Allowing Diverse Human Resources to Excel

Allowing Diverse Human Resources to Excel (Depending on the Individual Career Orientation)

Management Approach

Basic ConceptProviding Opportunities for Personnel Training According to Individual Career Orientation

As an overall company activity, we strive to ensure that the Group can move forward on the two pillars of business leaders, who will someday shoulder management, and efficient staff that can maintain our manufacturing processes.

Major Initiatives

Developing Business Leaders

1) Developing Business Leaders from an Early Stage

We have developed a consistent training system covering all stages from new hires to management positions, in order to systematically train business leaders to power Sekisui Chemical 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, from when a new hire joins the Company through to management.

2) Developing Employees to Fill Senior Management Position Going Forward

With an eye toward management positions throughout the Group, Sekisui Chemical has established the Saijuku School. This internal training and development tool is designed to help enhance the scope and depth of future business leaders going forward.
Employees participating in the Saijuku School review a wide range of case studies while attending lectures. In addition to the skills required to put forward management strategies, the Saijuku School provides details of important business theories and philosophies. This in turn provides participants with the broad perspective necessary to engage in global business development and to further hone the abilities to think and act. Working to instill a broad mindset that encompasses the Group as a whole, employees are encouraged to take the initiative in their own development and to establish action plans geared toward reform.

3) Innovation School (Fostering of Business Leaders by Newly Appointed Operating Officers)

The Innovation School has been held since fiscal 2003 to “change the Company and change each individual’s behavior” and with the aim of having operating officers themselves directly train Sekisui Chemical Group’s next-generation business leader candidates. Up to and including fiscal 2017, a total of 1,039 next-generation business leader candidates had taken part. In fiscal 2018, with operating officers up to their second year in office acting as headmasters, we again trained young, highly motivated employees, irrespective of their Group company or business domain, as candidates to become next-generation business leaders across the whole Group. In addition to talking directly with senior management and learning as potential business leaders while engaging in discussions at great length, the Innovation School offers an excellent opportunity for the candidates to broaden their horizons through interaction with parties from both inside and outside the Company.

Training Human Resources to Support the Workplace

The human resources who will support the foundations of management in practical terms in the workplace must undergo self-growth as highly capable practitioners accumulating experience over the long term and acquiring highly specialized knowledge and skills. Based on this concept, Sekisui Chemical Group hires human resources who will support the workplace as permanent, full-time 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.
In the future as well, we will promote measures to strengthen training abilities in the workplace on a Group-wide basis.

Follow-up Training for New, Mid-career Hires

With the aim of, for example, acquiring knowledge from outside the Company and enhancing its business potential, Sekisui Chemical is increasingly active in mid-career appointments (the hiring of experienced personnel). Meanwhile, having joined the Company, there are few examples of a lack of understanding with regard to the workplace culture or inhouse systems on the part of the mid-career hires themselves proving to be an obstacle to the process of having them display their skills at an early stage. Providing new, mid-career employees (those hired based on their previous experience) with the opportunity to learn the basic knowledge (including the Company’s unique history, culture, policies and systems), Sekisui Chemical Group draws on the high levels of competence and specialized skills they have accumulated up until their previous positions and implements follow-up training for new, mid-career hires as an environment improvement so they demonstrate those attributes and participate actively at an early stage.

Group Internal Job Posting

Sekisui Chemical Group supports its employees’ willingness to take on challenges. At the same time, assistance is given to realize career plans by providing opportunities to thrive within the Group through the internal posting of job openings.

Support System for Diverse Career Paths

The Company has in place a system that enables partner employees who—after having reviewed their careers and written self-assessments—are involved in the career planning-based course conversion system or are working in pre-specified workplaces or areas of business operations, can choose to switch to becoming permanent, full-time employees.

