SocietyLabor Environment

1. Philosophy

We, the JSR Group, specify our responsibilities to employees within our management policies.

  • Evaluation and rewards based on fair standards
  • Continuous opportunities to grow by challenging themselves
  • Acceptance of the diversity of fellow colleagues and to be provided a place where all employees can work together as a team

2. Advancement Structure

We advance initiatives to maintain appropriate labor environments as an activity guideline of the Corporate Ethics Committee.

3. Organization and Personnel

(1) Philosophy

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

  • 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.
  • 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.
  • Generate synergies which take full advantage of the increasing range of diversity (in terms of nationality, culture, gender, values, etc.) throughout the JSR Group's vast human resource pool.

(2) Codes of Conduct

  • We shall ensure the fair treatment of employees, based on each person’s tasks, roles, and level of commitment.
  • We shall respect the diversity of our workforce and make efforts to create a workplace environment that enables every employee to make the best use of their abilities and to find a rewarding sense of satisfaction in their work.
  • We shall respect the human rights and diverse characteristics of all individuals, and shall not discriminate against gender, age, nationality, race, ethnic group, origin, religion, beliefs, social status, physical disability, sexual orientation, or other relevant conditions when determining employment status and/or working conditions.
  • We shall not force religion and/or belief on others.
  • We shall provide a workplace free from sexual harassment and any harassment arising from positions of power. In addition, we will not engage in or make verbal comments with sexual connotations that will make counterparts feel uncomfortable.
  • In the event that a staff member reports the violation or possible violation of the law and/or the Principles of Corporate Ethics to his/her superiors and/or internal/external hotline, we shall fully protect the said staff member’s identity and protect him or her from unfavorable treatment.

(3) Rank System

We have established an ability-based grade system that sets capability grades corresponding to employees’ abilities. Moreover, for employees of higher ranks, we also apply a job rank system that establishes ranks corresponding to given duties (i.e., responsibilities in the organization and performance responsibilities).

(4) Assessment System

We conduct assessments fairly by employing two systems. One is an “ability assessment system” that specifies the specific behavioral characteristics of abilities required for each capability grade in individual occupational categories and then assesses demonstrated abilities based on those standards. The other is an “objective management system” that assesses the degree to which a person has achieved objectives that were determined at the beginning of the fiscal year.

(5) Philosophy concerning Wages and Working Hours

The JSR Group strictly complies with the legally-established minimum wage of each country and region, and provides wages that are based on fair assessments of employees. The JSR Group naturally strives to be legally compliant in terms of working hours. We also endeavor to provide appropriate labor management with the aim of avoiding long working hours and to help employees enjoy a proper work-life balance.

4. Employee Engagement

Improved employee engagement is linked to increased corporate value. In addition to employee awareness surveys that were implemented up to the previous fiscal year, in FY2021, we conducted an employee engagement survey across the entire JSR Group. Based on the FY2021 results, we will clarify issues and implement various measures aimed at improving engagement starting the next fiscal year.

5. Human Resource Development

(1) Human Resource Development Philosophy

We are working on human resource development with the understanding that it is the greatest priority for achieving sustainable, long-term corporate growth. In particular, we are promoting human resource development in order to strengthen our organizational capacity by implementing the Course of Action "The 4Cs" - "Challenge," "Communication," "Collaboration," and "Cultivation" - of our Course of Action at a higher level, and with focus on "skill/know-how" and "awareness/motivation."
Human Resources = Skill and Know-How x Motivation As a key goal, we will also strengthen our employees' international communication abilities.

(2) Mechanisms and Specific Measures Relating to HR Development

  • Continue to implement programs to realize early development of tomorrow’s leaders through the Next Leaders Development Committee
  • Implement OJT and Off-JT training with a greater emphasis on motivation, a critical ingredient for the development of employee skills and knowledge
  • Enhance language and cultural programs in international communication such as intensive language courses in China and abroad
  • Continue and expand training to support the passing on of technological expertise and development of manufacturing skills common to all Group plants
  • Continuation of specialized skill training for young employees
  • Provide training programs with common content between Group companies
  • Offer online training (approaches to continue educational training even during the coronavirus pandemic)

(3) Training Programs

JSR conducts a variety of training programs to raise the skills of its employees.
In FY2020, the total annual training time per JSR employee was 12.4 hours.

This total was calculated by including technology and skill training, stratified training programs, and other training organized by human resources departments. It therefore does not include hours spent in education provided independently by departments or external education. Additionally, it does not include educational hours based on e-Learning.

