kuraray


Social Report

Activities at Workplace

Activities at Workplace

Through the Kuraray Group Global Human Resources (HR) Policy, K uraray Group is making efforts to develop its organizational system regarding the promotion of diversity, fos tering of human resources, and fair and just evaluation of performances, as well as establishing a healthy corporate cultu re and creating new employment opportunities, so that each employee can work in a way which leads to personal growth throu gh the fulfillment of his or her duties.

The Kuraray Group Global HR Policy
  1. We will respect the human rights of individuals.
  2. We will abolish discrimination and respect diversity and individuality.
  3. We will carry out our HR activities in full compliance with applicable laws and regulations.
  4. We will create HR systems that uphold equality, fairness and transparency.
  5. We will strive to improve the environment of workplaces.
  6. We will strive to employ personnel who are able to contribute to the development of the Kuraray Group.
  7. We will place the right person in the right job.
  8. We will implement evaluation and benefits systems that are fairly satisfactory.
  9. We will support professional development.
  10. We will strive to promote communication and disclosure information as appropriate.
Sociality Goals and Actual Performance
Theme Goal Event and Result Evaluation and Challenges Fiscal 2017 Plan
Implementing Personnel Policy Allowing Employees to Feel Work is Worth Accomplishing Provisioning of growth opportunities to the Employees
  • Provided the program “Training for Designing One’s Own Career” to employees in various age brackets
  • Increased the number of career advisors from one to two persons
  • Opened a website page for transmission of information on career development
  • Challenges are fixation of this system within the Group and utilization in the activity to promote participation by females as one approach
  • Fixation of “Mechanism to Support Autonomous Career Development”
  • A mentor program to assign mentors to new managerial workers has been continued and briefing sessions for mentor candidates have been held to spread the objective of the program
  • Fixation of this system is a challenge
  • The mentor program is continuously being implemented
  • GTT was undertaken, participated by seven overseas Group companies (Please see page 23).
  • More Group employees and countries from abroad are participating. How to keep and increase the number of participating countries is a challenge
  • Continued implementation of the GTT program
  • In preparation for the introduction of a new globally uniform personnel system (applicable to managerial positions and higher) beginning Fiscal 2017, the new personnel system was put in place. Information on the new system was disseminated and briefing was provided to related persons
  • Smooth start up and subsequent fixation of the system are the challenges
  • Fixation and improvement of the globally uniform personnel system
Promotion of Diversity and Work-Life Balance Promotion of active participation by female employees
  • Workshops were staged for all personnel in the division general manager class
  • Development of a future plan based on the results of implementation in Fiscal 2016 is a challenge
  • Workshops for personnel in the department general manager class will be staged.
  • Training and education programs are planned for the Group female employees to raise their awareness and for other purposes.
Refined working style
  • Newly started a flextime system (To deal with teleconferencing with overseas staff)
  • Implemented Phase 1 of the homeworking system
  • The challenge will be to propose and implement tangible actions to refine working style
  • Expansion of a working system tailored to diverse ways of working
Minimizing unused annual paid vacations
  • Achieved 80% use of annual paid vacation on average (Please see page 24)
  • The challenge will be to further raise the rate of annual paid vacations and to maintain the rate of 80%
  • A study of specific measures to promote acquisition
Reinforcement and Promotion of Schemes for Management of Healthy Mind and Body Continuation and beefing up of mental support measures
  • Line-care training and self-care training was continuously provided
  • Conducted a stress check within the Kuraray Group in Japan.
  • Implemented as planned. Continuous implementation according to the plan is a challenge
  • Training programs continuously provided
  • Stress check to be made
Continuation and beefing up of countermeasures for lifestylerelated diseases
  • Health improvement campaign : Sponsored health improvement events
  • No-smoking campaign : Sponsored no-smoking seminar
  • Continuation of measures is a challenge
  • Continuation of health improvement campaign
  • Implementation of no-smoking campaign
  • *Mentor: An elder employee who started in the Group earlier than a new employee and who is in the same workplace of a new employee or in a similar situation, to act as a mentor and a person to be relied upon for consultation and for support in expanding the human network for a new employee and in other purposes.
Number of Employees As of December 31, 2017
  Total Male Female
Kuraray Group as a whole 8,590 7,119 1,471
Kuraray only 3,386 3,031 355
Employee Turnover Rate FY 2016
  Number of those leaving employment Turnover rate
Personal reasons 36 1.1%
Retirement 68 2.2%

Trends in the Number of Employees

Trends in Number of Employees by Region

Training Program

For the domestic Kuraray Group companies, we have established a companywide training scheme to support acquisition of the knowledge and skills required for jobs and career-building efforts by employees themselves.