Performance Data

Results from Main Recruitment-type Training Programs

Name of Training Program Numbers of
Attendees in
FY2015
Numbers of
Attendees in
FY2016
Numbers of
Attendees in
FY2017
Numbers of
Attendees in
FY2018
The Saijuku School 34 33 37 27
Innovation School 70 72 58 86

Follow-up Training for New, Mid-career Employees

FY2016 FY2017 FY2018
Number of training participants 45 87 60

Results of Intra-Group Job Postings

FY2016 FY2017 FY2018 Cumulative
Total since
FY2000
Number of recruitment cases 44 46 46 477
Number of employees recruited 149 130 140 1,218
Number of applicants 83 98 115 1,848
Number of employees transferred 12 18 26 369

Career Path Support System

Career Path Support System
FY2017 FY2018
Course conversion system Men 14 9
Women 2 2
Permanent, full-time employee conversion system Men 5 3
Women 11 7

Allowing Diverse Human Resources to Excel (Gender)

Management Approach

Organization-wide InitiativesStepping up: adding the promotion of workstyle reforms to the empowering of women in their careers

The CSR Medium-term Plan launched in fiscal 2017 sets specific targets in line with the Company’s goal of becoming “an organization where women can truly thrive.” As a first step, we launched measures aimed at the hiring and retention of women, as well as initiatives targeting their training as managers. With the goal of moving on to the next step from fiscal 2018, we have designated 2018 as the inaugural year for promoting workstyle reforms throughout Sekisui Chemical Group, and are developing a variety of initiatives in line with three workstyle-reform targets.

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

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

■ Results as of the end of fiscal 2018

Ratio of women to total hires: 29.7%
Number of women in management positions: 160 (Sekisui Chemical non-consolidated: 44; Consolidated Group companies in Japan: 116)
Ratio of women in management positions: 3.2% (Sekisui Chemical non-consolidated)
Ratio of permanent, full-time female employees: 14.8% (Sekisui Chemical non-consolidated)

Recognition of Sexual Minorities, Including LGBT

In its Personnel and human rights policies, Sekisui Chemical Group states that all forms of discrimination are prohibited. The Company’s diversity management policy recognizes that the orientations and strengths of each employee are different, and aims to make the most of these differences though the implementation of initiatives based on a broad definition of diversity, rather than one based solely on gender.

Major Initiatives

Retention and Empowerment of Young Female EmployeesNew Female Hire Assignment Support Seminars

Sekisui Chemical Group up through fiscal 2017 conducted New Female Hire Assignment Support Seminars for those who were charged with the management of new female recruits before and after the new female hires were assigned. The seminars were devised to get new female hires established and thriving at an early stage by increasing awareness from the point of view of those attending the seminars. From fiscal 2018 the focus of the seminars has been expanded to include not only new female hires, but all new personnel targeted for training, with initiatives being developed also at each Sekisui Chemical Group companies.
These efforts have contributed to the enhanced realization by managers regarding the importance of communication that is based on an understanding that different people can hold differing values and enacted in a manner that takes into account each person’s individual characteristics.

Retention and Empowerment of Young Female EmployeesFemale Subordinate Management Seminar

Geared toward those in management positions overseeing female staff members who are up to their fourth year since joining the Company, this training program has provided opportunities to learn about day-to-day guidance and training methods to all relevant personnel participating in the program through fiscal 2017. Beginning in fiscal 2018, the program has been expanded to include managers overseeing not only women, but younger workers in general, and now includes new content alongside diversity management training.
Thanks to this training, there has been an increase in the number of managers focused less on the conventional method of guidance and more on listening to the thoughts of their employees and offering career formation guidance in line with the aspirations of those individuals.

Fostering Women’s Candidacy for Management PositionsCareer Development Program for Women

Targeting women employees who hope to be appointed to management positions and their direct supervisors, the Company is conducting a Career Development Program for Women. This educational program has been put in place with the aim of fostering awareness and gaining the achievements appropriate for management positions. We have been continually conducting this program as essential training across the entire Group since fiscal 2016.
It would appear that attitudes of the female employees themselves are changing, with comments from those participating in the training including, “I’d like to change the organization so that women can participate more in decision making” and “I am no longer worried about becoming a manager.”

