Basis for Fostering Personnel

Management Approach

Basic ConceptImproving Group-wide Human Resources Capabilities

As it strives to empower Group human resources to achieve sustainable growth, Sekisui Chemical Group is advancing a variety of efforts to secure and train human resources.

Medium-term PlanSpecific Targets Set, Various Measures Being Enacted

Under the CSR Medium-term Plan (fiscal 2017 to fiscal2019), through even further advancements for diversity and the promotion of initiatives for work style innovation, we are endeavoring to build an organizational culture in which all employees can work dynamically.

Human Resources

Key Measures Medium-term
Targets
FY2018
Targets
FY2018
Results
FY2018
Self-evaluation
Promote
diversity
  • 1)
    Empower women
  • Secure a ratio of women to total hires of 35%%
  • Number of women in management positions: 200
  • Maintain the ratio of women to total hires at 30–39%
  • Number of women in management positions: 165
  • Secured a ratio of women to total hires of 29.7%
  • Number of women in management positions: 160
  • ×
    ① To promote diversity, we will further promote the creation of a working environment in which women can work comfortably
  • ×
    ② The number of female managers steadily increased due to training for female manager candidates
  • 2)
    Develop global talent employees
Number of participants in the Global Trainee Program: 20 Number of participants in the Global Trainee Program: 15 Number of participants in the Global Trainee Program: 21
  • Target achieved. Positioned and promoted short-term overseas practical training as one of the experiences of working abroad

○・・・Achieved, ×・・・Target not achieved, ─・・・Not applicable

Pledge to Society

Key Measures Medium-term
Targets
FY2018 Targets FY2018 Results FY2018
Self-evaluation
Workplace Environment
  • 1.
    Manage and control prolonged working hours (in excess of 2,000 hours annually)
Reduce the number of subsidiary companies where employees work more than 2,000 hours on an annual basis by 30%
(vs. FY2016)
Reduce the number of subsidiary companies where employees work more than 2,000 hours on an annual basis by 9%
(vs. FY2016)
Reduced the number of subsidiary companies where employees work more than 2,000 hours on an annual basis by 8.5%
(vs. FY2016)
Paid vacation day utilization rate, number of days off increasing. We will continue efforts to reduce total working hours.
  • 2.
    Promote health management management
Raise the number of Group companies certified as an Excellent Enterprise of Health and Productivity Management
White 500 by Japan’s Ministry of Economy, Trade and Industry to 21
Raise the number of Group companies certified as an Excellent Enterprise of Health and Productivity Management
White 500 by Japan’s Ministry of Economy, Trade and Industry to 21*
Raised the number of Group companies certified as an Excellent Enterprise of Health and Productivity Management
White 500 by Japan’s Ministry of Economy, Trade and Industry to 21*
Target achieved. In-house and external health management initiatives and awareness of necessity instilled.

○・・・Achieved, ×・・・Target not achieved, ─・・・Not applicable

  • *
    Includes 13 companies subject to the Act on Promotion of Women’s Participation and Advancement in the Workplace
Major Initiatives

Training Systems to Support Our BusinessesPromoting the Growth of Each Employee

Sekisui Chemical Group is operating a training system with various programs tailor-made to match various career plans with stages differentiated by level and skill. As our business categories are extensive and we employ a divisional company system whereby each department is given substantial authority to make its own decisions, the Group operates its system of development of human resources at the level of each company and subsidiary of the Group, based on the philosophy and programs that serve as the fundament.
At the same time, some programs such as initial training of new employees, level-specific training by qualification grade, career planning training, or business leaders’ training are developed across the Group to promote improvements in power of human resources in the Group as a whole.

Consolidation of Labor ConditionsMeasures to Improve Compensation and Labor Conditions

With the aim of securing and developing personnel throughout Sekisui Chemical Group that goes beyond company and individual Group company frameworks, we will continually work to upgrade various systems and improve labor conditions based on the results of our analysis of labor conditions at domestic Group companies. We also conduct investigations of not only compensation levels but also the working hours, use of paid leave, and flexible work styles- aspects that are linked to reform of the very way we work - with the intent of optimizing conditions across the entire Group.

