Basic Concept, Targets, System
In an effort to realize Vision 2030, SEKISUI CHEMICAL Group aims to carry out innovation and creation and expand its contribution to solving social issues, in short to serve as a company in which all employees desire to take on challenges. Under the current Medium-term Management Plan, we have worked diligently to build a new foundation that includes undertaking a shift in our approach to human resources management (role-based Human Resources System, promoting challenges) and revising the Group’s philosophy system into a policy for long-term human resources strategies in March 2023 in response to new issues (human capital, retention, and securing of human resources) and changes in the environment,
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Note:For details of the revised Human Resources Philosophy and Basic Policy on Human Resources, see here
Under the next Medium-term Management Plan, we will work to establish a new structure that will enable the right people to be in the right places by acquiring and systematically selecting and training personnel who are essential to the realization of our Long-term Vision, and by building a workforce that can respond to rapid business growth and change. In addition, we plan to invest heavily in human capital (¥12 billion over the three years of the next Medium-term Management Plan) in areas that include expanding employee careers and improving working conditions.
- 12-03
KPI: Employee Challenge Action Rate
Fiscal 2022: Result of 11% vs. the target of 17%
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Note:For details of the Employee Challenge Action Rate, see here
In order to actualize our human resources strategies, in fiscal 2022 SEKISUI CHEMICAL Group established the Diversity Promotion Committee. This committee serves to oversee and provide advice on the execution of matters involving efforts to ensure diversity among management-related human resources. The participation of Outside Directors with expertise in this area has enabled us to fully promote diversity initiatives. Moreover, clearly defining the division of roles between the supervisory and executive sides has helped to enhance governance.
Under the Sustainability Committee, we established the Human Resources Subcommittee as an executive body chaired by the executive officer and head of the Human Resources Department and comprised of the heads of the human resources departments at each divisional company.
Diversity Promotion Committee
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Chairperson:Haruko Nozaki, Outside Director
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Members:Outside Directors (five), Chairman of the Board and Director, President and Representative Director, Representative Director Senior Managing Executive Officer, Director and Executive Officer and Head of the Human Resources Department
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Secretariat:Human Resources Department
- 12-04
Human Resource / Promotional Structure
| Transforming into an Energized and Engaged Company | Vision Management | Promoting Challenges (KPI: Employee Challenge Action Rate) | Detail |
|---|---|---|---|
| Implementing the Long-term Vision | Detail | ||
| People Management | Deepening Engagement | Detail | |
| Employee Career Development | Detail | ||
| HR (Human Resources) Management | Shift to a role-based management system for human resources | Detail | |
| Training Human Resources | Detail | ||
| Refining the Foundation | Allowing Diverse Human Resources to Excel (Diversity) | Basic Concept of Diversity | Detail |
| Gender (women’s empowerment, LGBT） | Detail | ||
| Seniors | Detail | ||
| Global | Detail | ||
| People with Disabilities | Detail | ||
| Balanced Support (childcare, nursing care) | Detail | ||
| Work Style Reforms | Detail | ||
| Health and Productivity Management | Detail | ||