Balanced Support for Child Rearing and Nursing CareSupporting Flexible Workstyles in Tune with Life Events

Sekisui Chemical Group introduces a variety of systems designed to enable employees to work flexibly in tune with life events and lifestyles.
In addition to system upgrades that go beyond those stipulated under law, the childcare support system is covered in a guidebook, which summarizes the necessary information to support a flexible workstyle, including from pregnancy to childcare leave, and working mother know-how is posted on the Company intranet. To encourage male employees to participate in childcare, the first five working days of childcare leave are paid, and we are advancing the use of a system for male employees whose children have just been born and their superiors.

Performance Data

Number of Women in Management Positions and Ratio of Women to Total Hires

Number of Women Directors and Managers

FY2017 FY2018
Number of women directors
(Sekisui Chemical Group)
2 2
Number of women in management positions
(Sekisui Chemical Group in Japan)
138 160

Ratio of Women to Total Hiresn (Sekisui Chemical Group in Japan)

  Entered in FY2015 Entered in FY2016 Entered in FY2017 Entered in FY2018
Ratio of women to total hires (%) 26.5 31.3 29.8 29.7

Note: Includes certain affiliates accounted for by the equity method and non-consolidated subsidiaries.

Career Development Program for Women

FY2016 FY2017 FY2018
Number of program attendees Women 90 58 35
Superiors 77 44 31

Main Systems Allowing Various Workstyles and Their Use

(Number of people)
Name of
system
Main content   FY2015 FY2016 FY2017 FY2018
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 two years of age.) Women 18 22 30 32
Men 12 14 20 28
Total 30 36 50 60
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.)
Women 30 30 34 41
Men 0 0 0 2
Total 30 30 34 43
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. Women 3 6 8 9
Men 0 1 6 4
Total 3 7 14 13
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)
Women 1 0 1 0
Men 0 2 3 4
Total 1 2 4 4
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 Women 0 0 0 0
Men 0 1 2 2
Total 0 1 2 2
Family leave Three days of special care leave per year granted until the child or grandchild starts high school. Women 40 43 48 62
Men 73 77 101 146
Total 113 120 149 208
  FY2017 FY2018
Employees whose babies were newborns Women 14 21
Men 101 111
Total 115 132
Employees who took childcare leave Women 11 15
Men 17 25
Total 28 40
Ratio of those who took childcare leave (excludes those who are taking maternity leave) (%) Women 100 100
Men 16.8 22.5
Employees who returned to work after childcare leave Women 12 15
Men 19 27
Total 31 42
Ratio of those who returned to work after childcare leave Women 91.6 100
Men 100 100
Retention rate after one year of those who returned to work after having taken childcare leave (%) Women 100 100
Men 100 94.7

Allowing Diverse Human Resources to Excel (People with Disabilities)

Management Approach

Efforts to Employ People with DisabilitiesPutting in Place an Invigorating and Comfortable Workplace Environment That Is Conducive to the Hiring and Retention of Employees

We believe it important not only to hire people with disabilities, but to create an environment where those with disabilities can easily work. Maintaining an environment in which people with disabilities can work easily at the same time leads to an environment in which all employees find it easy to work. To help maintain that environment, we have been conducting joint brainstorming sessions for people with disabilities that involve the personnel departments of the entire Group since fiscal 2016. We also conduct study sessions with experts in advance for employees in departments where people with disabilities work, and conduct training on aspects of working with people with disabilities.

Major Initiatives

Creating an environment receptive to workers with disabilitiesCreating a comfortable work environment for all and raising awareness among those working with these employees

In the brainstorming sessions on employment of people workers with disabilities that took place in fiscal 2018, we implemented training divided into three segments—employment planning, establishing worker responsibilities, and actual hiring methods—and worked to improve performance of human resource workers throughout the Group.
To accept a wide range of people interested in working together, it is essential to establish close relationships with partner organizations, including employment transfer support. So that more workers with disabilities are introduced to Sekisui Chemical Group as a whole, the Company has been working to build close relationships with these kinds of organizations, including through on-site visits to related locations primarily in the Kanto and Kansai areas.
At Sekisui Chemical we also conduct pre-hiring training so that people with disabilities can play an active part not only at our special provision subsidiary but also at regular workplaces. As a result, we encourage mutual understanding with employees who work with the people with disabilities themselves and work to create environments in which people with disabilities can work for a long time.
In addition, when calculating the employment rate for people with disabilities, we always make sure to confirm and report the existence of a physical disability certificate beforehand.

