including mid-career hires) and the number of women in management positions in order to become an organization where women can truly thrive.

 

■FY2016 Results

 Ratio of women to total hires to 32%
 Number of women in management positions to 111

 

 

■New CSR Medium-term Plan (Fiscal 2017 to Fiscal 2019) Targets

 Ratio of women to total hires to 35%
 Number of women in management positions to 200
(Sekisui Chemical non-consolidated: 50; Consolidated Group companies in Japan: 150) 4.4%
 Ratio of permanent, full-time female employees: 15% (Sekisui Chemical non-consolidated)

 

Raising the Retention Rate of Young Female EmployeesNew female hire assignment support Female subordinate management seminar

We are conducting the New Female Hire Assignment Support Seminar and Female Subordinate Management Seminar with the aim of raising the retention rate of young female employees. Conducted before and after assignment, the New Female Hire Assignment Support Seminar has been devised to raise the retention rate among new female hires by increasing awareness from the point of view of those attending the seminars. Geared toward those in management positions with female subordinates who are up to their third year since joining the Company, the Female Subordinate Management Seminar provides day-to-day guidance and the opportunity to learn training methods.

 

Employees in management positions learning guidance and training methods for female subordinates

Employees in management positions learning
guidance and training methods for female subordinates

 

Fostering Women as Candidates for Management PositionsCareer development program for women

Targeting women employees and direct supervisors who are highly likely to be appointed to management positions within five years, the Company is conducting a career development program for women, an educational program that has been put in place with the aim of fostering awareness and gaining the achievements appropriate for management positions. We have been deploying this program as essential training across the entire Group since fiscal 2016.

 

Career development program for women

Career development program for women

 

Senior Management Position DevelopmentDeveloping Female Leaders

The number of females in senior management positions continues to increase each year. Three women were appointed as frontier leaders and two to senior management positions at Group companies in fiscal 2017. (Appointed by the Board of Directors, frontier leaders play an important role in achieving the Group's overarching management vision.)
To date, seven female leaders have participated in the Saijuku School, which aims to develop the Group's next-generation leaders.
In fiscal 2016, Sekisui Chemical established a system for the development of managerial positions in the practical business field. Five employees have received promotions under this system in fiscal 2017.

 

External EvaluationsRecognized as a Nadeshiko Brand

Having evaluated the Company's efforts to implement diversity management initiatives (including women's empowerment) since fiscal 2015, the Ministry of Economy, Trade and Industry (METI) as well as the Tokyo Stock Exchange, Inc. (TSE) recognized the Company as a Nadeshiko brand in fiscal 2017.

 

 

* The Nadeshiko Brand is a project that has been undertaken jointly by METI and the TSE since fiscal 2012 aimed at introducing certain TSE-listed enterprises that are outstanding in terms of encouraging the empowerment of women in the workplace as attractive stocks to investors who put emphasis on improving corporate value in the mid- and long-term, thereby promoting investment in such enterprises and accelerating efforts encouraging women's success in the workplace.

 

Balanced Support for Child Rearing and Nursing CareProactive support for each life stage

We provide support to enable employees to efficiently fulfill both their work responsibilities and their other responsibilities depending on the stages of their lives. An increasing number of male employees have taken advantage of an accumulated leave system that can be taken in hourly increments as a way of supporting more flexible work styles for employees providing care to their children or elderly relatives.

We have a system for employees to return to work after needing to quit their jobs to take care of elderly relatives or other life-changing events, or when their working spouse is transferred to another city by their employer. This system supports our employees by giving them more career options.

In childcare support, we fine-tuned our support system and prepared guidebooks describing in easily understandable ways subjects such as how to choose a preschool, preparation for returning to work after childcare leave, and case studies on achieving a smooth work-life balance using the available programs. Stories about the experiences of working mothers are available on the corporate intranet. We are also actively encouraging men to take part in raising their children by including in the guidebooks and group newsletters case studies of male employees balancing both work and childcare.

On a parent basis at Sekisui Chemical, all employees that elected to take childcare leave and where scheduled to return to work during fiscal 2016 did actually return to work, for a 100% return rate. In addition, 100% of the employees that returned to work in fiscal 2015 after taking childcare leave were still working one year later.

 

Main Programs for Promoting Diverse Working Styles And Program Usage

System Main Content   Fiscal 2014 Fiscal 2015 Fiscal 2016
Total number of system users 165 177 196
Support for childcare Childcare leave Can be taken until the end of the month in which the child reaches three years of age. (The statutory end date is until the child reaches 18 months of age.) Female 22 18 22
Male 9 12 14
Ratio of employees taking childcare leave (%) Female 100 100 100
Male 9 14.6 12.5
Shortened working hours for childcare Can be extended until the child starts fourth grade. (The statutory end date is until the child reaches three years of age.) Female 26 30 30
Male 0 0 0
Use of flexible working hours Times of starting and finishing work may be moved earlier or later by up to 60 minutes until the child reaches junior high school age. Female 3 3 6
Male 0 0 1
Nursing care-related support Nursing care leave Up to a total of 93 days for each individual eligible for care (Up to a maximum of one year for the first individual eligible for care.) Female 1 1 0
Male 0 0 2
Shortened working hours for nursing care Two days per week or 4.5 hours per day for a maximum of three years for each individual eligible for care Female 0 0 0
Male 0 0 1
Other support Family leave Three days of special care leave per year granted until the child or grandchild starts high school. (This leave can be taken for reasons such as childbirth-related events, parents' days, athletic meets, and PTA meetings.) Female 45 40 43
Male 59 73 77