The training is open not only to regular employees but also parttime and contract-based ones, as necessary. In addition, Kuraray plants and domestic group companies plan and implement their own training programs and provide their employees with finely tuned support for skill development and career-building. Kuraray also has an incentive system under which it furnishes grants for acquisition of certain public qualifications by employees for their own selfimprovement.

Companywide Training Programs at Kuraray

Global Talent Development Program

Training is provided at each level of the organization to foster personnel who can actively play a part on the global stage to further accelerate global growth of the Kuraray Group.

In Fiscal 2016, group training (executive management training and global team training) for personnel of the division general manager class and section manager class and short-term training for staff personnel were provided among the planned training programs. A total of slightly more than 50 persons from the organizations inside and outside of Japan participated in these training programs.

In Fiscal 2017, training for the classes of department general managers and section managers will be provided with a revised training content.

Global Talent Development Program

A Fair, Impartial, and Transparent HR System

HR System

Kuraray has instituted a personnel system in which elements such as improvement of job execution capabilities, performance, roles, and spirit to challenge demanding targets (as opposed to seniority and personal factors) are reflected in remuneration. Specifically, we instituted a scheme of role ranks for management positions, under which remuneration slides with the role and performance, and one of skill qualifications for ordinary employees, under which remuneration reflects the extent of skills and performance.

In Fiscal 2017, the globally uniform personnel system mainly for the personnel in managerial positions will be introduced to further utilize and activate human resources working within the Kuraray Group.A review of wages, allowances, bonuses and work systems will be continued to further enhance an understanding of the employee treatment system.

Evaluation

Personnel are evaluated based on management by objectives, in which goals for job duties and competence development are set after consultation between superiors and subordinates, and actual performances of individual employees are evaluated. Assessor training is continuously provided also.

Promotion of Diversity

Kuraray aims at enhancing its organizational power by maximizing the capabilities of its diverse human resources. In particular, in Fiscal 2016, workshops for personnel in the division general manager class were staged to create a corporate culture in order to promote more active participation by female employees with a focus on three points - employing more female employees, expanding areas of their responsibility at work and enabling female employees to work longer at their workplaces. Plans for Fiscal 2017 include workshops for personnel in the department general manager class and training for female employees to enhance their career awareness so that career development and household circumstances such as child rearing can be accomplished at the same time.

Scheme for Work-Life Balance

Trends in Total Average Working Hours and Rate of Taking Yearly Paid Vacations (Kuraray)

Employment Systems and Average Working Hours

Kuraray has instituted systems for flexibility in employment. These main systems include discretionary labor systems for adaptation to the nature of individual work, the “de facto working hour” system for out-of office work, and variable working hour system. We also have no-overtime days and are striving to improve the r ate of taking yearly paid vacations.

Leave for Childcare and Nursing Care

Kuraray has a scheme in place to support childcare and nursing care by its employees. In consideration of the timing of admission into a day-care center, employees are allowed to take childcare leave either until the end of April in the year after the child turns one or until the child is one year and six months old, whichever is longer. We recommend male employees to take childcare leave to encourage more fathers to get involved in child rearing.

Number of Employees Taking Leave for Childcare/ Nursing Care (Kuraray)
Fiscal year Childcare Male employees Nursing care
FY 2014 46 7 2
FY 2015 48 18 2
FY 2016 43 27 0
System Allowing Employees to Take Temporary Leave from Duty to Live Abroad with Spouse Assigned to Overseas Post

A system has been established and implemented allowing employees to take a temporary leave from duty to accompany their spouse who is assigned to an overseas post or in a similar circumstance. Those employees who take a temporary leave from duty are allowed to return to their posts in the Kuraray Group when the overseas assignment of their spouse terminates or when a similar circumstance ends.