Training Programs

Making the best use of the training centers we have established near our plants to support the continuing education of our employees, we focus on further refining our strengths in technology and human resources by passing on technical skills at manufacturing sites and expanding employee education programs.

  • Yokkaichi Training Center

    Yokkaichi Training Center

  • Chiba Training Center

    Chiba Training Center

  • Kashima Training Center

    Kashima Training Center

  • Miniature Plant in Yokkaichi Training Center

    Miniature Plant in Yokkaichi Training Center

  • Head Office Training Center (JSR Roppongi Club)

    Head Office Training Center
    (JSR Roppongi Club)

(4) Progressing Corporate Culture

JSR is actively working on reshaping its corporate culture based on the principles of freedom and discipline. Our corporate culture-related activities are comprised of cultivation, on-the-job training (OJT) advancement, and communication improvement. "Cultivation" works to help managers and subordinates develop together as individuals by promoting inter-personal communication and encouraging managers to provide their subordinates with more opportunities for independence. "OJT promotion" aims to spread preparedness to implement OJT and its philosophy among employees through training. And "communication improvement" creates opportunities for regular informal workplace gatherings and Group get-togethers.

(5) Career Development Program (CDP)

We have established the Career Development Program (CDP) in conjunction with other training programs in the development of human resources and the young generation of JSR.
With CDP, recent graduates will work temporarily in different departments for their first few years as part of their development.
We believe that this kind of rotation forms the basis of human resources development. Since first introduced in 1988, we have continued to improve and refine this method of training. Each employee must work in at least three different departments during their first 10 years of employment. This program produces highly capable employees that have excellent efficiency and inter-departmental communication skills due to their understanding and awareness of the relationships between upstream and downstream processes.
CDP Committee members individually interview employees that will enter CDP before forming individual rotation plans at a general CDP meeting. The Human Resources Department runs the CDP Committee, and each Division Director is a committee member.

(6) Employee Awards Program

We use various awards programs to enhance employees’ motivation. Among the awards presented are the President’s Award, Production and Technology Award, Research and Development Award, Environment Distinguished Service Award, special commendations, length-of-service commendations, and “zero accidents” commendations.

6. Flexible Working Style Support Benefits

(1) Flexible Working Style Support Benefits

Child-rearing and nursing care are situations that have significant impacts on life. Because of this, JSR has a variety of systems designed to create an environment that helps employees balance work and caretaking duties. Additionally, JSR distributes a guidebook detailing the various support programs available for balancing work and caretaking (including those within the company and without) to make them known among employees.

We are taking various initiatives to support employees’ diverse working styles. In addition to easing the requirements to qualify for the work-from-home system, this includes changing the system to eliminate uniform time limitations (up to 5 days per month) and allow for flexibility depending on the work or department; starting a by-the-hour annual paid leave system that allows employees to take their annual paid leave in one-hour increments; extending the time employees can work shortened hours for child-rearing and nursing care; and adding more annual paid holidays for young employees (14 days in the first year of employment).

JSR's Flexible Working Style Support Benefits
Life Stage Available Support Description
Prenatal (Fertility treatment, prenatal care etc.) - Shortened working hours During pregnancy, employees may reduce their working hours up to two hours per day. Employees engaged in fertility treatments can reduce their working hours by up to four hours per day, or up to 44 hours per month.
- Work from home Employees can work from home one day per week or five days per month, even in cases not related to child-rearing or nursing care.
Before and after childbirth - Maternity leave (prenatal & postpartum)* Employees can take maternity leave starting six weeks before, and extending eight weeks after childbirth.
- Special paid paternity leave Male employees can take four days of special paid paternity leave anytime from one week prior to two weeks after the birth of their child.
- Extended childcare leave* Employees are able to take an extended leave of absence until their child turns 18 months of age.
- Extended childcare leave counseling Upon request by employees taking extended childcare leave, counseling sessions between the employee and their supervisor are held. In these sessions they discuss and aim to resolve any worries or issues that could hinder a smooth transition back to working life.
Balancing work and childcare - Shortened working hours Employees with non-working spouses can shorten their working hours until the child is three years of age. Additionally, employees with working spouses can reduce their working times until the child is in their sixth year of elementary school.
- Work from home In cases where increased productivity is anticipated, employees can work from home based on a schedule where the work-from-home frequency or period is set individually, subject to approval by the department head.
- Family-care leave Employees can take up to ten days of leave in half-day units per year to provide nursing care for family member's that live in the same household. Uses include, accompanying family members to the hospital, medical examinations, vaccinations etc.
Balancing work and nursing care - Shortened working hours Employees providing nursing-care for family members can reduce their working hours by up to four hours per day, or up to 44 hours per month.
- Work from home In cases where increased productivity is anticipated, employees can work from home based on a schedule where the work-from-home frequency or period is set individually, subject to approval by the department head.
- Family-care leave Employees can take up to ten days of leave in half-day units per year to provide nursing care for family members that live in the same household. Uses include, accompanying family members to the hospital, medical examinations, vaccinations etc.
Can also be taken in one-hour increments.
- Nursing-care leave Employees providing nursing-care for family members can take up to 20 days of leave in half-day units annually.
Can also be taken in one-hour increments.
- Extended nursing-care leave* Employees providing care for family members can take up to 24 months of extended nursing-care leave.
Extended leave can be broken down into as many as three periods for up to two years.