Labor-management RelationsLabor-management Cooperation and Communication

Sekisui Chemical Group strives to understand and respects the positions of labor unions. We believe that through close communications between labor and management we can resolve our common problems based on a shared objective of advancing the Company. In Japan, in fiscal 2018, there were 15 independent labor unions with 5,349 employees in the All-Sekisui Chemical Labor Union Federation, while Sekisui Chemical Labor Union, which is the core organization in the Federation, had 2,445 members (as the Group employs a union shop system, the membership rate of employees eligible to become union members is 100%).

BenefitsProviding Adequate Benefits Regardless of Gender, and Welfare Benefits to
Non-full-time Employees, Including Health Insurance and Childcare Leave

At Sekisui Chemical, base salaries are the same for each gender, and proper benefits are provided regardless of gender.
Sekisui Chemical also has systems in place that provide welfare benefits to contracted employees, such as contract employees, including healthcare (i.e., health checkups), compensation for disabilities and illnesses that arise at work, and childcare leave. Only indefinite-term employees are eligible to join the Company’s life insurance, defined-benefit retirement plans, and shareholding programs.

Periodic Evaluation of Individual Performance and Career Development

At Sekisui Chemical, we are working to build a system for human resources that enables people to thrive, regardless of age or attributes. Our source of growth is found in those tasks we perform on an everyday basis. Indicating the specific actions an employee needs to take and the abilities needed to execute tasks in order to achieve a sustained level of consistently optimal results, there is the Sekisui Self-accountability & Competency Sheet (SSAC Sheet).
Sekisui Chemical Group bases all of its business activities on its corporate philosophy called the "3S Principles" aiming to achieve satisfaction of its stakeholders. Based on these 3S Principles, the SSAC Sheet lists the roles and responsibilities of our employees in execution of their business duties as well as concrete behavior required by the Group from employees in each course, at each qualification level.
Under the Group's evaluation system, employees are assessed not only by their business results but also by the process that led them to the results and the personal growth they achieved through accomplishment of the tasks (increase of task-execution abilities). The SSAC Sheet serves as a standard for this evaluation.
Superiors and subordinates are provided with regular opportunities to discuss the individual goal setting and assessment. All permanent, full-time employees irrespective of their job description or level are target to this initiative.

Employee Awareness Surveys (Engagement)

Monitoring whether work is fulfilling for its employees, finding aspects that can be improved, and implementing the required measures at each organization, Sekisui Chemical Group conducts employee opinion polls (engagement surveys) of all the workers of the Group once every three years.
The term "engagement" refers to the feeling of individual workers that they are the key players, to the pride and enthusiasm they feel regarding their work, the determination to do one's best and not give up until the results surpass everyone's expectations ≒ willingness to contribute to the organization, sense of fulfillment.
With the employee opinion poll conducted in 2016, we analyzed the state of engagement and factors that improve it. Based on the results of the analysis, we have implemented a variety of diversity and workstyle reform-related measures as the most effective means to improve worker engagement. We also conducted a special opinion poll for interested overseas Group companies in fiscal 2018.

Performance Data

Average Hours per FTE of Training and Development (Sekisui Chemical)

FY2017 FY2018
Average hours per FTE of training and development 9.9 hours 9.4 hours

Note: Educational programs held at Sekisui Chemical’s Human Resources Department at Headquarters

Training Programs Common to Entire Company to Improve Group-wide Human Resources Capabilities

(Number of people)
FY2017 FY2018
New employee induction training 223 251
Training for newly appointed managers 245 210

Number of New-graduate Hires / Ratio of Women among New-Graduate Hires (Sekisui Chemical Group in Japan)

  • 5-018

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

Employee Turnover Rate in First Three Years of Employment (Sekisui Chemical)

Entered in FY2013 Entered in FY2014 Entered in FY2015 Entered in FY2016
Employee turnover rate in first three years of employment (%) 10.7 7.4 8.0 1.8
Indicator Calculation method
Employee turnover rate in first three years of employment (%) Employee turnover rate in first three years of employment for each fiscal year