1. Philosophy: Recruitment and Promotion of Diverse Human Resources

Incorporated into JSR Group’s Management Policies is the JSR Sustainability Vision for employees, which states, “Respect diversity, equity, and inclusion, and enable all employees to demonstrate their full potential. Evolve to meet employees’ changing needs and maximize employee engagement.”
JSR Group aims to be a resilient organization capable of responding flexibly to various changes in the business environment. To achieve this, we believe it is important to hire and promote a diverse workforce; to respect and recognize each employee’s values, ideas, and viewpoints; to accept and better each other; and to consider and tackle all possibilities.
We are striving to create a corporate culture that values individuality. Specifically, we aim to provide an environment in which each employee can take advantage of various work styles and a full range of systems to demonstrate and manage his or her own abilities to bring results and stronger competitiveness to the organization.

• Work-style Innovation

2. Advancement Structure

JSR established a Diversity Development Office in 2015 as an organization dedicated to the advancement of diversity, equity, and inclusion (hereinafter “DE&I”). The office’s primary focus has been on providing active support for female employees and helping employees balance work with childrearing, nursing care, and other family duties. Its mission is to establish and implement initiatives that enable diversity in the workforce. JSR must address a range of categories that go beyond just gender differences. Examples include promoting participation by foreign nationals and individuals with disabilities, supporting employees who work while also dealing with nursing care or illness, and addressing the generation gap and issues in the lesbian, gay, bisexual, and transgender (LGBT) community. We aim to embrace diversity and utilize individuality.
Beginning in FY2020, we are positioning DE&I as a global JSR Group initiative. One aspect of this is the assignment of a DE&I officer to JSR North America Holdings. As we share this global orientation, we will incorporate the perspectives of each country and organization and tackle DE&I issues that differ from one organization to another.

3. Promotion Measures and Schemes

(1) Promoting the Active Participation and Advancement of Women in the Workforce

As a part of our mid-term business plan, JSR has publicly announced our quantitative targets for the active support of our female employees. We have also developed an action plan to promote and support the lives of working women within JSR, based on and in accordance with the Act on Promotion of Women’s Participation and Advancement in the Workplace (Women’s Act). The Women’s Acts’ third phase is set for April 1, 2020, to March 31, 2022. These targets demonstrate our management’s commitment in achieving understanding and cooperation throughout the organization. We have also publicly announced action plans to nurture and raise the next generation of children. These plans are based the Act on Advancement of Measure to Support Raising Next-Generation Children (Next-Generation Act), which has been in effect since April 2005. The eighth phase of which is set for April 1, 2020, to March 31, 2022. We continue to establish, notify, publicly disclose, raise awareness of, and implement action plans throughout the second phase of the Women’s Act and seventh phase of the Next-Generation Act while executing initiatives in line with both acts.

• Act on Promotion of Women’s Participation and Advancement in the Workplace: Action Plan for Promoting the Active Participation and Advancement of Women in the Workforce (PDF 56KB)
• Act on Advancement of Measures to Support Raising Next-Generation Children: Action Plan for Advancing Measures to Support Raising Next-Generation Children (PDF 40KB)

Active support of Women in the Workforce: Quantitative Targets

* The table is slidable aside.

* Set from the ratio of male and female students.

• ESG Data (PDF 1.2MB)

1) Creation of Systems to Actively Support Women in the Workplace

• Labor Environment

2) Developing Programs that Support Working Women

The following programs are held with special consideration for female employees, and managers, in order to increase female employees’ ownership of their career development at JSR.

• Career Development Seminar for Assistant Manager-Level Female Employees
• Work Communication Seminar: Managers improve their diversity management skills
• Track Transfer Seminar: Employees brainstorm about career possibilities and skill development after changing career tracks within JSR.
• Communication Seminar: Manufacturing employees improve their communication skills.

Other seminars focusing on specific themes are also held as appropriate.

JSR received “Eruboshi” certification as a company making outstanding efforts to promote women’s participation.

On October 28, 2019, JSR earned the “Eruboshi (Stage 2)” designation after being certified by the Minister of Health, Labour and Welfare as a company making outstanding efforts to “promote women’s participation” based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.

(2) Promoting the Active Participation of Employees Providing Nursing Care

Today, Japan has what is called a “super-aging society^*1.” It is reported that about one in four people in Japan aged 75 or older requires nursing care, and the number of employees who are faced with providing such care is expected to increase. JSR offers a variety of support measures that allow employees who provide nursing care to balance that care with their work.

*1 Super-aging society: A society in which the share of the elderly population aged 65 years or older within the total population exceeds 21%.

• Labor Environment
• ESG Data (PDF 1.2MB)

(3) Promoting the Reactivation of Resigned Employees (Career Re-Entry System)

JSR instituted its Career Re-Entry System to enable employees who voluntarily left JSR and the workforce (due to marriage, childbirth, nursing care responsibilities, or the transfer of a spouse, for example) to register for rehire in accordance with company needs and the former employee’s desires.

• ESG Data (PDF 1.2MB)

(4) Activation of Foreign Nationals

Sixty percent of JSR Group’s revenue comes from overseas, and one-third of its employees are not Japanese. We therefore engage in corporate activity that is founded on the leadership of a CEO who is well acquainted with circumstances in Japan and abroad. Moreover, to secure personnel who can succeed on the global stage, we promote the development of workplace environments within which employees of different nationalities, religions, and lifestyles can work together while demonstrating their own unique characteristics.

• ESG Data (PDF 1.2MB)

(5) Employment Opportunities beyond Retirement

In accordance with the Act on Stabilization of Employment of Elderly Persons, JSR has systems in place that enables employees who have reached the mandatory retirement age to stay in the JSR workforce. Prior to retirement, employees complete a survey concerning their desire to continue employment. All of those who wish to continue working are re-employed.

(6) Support for Employees with Disabilities

As of the end of FY2020, JSR’s employment rate of individuals with disabilities was 2.38% (the statutory employment rate is 2.3%). By discussing their strengths, and the details of their disability, we are able to find a work style that best suits each employee’s situation. Although it remains the case that few employees with disabilities work in areas where hazardous materials are handled, such as manufacturing and research laboratories, we are nonetheless working on ways to ensure safety while expanding employment opportunities for people with disabilities.

Employment rate of individuals with disabilities

Scope of aggregation: JSR Corporation