* The table is slidable aside.

* Per employee request, mobile devices with remote access to the company network are provided under these benefits.

JSR also provides a discretionary labor system for employees in R&D, as well as a "no-core" flextime labor system for its non-shift-based employees. Employees who need time off for community service activities can take up to a total of five days paid leave per year as volunteer leave.

JSR and JSR Micro Kyushu are Accredited with the "Kurumin" Next-Generation Mark

In August 2007 and April 2012, JSR received the Next Generation Mark accreditation (nicknamed "Kurumin") issued by the Minister of Health, Labor and Welfare. Kurumin designates enterprises that provide superb parenting support. JSR Micro Kyushu also received the mark in May 2017.

Next Generation Accreditation Mark

Next Generation Accreditation Mark "Kurumin"

(2) JSR Original Support Benefits

In addition to compensation benefits available during paid leave periods via Health and employment insurance, JSR employees are provided with the following original benefits. These benefits aim to aid employees in maintaining a healthy work-life balance.

  • Childbirth Lump-Sum Allowance
    Women enrolled in JSR's health insurance program are eligible to receive a 100,000 yen per child Childbirth Lump-Sum allowance in addition to the government mandated childbirth allowance.
  • Extended Childcare Leave Allowance
    Employees on extended childcare leave are eligible to receive their base salary with an additional 50% bonus for the first five days. This allowance is funded via the JSR Mutual Aid Association.
  • Post Childcare Leave Reinstatement Allowance
    For employees who have returned back to work for a continues six months following maternity leave or extended childcare leave (of at least one month) are eligible to receive an allowance of 200,000 yen per child. This allowance is funded by the JSR Mutual Aid Association for the purpose of recognizing employees past service, and continued dedication.
  • Daycare Allowance
    In households where both parents work, employees are reimbursed half the cost of baby sitter services that are required on working days. Costs are reimbursed via the JSR Mutual Aid Association with an annual limit of 400,000 yen per eligible employee.

7. Employees Healthy Mind and Body

(1) Philosophy for Physical and Mental Health

JSR feels that a healthy mind and body are extremely important for employees and their families to live happy lives. We also feel that they are imperative in the creation of a productive and vibrant workplace. Because of this, we have adopted various measures to help our employees work in good health, both mentally and physically.

(2) Codes of Conduct

We shall strive to maintain and improve safety and hygiene levels for all relevant parties, based on our belief that “safety is of utmost importance to everyone working in manufacturing and the bedrock of business activities.” Additionally, we shall pay sufficient attention to the maintenance of the mental and physical health of ourselves and those we work with.

(3) Health and Fitness: JSR Health Promotion

JSR will advance "JSR Health Promotion" as an activity to support our work-style innovation activities and promote health and fitness among our employees, who are the foundation of organizational activity. We explain the importance of fitness in the company's Top Message. In addition, as part of the framework to advance JSR Health Promotion, the Health Promotion Advancement Council centering on occupational health nurses convenes regularly, and implements monitoring and various measures cross-sectionally across business departments and organizations. The contents of activities conducted by the Health Promotion Advancement Council are shared with the management level, and approaches are made to health promotion of employees.

JSR Health Promotion Advancement Structure

JSR Health Promotion Advancement Structure

(4) Physical Health Assistance

In addition to general physical screening and special examinations as required by law, and lifestyle disease checkups, JSR supports employee's physical health by providing subsidies to employees who receive complete medical screenings, brain scans, and gynecologic cancer examinations. As an infection control measure, JSR also provides a partial subsidy for flu vaccinations. In FY2020, the number of employees who were sick due to influenza was zero, and the number of absences due to influenza was also zero.

Number of Sick Persons/Number of Absences due to Influenza

Number of Sick Persons/Number of Absences due to Influenza

In FY2020, the percentage of persons with abnormalities in their physical screenings was 26.8%, which is lower than the national average. This signifies that our employees are maintaining good health.