Employment of People with Disabilities

Rate of Employment of People with Disabilities (Kuraray)

In addition to meeting the statutory employment rate (2.0%),Kuraray is supporting self-sustenance of people with disabilities in cooperation with communities and support groups for people with disabilities.Kuraray has opened workshops for people with intellectual disabilities in cooperation with local welfare facilities.

  • *The statutory employment rate for disabled persons was revised from 1.8% to 2.0% in April 2013.

Scheme for Management of Healthy Mind and Body

Basic Policy for Occupational Health

To provide a workplace environment where it is possible to work in both a physically and mentally safe and healthy manner, we formulated the Kuraray Basic Policy on Occupational Health.

Kuraray Basic Policy on Occupational Health

In keeping with Our Commitment, the Kuraray Group recognizes that ensuring the safety and health of employees and other stakeholders is the basis of a company’s business activity. Kuraray strives to provide a healthy and safe work environment for its employees and engages in health promotion activities.

Mental Health Care Schemes

Kuraray has four care schemes including schemes for self-care and line care in an effort to reduce mental disorders. Kuraray has implemented and is promoting a stress check, training for the prevention of a mental or physical disorder, a consulting system such as counseling, and work attendance system allowing employees on a rehabilitation program to work on a time schedule suiting their rehabilitation programs when they return to their workplaces.

Support for Health Improvement

Enhancement of health awareness of the employees is promoted through personal guidance on health, promotion of health improvement campaigns and other means. “Health Improvement Operation” is carried out companywide urging the employees to voluntarily deal with improvement of their lifestyles. Health checkups featuring checkup items surpassing the checkup items required by laws are provided to find employees who need health improvement.

Topics 2016

1 Mechanism to Support Autonomous 1 Career Development

Beginning Fiscal 2015, the domestic Kuraray group has inaugurated a “mechanism to support autonomous career development, ”aiming at creating organizations in which each employee actively tackles his or her career development and engages with work enthusiastically. As part of this scheme, “Training for Designing One’s Own Career” is undertaken for employees in three age brackets (30s, 40s and 50s). In the two years up to 2016, 196 persons received the training. After receiving the training, the trainees are interviewed by a career advisor and receive support to attain their career goals.

2 The message by Career Advisor

This training scheme aims at fostering individuals by awakening each individual to the following four points. ① To be aware of career independence and be free of orientation to preserve the status quo . ② To have a sense of involvement in career development and to find diverse possibilities based on being like oneself even though unanticipated situations occur. ③ To be active in developing capability, in creating one’s own job and in shaping one’s own place for living. ④ To be able to contribute to the activation and growth of his or her organization in response to expectations of one’s own organization.

More specifically, the following activities are undertaken. ① Support of growth in the future keeping in mind a behavior modification. ② Sorting out of issues and problems in accordance with age, role in job, family composition, circumstances in the organization and other factors. ③ Counseling and support on human relations, enhanced communication skill, intracompany career and life career.

One year after initial counselling, the career advisors follow up whether or not new risks and obstacles exist in realizing career goals. The career advisors also make proposals for creating a corporate culture and organizations that place an emphasis on career independence.

(Career Advisor:Kunihiko Ogawa)

Activities at Workplaces

Kazuhiko Kugawa, Director, Primary Executive Officer

As stated in the Statement from Kuraray’s Top Executive, Kuraray is implementing a variety of measures to “lead a better life.” As one example of these measures, a system has been established and implemented in Japan allowing employees to take a temporary leave from duty to accompany their spouse who is assigned to an overseas post, in order to lower the employee turnover ratio of female employees, in addition to systems that had been implemented. These measures have achieved a certain level of results. Kuraray will aim at creating workplaces in which all employees including female employees can work easier and better, including homeworking and flextime systems. Attuned to the rapid globalization trend of Kuraray’s business, a globally-uniform human resource system will be created within the Group in order to achieve an optimal allocation and effective utilization of human resources.