  • 5-021
  • 5-022
    • A workshop held as part of the employment planning program for people with disabilities
    • General view of people with disabilities working together at their workplace.
Major Initiatives

Employment Ratio of People with Disabilities (Sekisui Chemical)
Note: Including Special Provision Subsidiary (as of March 2018)

  • 5-015
Indicator Calculation method
Employment ratio of people with disabilities (Number of regular workers who have physical or mental disabilities ÷ Number of regular workers) ×100

Brainstorming Sessions on Employment of People with Disabilities

(Number of Participating Companies)
  FY2016 FY2017 FY2018
Action plan seminar for hiring people with disabilities 23 27 14
Workplace improvement and operational review program 42 11
hort-term intensive program on hiring people with disabilities 12

Allowing Diverse Human Resources to Excel (Age)

Management Approach

Retaining and Utilizing Young EmployeesTraining Manager (Brother/Sister) Program

Sekisui Chemical has established a training manager (brother/sister) program aimed at enabling new employees to smoothly adapt to their assigned workplaces and quickly hit the ground running.
The role of training managers goes beyond job-related instruction to play a role in providing guidance on how adult members of society should conduct themselves while following up on new employees’ state of mind. The program also encourages training managers to leverage their experience guiding junior employees to gain a new perspective and thereby grow themselves.

Promote the Active Participation of SeniorsEnhance Initiatives Aimed at Enabling Active Roles for Employees Aged 65

In fiscal 1993, Sekisui Chemical introduced a reemployment system for employees who had reached mandatory retirement age.
Since fiscal 2006 this program has been expanded to Group companies as well. A new program of training for employees aged 57 was introduced as an opportunity to think about their careers after retirement. This was the start of a new effort to enable motivated employees to remain in active employment through age 65. In October 2015, Sekisui Chemical revised its Senior Expert System, a system for reemploying elderly retirees in order to foster greater employee motivation.
We have finished putting in place systems for employees to continue working through to the age of 65 at all Group companies, ensuring that 100% of the employees that elect to do so can remain employed or be reemployed.

Major Initiatives

Career Plan Training by Age (Sekisui Chemical Group)

All employees are called to take it upon themselves to proactively display their distinctive characteristics, learn, and grow in order to realize diversity management.
To this end, faced with their orientation to work and life and distinctive characteristics, the Company is conducting career plan training by age (young employees and employees aged in their 30s, 40s, and 50s) to give employees an opportunity to consider their future careers for themselves. From fiscal 2016, career plan training is being extended to cover all domestic Group employees. We are conducting training to draft career plans.

Performance Data

Number of Elderly Employees Reemployed and Reemployment Rate (Sekisui Chemical)

FY2015 FY2016 FY2017 FY2018
Number of elderly employees reemployed 104 65 21 49
Reemployment rate (%) 82.5 83.3 63.6 76.6
  • Note: The reemployment rate for applicants is 100%.
Indicator Calculation method
Reemployment of elderly employees (Number of reemployed elderly employees ÷ number who have reached mandatory retirement age) × 100
(Number who have reached mandatory retirement age includes those who do not wish to be reemployed)

Career Plan Training by Age

Young
Employees
In Their 30s 40s 50s 57 Total
Number of
Participants
Number of participants in FY2017 107 311 360 535 116 1,429
Number of participants in FY2018 117 321 383 609 315 1,745

Allowing Diverse Human Resources to Excel (Global)

Management Approach

Basic ConceptFostering Personnel Based on Conditions in Each Area

In the Medium-term Management Plan (SHIFT 2019-Fusion-), HR (Human Resources) is listed as one of the basic strategies to achieve a “new phase of growth.” Amid accelerating global business development, it is essential to make active use of diverse human resources supporting each business and to revitalize the organization in order for each company of Sekisui Chemical Group to maintain autonomous growth. To adapt to the different business characteristics, history, management styles, lifestyle habits, as well as the various laws and regulations of each country and region, Sekisui Chemical Group is focusing on training human resources capable of demonstrating their abilities in their respective countries and regions.