In addition to a high-risk approach (individual measures being taken when illnesses occur), the idea of a population approach (overall risk reduction/prevention) was incorporated with regard to health management of employees. We make active approaches to ensuring the health of our employees, by preventing lifestyle-related diseases, ensuring that employees undergo physical screenings and providing follow-up, and preventing passive smoking.

In general, since 2008, the JSR Health Insurance Society has promoted lifestyle disease prevention screenings (diabetes, high blood pressure, and obesity) paired with health guidance and counseling in cooperation with JSR and JSR Group companies to achieve promising results.

Additionally, in addition to providing its own sports facilities as well as memberships in sports clubs through welfare service contracts, each JSR business site hosts sporting events, such as softball games, and bowling tournaments to improve health through physical activity and facilitate communication among employees. These programs have received positive feedback from employees who do not normally have the opportunity to participate in physical activities.

Examples of JSR sports facilities
  • Health management center (exterior) and training room, Yokkaichi Plant

    Health management center (exterior) and training room, Yokkaichi Plant

  • JSR athletic ground next to the Kashima Plant

    JSR athletic ground next to the Kashima Plant

(5) Mental Health Assistance

JSR has taken measures to improve employee mental health since the issue first began drawing attention. JSR takes a four-point approach in providing mental health support, "Check," "Organizational Analysis," "Consultation," and "Training."

Checks and organizational analysis include an employee mental health survey conducted by JSR since FY1998. Starting in FY2015, stress checks have been implemented annually in accordance with the amendment of the Industrial Health and Safety Act in Japan, and the results of such checks are analyzed in units of departments.

Consultation includes the establishment of a program to provide counseling for employees at a location of their choosing. Counseling is conducted through a third-party professional, Human Frontier Counseling. This program has been established at each of the JSR domestic group companies as a part of our mental-health counseling support efforts. In efforts to provide stable and quality mental health counseling, occupational health professionals are present at all of JSR Corporation's offices and plants.

Training includes a variety of mental health care programs, such as self-care and line-care that properly reflects each level of JSR's organizational hierarchy.

(6) Measures Against the COVID-19

As measures against COVID-19, JSR is implementing appropriate prevention measures at the workplace as well as daily health management in alignment with the state of each business site, based on social conditions. We are making approaches toward preventing infection, such as by building a framework where employees check their health status every day, and report and record this online/offline.
JSR has been implementing health exercises by a health fitness programmer from the JSR Health Insurance Society, for health and strength development of employees. With the spread of COVID-19, however, we have started health exercises online starting in FY2020. With a total of 2,959 users, this program helps to solve the issue of lack of exercised caused by working from home and quarantining.

8. JSR Workers' Union

(1) Thinking vis-à-vis Workers' Union Activities

We strive to maintain a relationship with the JSR Workers’ Union whereby we can routinely conduct constructive dialogues through regular labor-management councils, meetings concerning the revision of labor agreements, and other opportunities. We also work with the JSR Workers’ Union to build better workplace environments with attention to union concerns—namely, “wage policy,” “labor environment policy,” “welfare policy,” “leisure time, public relations, and volunteerism policy,” and “organizational policy.”

(2) Codes of Conduct

We will abide by national and international labor codes and respect workers’ right of association and right for collective negotiation in the realm of basic labor rights.

(3) Communication between JSR and the JSR Workers' Union

JSR and the JSR Workers' Union have entered a labor agreement based on workers' union regulations.

The president, directors in charge of individual business segments, and workers’ union representatives have regular discussions with the workers' union to exchange opinions and conduct QA sessions regarding the working environment, business conditions, major company policies, and workers' union activities. The JSR Workers' Union discloses the content of these discussions with union members. Moreover, through frequent labor-management councils at the employee and plant levels, local labor-management councils, and Safety and Health Committee meetings, we endeavor to deepen mutual understanding and trust as well as to maintain and strengthen sound labor relations. In FY2020, we endeavored to create work-friendly environments through repeated discussions concerning methods for administering work-at-home arrangements.

(4) Dialogue between the Workers’ Union and its Members

Union members at each plant represent plant workers' opinions. They also act as a conduit between union leadership and the union members. Workplace discussions and questionnaires are conducted to ensure the ideas and opinions of union members are incorporated into union activities.

(5) JSR Workers’ Union Membership

As of the end of March 2021, the membership rate in the JSR Workers’ Union was 100%, made up of 2,799 non-exempt employees excluding board members, management personnel, etc. As an umbrella organization, the Union is a member of the Japanese Federation of Chemical Workers’ Unions.