Last updated: Aug 26, 2016

Foundation-CSR for Strengthening Our Business Foundation-
  • Human Resources Strategy (Human Capital)
  • Research & Development/Intellectual Property Strategy (Intellectual Capital)
  • Social Capital
  • Environmental Strategy (Natural Capital)

Human Resources Strategy (Human Capital)

The Sekisui Chemical Group works to develop its human resources and apply the skills of its employees to maximum effect. At the same time, every effort is made to protect the rights of all staff and to provide a comfortable and rewarding workplace environment. Through these means, the Group is actively endeavoring to enhance its corporate value.

Stance toward Human Resources and the CSR Medium-Term Plan

Based on our concept of enabling human resources to perform and grow, the Group supports employees’ independent career development by providing a variety of opportunities for them to become prominent human resources.

We are deploying measures to raise employee awareness and encourage employee growth on a daily basis from each of the three Group, Global, and Diversity perspectives to draw out the potential of each of the Group’s diverse employees working in Japan and around the world.

Based on this understanding, the Group is advancing measures to hire and train employees for the entire group on a global scale under its CSR medium-term plan (fiscal 2014-2016).


A Safe and Secure Workplace

At the core of safety, it is important that each and every employee has the ability to identify dangerous situations and take appropriate steps to protect themselves and fellow employees. At the same time, constructing a work environment in which employees can work with safety and security is our responsibility as a company and one of the most important priorities for management. The Group is implementing total safety activities (i.e. zero occupational injuries, zero equipment-related accidents, zero commuting-related accidents, and zero extended sick leave) based on five themes*.

As one such activity, we develop human resources who put business activities into practice with a high awareness of safety and who can demonstrate this to their subordinates. In fiscal 2015, we planned and implemented an educational program with the aim of fostering a sense of ownership among supervisors, managers, and assistant managers, and providing them with the skills to revitalize business. As a disaster should focus particularly on prevention, we implemented emergency response training in the core processes for the following scenarios: getting caught or entangled at a production facility, tumbling or falling down at a worksite, and a fire or explosion in the chemical process. We also promoted rigorous compliance with scaffolding work rules at construction sites.

To prevent fires and explosions that, once they occur, have a major impact on the surrounding environment and on business continuity, in addition to the safety audit performed thus far, we began an Emergency Audit to which we invite outside disaster experts. We verify the storage of hazardous materials and handling status and the recovery system at the time of disaster including natural disaster, thereby detecting the risk of natural disaster at an early stage and making improvements.

At the Group, we conduct training to fortify the decision-making abilities of all our employees in emergency situations. More specifically, emergency crews are given scenarios where equipment designed to prevent danger fails and challenges trainees to ask questions to solve the problem on the spot. This training has been applied on various occasions including to handle problems, and in evacuation and emergency drills. In fiscal 2015, a total of 681 people participated in that was held a total of 91 times at six business sites including Sekisui Board Co.,Ltd., Okayama Sekisui Co., Ltd., and the Musashi Plant.

* Five themes: Intrinsic safety of equipment, management using OHSMS, safety education of employees, risk prevention through risk detection activities and other initiatives, and auditing of health, safety, and accident prevention.


Diversity Management

The Group promotes diversity (advocating the employment of diverse people including women, young people, non-Japanese, veterans and challenged persons) and work-life balance (allowing various work styles). We believe these traits are key to achieving our aim of sustainable development and increasing competitiveness by nurturing personnel and organizations able to address the diverse needs of our customers and stakeholders in the global marketplace, in addition to helping people grow and realize their full potential.

The Group started diversity management in fiscal 2015 and established a new Diversity Management Policy. The Group also held a study meeting for about 200 management-level employees of the domestic Sekisui Chemical Group and another study meeting for nearly 1,900 managers of groups and sections.

Among a host of diversity management initiatives, we are paying particular attention to efforts aimed at helping women excel at their jobs. The Group continues a variety of efforts to enable women employees to continue to work vigorously. As a result, we have achieved a substantial improvement in the ratio of women employees and retention rates and the number of women in management positions has increased. In fiscal 2015, we sought to become an organization where women can truly thrive throughout the entire Group and established specific numerical targets for the ratio of women employees including mid-career employment, and women in management positions.

We also implemented educational programs for female assistant managers and their managers. Women employee participants developed awareness about management positions and learned skills, shared growth challenges and experiences with each other, and deepened their understanding by sharing ideas. The managers of the women employee participants learned new methods to effectively develop woman managers.

In helping women staff excel at their jobs, we are pushing forward support measures that target our younger employees. Pre-assignment training of new women staff, provided for staff responsible for training and support of new women employees, and management training for women subordinates provided for their superiors, are intended as a means of raising the retention rate of young women employees and helping them to thrive in the workplace. A total of 526 people has undergone these training programs. The management training for women subordinates had participants perform role playing to bring home the importance of having managers provide guidance to young women employees.

After the seminars ended, the participants applied the takeaways they learned to their actual work, and reported to the training center any issues or ideas that came up during their implementation. With this feedback, we continue to provide effective training.


Improving Group Human Resource Capabilities

The Group has developed a consistent training system covering all stages from new hires to management positions, in order to systematically train business leaders to power the Group into the future. Based on the concept that the foundations of growth are the experience gained through everyday business activities and learning from such experience, we have developed a training system that links these two elements together. Through this system we will enhance each individual’s mastery of the skills required of business leaders, by running through the cycle of growth through experience.

In addition to the training of business leaders, we will at the same time nurture the human resources necessary to support the frontline and to enhance frontline capabilities. The human resources who will support the foundations of management in practical terms in the workplace must undergo self-growth as highly capable practitioners by accumulating experience over the long term and acquiring highly specialized knowledge and skills. Based on this concept, the Group hires human resources who will support the workplace as full-time, permanent employees, creates an environment in which they can demonstrate their abilities with peace of mind over the long term, and deploys the Meister System to strengthen their abilities in the workplace.


Personnel who can Succeed on the Global Stage

In fiscal 2015, 25.8% of consolidated sales were generated overseas, and this ratio has been increasing every year. We have over 90 production and marketing sites in approximately 27 countries. We believe that all the businesses of the Group depend on each and every employee working around the world growing through their work and providing excellent products and services in tune with local needs.

Based on this belief, we train our employees so that each and every one of them has the skills to succeed in their jobs. We have training and personnel systems in place tailored to local conditions in North America/Mexico, Europe, China, and the ASEAN Region.

In Japan, the Group has established the Global Trainee Program to enable participants to build up real-world experience overseas. This program sends applicants with sufficient levels of experience in specific positions such as sales, accounting, and development to actual positions at overseas affiliates. In fiscal 2015, four employees enlisted in this program and were newly assigned overseas. In the future, we will strive to enhance these systems so that greater numbers of employees can build up work experience around the world.

Meanwhile, with the rapid expansion of business globalization, overseas human resource development has become an urgent task. Therefore, in fiscal 2015, we implemented the Global Saijuku School to develop the next generation of management personnel who will play an active role in global markets. Twelve executives from Group companies in North America/Mexico, Europe, Asia, and Japan, as well as from our laboratories, took part in a program to enhance the management skills required for personnel to play an active role on the global stage by teaching them about Sekisui’s values while reinforcing management and business creation capabilities.


Industrial Relations

The Group strives to understand the positions of labor unions and respects the opinions of employees. Through close communications, we believe good relations between labor and management are essential for sharing the objective of advancing the company. In Japan, as of July 1, 2016, there were 4,430 employees in the All-Sekisui Chemical Labor Union Federation.

*Please see the CSR web page for further details.