  • 5-016
Major Initiatives

Developing Personnel Who Can Succeed on the Global StageFostering Personnel Based on Conditions in Each Area with International Experience to Ensure Sustainable Growth

As our business categories expand, the proportion of foreign sales and overseas personnel are increasing year by year. We believe that to develop as a Group, we need each and every employee of the Group working in various countries across the globe to develop themselves through their work, to learn to create and provide products and services matching the needs of each country.
This way of thinking lies at the base of our efforts to develop training programs for our human resources, programs that are firmly rooted in each area we operate in, enabling every employee to maximize his or her distinctive capabilities at their place of work. In 2017, following the U.S. and Europe, we established regional headquarters in China and several regions of the ASEAN, giving them substantial freedom to decide personnel-related matters. In addition to engagement surveys, training programs, and other initiatives organized on the Group-wide basis irrespective of regional differences, we also develop a wide range of personnel policies based on the specifics of each area including training programs, personnel systems, personnel recruitment systems or recruitment activities.

Integration and Training of Personnel across Regional Boundaries

In fiscal 2017, to reinforce the ties of cooperation across regions regarding human resource development tasks, we held the first Global HR Conference of managers in charge of personnel affairs of various countries, including 28 overseas subsidiaries of the Group. Overcoming language barriers and national differences, the conference actively developed discussion, such as how to help diverse human resources to excel, how to strengthen management base, and how to solve the problems shared by Group companies across the world. In addition to construction of a global HR network, the ideas of the participants are already being reflected in a number of personnel policies that shall pave the way for further growth, including those supporting better understanding of management philosophies of the Group in overseas subsidiaries, increasing educational opportunities across regions, and working on creation of a new infrastructure system.

Hiring Foreign Nationals

Sekisui Chemical Group is actively hiring foreign nationals for the purpose of further globalizing the Group’s businesses. In addition to hiring students who have been studying in Japan, the Company launched overseas recruitment activities in fiscal 2015. In fiscal 2018, the Company carried out the hiring of engineers in India and of personnel for office-based positions in the UK and the Netherlands. We will allow our diverse human resources to excel and accelerate globalization by expanding the area in which we recruit new employees, acquiring the best candidates from around the world, and having them work with a global perspective.

Global Talent Employee SystemDeveloping Personnel to Be Immediately Effective Overseas

The Group has established a Global Talent Employee System dedicated to nurturing of global human resources that can succeed on the global stage, and about 1,700 employees of the Group working in Japan have registered with it. The participants are provided with cultural training programs and professional education necessary for working overseas, and we are currently promoting measures to create opportunities for them to actually go to other countries and gain work experience there.

Global Trainee ProgramProviding Opportunities to Succeed Overseas

The Group offers a Global Trainee Program that enables employees to gain work experience overseas. Employees working in sales, accounting, product development, and some other areas with a certain achievement level are eligible to participate in the program allowing them to apply for posts at the overseas companies affiliated with the Group. In fiscal 2018, we organized our Overseas Engineers Dispatch Program aiming at training engineers with globally competitive high-level expertise as well as Short-term Overseas Dispatch Training Program that teaches the participants to cultivate their own abilities and behavioral patterns that are required to succeed in global business. The Group shall continue expanding the programs allowing more and more employees working in various countries to gain experience in business overseas.

Performance Data

Breakdown of Number of Employees (Sekisui Chemical Group)

(Number of people)
Number of employees 26,486
Breakdown by region
Japan 19,464
The Americas 1,494
Europe 958
Asia/Pacific 4,570

Number of Japanese Global Talent Employees

  • 5-017
  • Indicator Calculation method
    Global talent employees Japanese employees with overseas assignment experience

Number of Participants in the Global Trainee Program

FY2017 FY2018
Number of participants 10 21