Home > CSR > Social Issues Attributable to JSR Group's Corporate Activity / Employees Fundamental Philosophy

Third-party Evaluation and Independent Reviews

Social Issues Attributable to JSR Group's Corporate Activity / Employees Fundamental Philosophy

FY :
Fiscal Year means the year starting April 1st.
For example, FY2016 means April 1, 2016 - March 31, 2017

1. Fundamental Human Resource Philosophy

JSR Group drives its organization and personnel forward based upon the following measures:

  • 1. Develop mechanisms and a corporate culture with a healthy balance of 'Freedom' and 'Discipline,' guided by the Course of Action's 4Cs to enable managers and junior staff to grow together, help all employees accurately perceive and solve issues in order to foster a JSR that not only maintains its organizational capacity, but ensures its future growth.
  • 2. Promote the globalization of JSR corporation employees while developing a globalized workforce within JSR Group as well as train and manage the Group's human resources on a global level.
  • 3. Generate synergies which take full advantage of the increasing range of diversity (in terms of nationality, culture, gender, values, etc.) throughout JSR Group's vast human resource pool.

2. Course of Action: 4C

Course of Action: 4C


All employees of JSR Group should share a common global focus and desire to succeed. Employees should feel confident to autonomously take on new challenges, and learn from success while viewing setbacks as opportunities for growth and improvement.


All employees of JSR Group should base their actions on the common fundamental values of JSR Group, strive for organizational transparency, and maintain open, direct communication as the best means of sharing values and achieving common goals.


All employees of JSR Group will work together in the spirit of cooperation, valuing common, corporate goals over internal or departmental barriers. Employees will also be encouraged to actively collaborate with external resources and to not be bound by conventional ideas.


All employees of JSR group will be supported by a work environment that provides opportunities for, and encourages bi-directional communication between managers and subordinates in order for them to develop together as individuals and members of productive, supportive teams.

3. Communicating with Employees

(1) Progressing Corporate Culture

JSR is actively working on reshaping its corporate culture based on the principles of freedom and discipline. By promoting inter-personal communication and encouraging managers to provide their subordinates with more opportunities for independence, the Course of Action's 4Cs "Cultivation" principle works to help managers and subordinates develop together as individuals as well as members of productive, supportive teams. In line with these efforts, JSR is enhancing its On the Job Training (OJT) program by holding OJT preparedness courses and communicating the fundamentals of OJT. JSR is also engaged in group-wide communication initiatives via formal and informal workplace gatherings.
JSR also introduced a biannual employee awards program. The "Nice Support Award" recognizes employees who play a significant role behind the scenes in the smooth performance of the organization. The "Nice Try Award" recognizes those who have contributed to fostering a corporate culture in which all employees are bettering able to take on new challenges without fear of failure.

Employee Contribution Awards

Award First Half of 2016 Second Half of 2016
Nice Support Award 98 100
Nice Try Award 93 98

(2) Employee Awareness Survey

Every three years since FY2004, JSR has conducted group wide surveys on employee awareness and satisfaction in regards to the company, workplace, and work itself. By monitoring these levels, we are able to provide employees with the aggregated survey results, and corporate feedback. We also actively use the survey's results when designing and implementing policies. Starting with FY2010, we added questions to better assess our employees' awareness and comprehension of JSR's Corporate Mission, Diversity, and Work-life Management and are now using the results to promote these initiatives. We conducted the fifth survey in FY2016 and plan the next one for FY2019.

Reshaping the Corporate Culture to Foster Innovation

Looking to generate the innovation that will fuel JSR Group’s sustained competitiveness, we established a "4C-no-Mori" and "Meeting Rooms" as spaces to encourage communication and collaboration among researchers in the main laboratory building of JSR’s Yokkaichi Plant in December 2015. We also partially introduced a "free address” system that does not assign individual researchers to specific seats.
"4C-no-Mori" is named after the "4Cs”* of JSR Group employees’ Course of Action. It was conceptualized as a "forest" (Japanese:mori) that nurtures interaction. It is equipped in-house wireless LAN, allowing it to serve as an ordinary work environment, and also has vending machines for coffee and snacks. The aim is that, by being used as a space for communication and relaxation, it will become a place where spontaneous communication inevitably occurs and where unexpected conversations and information-sharing become commonplace. In FY2016, "4C-no-Mori” was used to hold in-house presentations and seminars as well as yoga lessons and other recreational programs.
"Meeting Rooms" are glass-enclosed area designed to be reminiscent of an ocean. It permits brainstorming in an open atmosphere and encourages the sharing of in-house knowledge by giving visibility to the content of discussions.
We also plan to utilize the free address system and to create work environments that incorporate inventive spaces for interaction in rooms of a new research wing of JSR’s Yokkaichi Plant that is scheduled for completion in FY2017 as well as JSR-Keio University Medical and Chemical Innovation Center (JKiC). Through office makeovers like those mentioned above, we intend to cultivate a culture of exchange that is not bound by inter-departmental barriers and to build environments that foster innovation.

  • Work in 4C no Mori

    Work in “4C-no-Mori”

  • An in-house seminar in 4C no Mori

    An in-house seminar in “4C-no-Mori”

  • Glass-enclosed Meeting Rooms

    Glass-enclosed “Meeting Rooms”

* The "4C" of the Course of Action