Allowing Diverse Human Resources to Excel
Promoting the empowerment of women
With regard to promoting the empowerment of women, we are advancing initiatives divided into four stages: enhancement of the employment of women, retention and active participation, promotion to managerial positions, and follow-up training for promotion to post-managerial positions (executive directors).
By, for example, increasing the hiring of women who will play key roles for business career courses and implementing training programs—including hands-on training cycles and career building—for female employees in their first through fourth years of employment, we are working to foster greater awareness while enabling women to take on the challenges of leadership and learning by themselves from an early stage.
Designed for assistant managers prior to their appointment to managerial positions, the Company is conducting a practical Career Development Program (CDP) for Women that produces outcomes on growth issue themes that make the best use of the strength of each and every individual. Also conducting sessions geared toward bosses, through this training we are working to support their promotion to managerial positions and to improve their ability to show leadership to female subordinates. After they have been promoted to managerial positions, we aim to raise awareness of higher-ranking positions at exchange meetings for women in management positions and to systematically develop them by, for example, having them provide their experiences to line managers.
The first female executive officer trained in-house was appointed in 2020, and from April 2021 there were two female executive officers who had been trained in-house. We are endeavoring to foster the next generation, such as by opening an in-house academy.
Women’s CDP training
■Targets for promoting the empowerment of women
Number of women in management positions (targets):
Earned selection as a Semi-Nadeshiko Brand
SEKISUI CHEMICAL had been selected as a Nadeshiko*1 Brand four times, in fiscal years 2016, 2017, 2019 and 2020. In fiscal 2021, however, although we unfortunately no longer meet the Nadeshiko Brand requirements, we were selected as a Semi-Nadeshiko Brand.
- The Nadeshiko Brand: The Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange select listed companies that have had outstanding success in encouraging female empowerment as attractive brands to investors who place importance on medium- to long-term growth in corporate value. The Semi-Nadeshiko Brand is for companies that scored in the top 15% or higher of the overall rankings but were not selected as a Nadeshiko Brand regardless of industry category.
As of October 4, 2021, we acquired second-stage Eruboshi* certification as a company working to encourage the advancement of women.
- Of those companies that have formulated and notified action plans based on the Act on the Promotion of Women’s Participation and Advancement in the Workplace, Eruboshi-certified companies that meet certain criteria for evaluation items related to efforts to promote women’s advancement are certified by the Minister of Health, Labour and Welfare: The five evaluation items that have been formulated are: (1) hiring; (2) retention; (3) working styles, such as working hours, etc.; (4) ratio of managerial positions held by women; and (5) diverse career courses. There are three Eruboshi certification stages, depending on the number of items that meet the standards, and SEKSUI CHEMICAL meets the standards in four items other than (1), and has thus obtained second-stage (two-star) certification.
Communication with the President/Top Management
A meeting, organized by the President’s Office, with the president/top management targeting female employees was attended by 86 participants. Feedback from participants (excerpts from a post-meeting survey)
- The meeting provided an excellent opportunity to hear from management about future prospects and their expectations toward our input.
- It was good to hear firsthand from the president and executive officers.
- I was heartened to learn about the opinions of management on diverse work styles and to hear the voices of women who are working in a variety of ways.
- The meeting gave me an opportunity to once again think about my future career.
- It was a wonderful experience for a broad range of people of all ages, to talk, crossing the boundaries between superiors, subordinates, and executives in general, all from the same female perspective.
Implementation of Open Seminars
We invited lecturers from outside the Company to hold online seminars and lectures for employees on topics related to the empowerment of women.
- Work-style Reforms and Utilization of Diverse Human Resources (held twice for superiors) : 580 participants
- Why Diversity is Necessary for Organizations / Leadership Theory in the D&I Era : 418 participants
- Women’s health seminars (held by the Health Promotion Office, total of three times) For more information, see Efforts to address women's health issues.
A seminar was held for managers in charge of personnel and labor management, including those from subsidiary companies, with people from the LGBTQ+ community acting as instructors and 72 people participated.
First, the managers in charge of personnel and labor management started by learning the correct knowledge and how to respond to members of the LGBTQ+ community. We have initiated training in areas that can be considered familiar. This includes revising the clothing guidelines that were previously limited to women to a content that is not related to gender.
Number of New-graduate Hires / Ratio of Women among New-Graduate Hires (SEKISUI CHEMICAL Group in Japan)
Note:Includes certain affiliates accounted for by the equity method and non-consolidated subsidiaries.
Number of Women in Management Positions and Ratio of Women to Total Hires
Number of Women Directors and Managers
|Audit and Supervisory
(Outside Audit and
|FY2021 Number of Women Directors
|Number of Women Directors
(SEKISUI CHEMICAL Group)*
|Number of Women in
Management Positions (SEKISUI
CHEMICAL Group in Japan)
- Excluding SEKISUI CHEMICAL
Career Development Program for Women
|Ratio of womens (%)||13.1||13.9||15.0||15.9||16.5||16.7|
|Ratio of womens (%)||13.0||13.8||14.8||15.6||16.4||16.7|
|Average years of
|New graduates hired*3||Men Employees||77||90||114||96||83||63|
|Ratio of womens (%)||31.3||30.2||25.5||26.7||34.1||22.2|
|Ratio of women (%)||11.4||7.9||17.0||12.1||8.7||13.6|
|Ratio of employees hired
|Ratio of womens (%)||3.3||3.8||4.2||5.7||6.1||6.0|
(department managers and
|Ratio of womens (%)||1.8||2.2||2.2||2.3||2.4||2.3|
|Managerial positions||Men Employees||1,293||1,301||1,322||1,320||1,321||1,335|
|Ratio of womens (%)||2.6||3.1||3.2||4.1||4.3||4.3|
appointed to managerial
|Ratio of womens (%)||2.1||10.2||4.5||17.1||9.4||5.3|
- Workers with direct employment relationships with the Group (including permanent, full-time employees and non-regular employees as well as workers on loan from the Group to other companies but excluding workers on loan from other companies to the Group)
- Employees with no determined period of employment (including workers on loan from the Group to other companies but excluding workers on loan from other companies to the Group).
- Number of employees, who joined the Group from April to March of the following year (Employees with no determined period of employment)
- Ratio of mid-career hires to all hires.
Age Composition of Permanent, Full-time Employees* in Fiscal 2021 (SEKISUI CHEMICAL)
|30 to 39
|40 to 49
|50 to 59
|60 years old
|Number of permanent
employees, by age
- Employees with no determined period of employment (including workers on loan from the Group to other companies but excluding workers on loan from other companies to the Group)
Employee turnover* rate (Number of people who left employment) (SEKISUI CHEMICAL)
|FY2019||Employee turnover (Number of people who left employment )||63||10||73|
|Employee turnover rate (%)||2.0||1.7||2.0|
|FY2020||Employee turnover (Number of people who left employment)||48||26||74|
|Employee turnover rate (%)||1.6||4.3||2.0|
|FY2021||Employee turnover (Number of people who left employment)||74||20||94|
|Employee turnover rate (%)||2.4||3.2||2.5|
|Employee turnover rate||(Annual employee turnover (number of people who left employment) /Number of employees as of April of the subject year) ×100|
Note:Excluding those who retired after reaching the mandatory retirement age and those who moved to another company of the Group
Note:Employees with no determined period of employment (including workers on loan from the Group to other companies but excluding workers on loan from other companies to the Group)
Employee Turnover Rate within the First Three Years of Employment (SEKISUI CHEMICAL)
|Turnover rate within
the first three years of
|Turnover rate within the first three years of employment (%)||Employee turnover rate within the first three years of employment for each fiscal year|
All consolidated subsidiaries in Japan
|Number of employees||Men Employees||16,136||16,362||16,360||16,062||15,857|
|Ratio of womens (%)||22.6||23.6||23.9||24.1||24.2|
|Number of new graduates hired||Men Employees||486||572||427||483||405|
|Ratio of womens (%)||30.3||30.5||29.2||30.2||27.0|
|Number of managerial positions
|Ratio of womens (%)||3.9||4.3||5.1||5.3||5.5|
|Number of managerial positions
(department managers and
|Ratio of womens (%)||1.4||1.4||1.5||1.8||1.7|
|Number of managerial positions||Men Employees||4,456||4,514||4,519||4,417||4,398|
|Ratio of womens (%)||3.0||3.3||3.9||4.1||4.2|
|Number of management
personnel (frontier leaders)
|Ratio of womens (%)||2.9||2.4||1.9||1.5||1.6|
|Number of employees newly
appointed to managerial
|Ratio of womens (%)||11.9||8.7||13.6||5.5||10.3|