Diversity, Equity, and Inclusion

1. CEO Message

JSR is committed to ensuring Diversity, Equity and Inclusion throughout our workforce. We recognize the importance of bridging gaps related to gender, culture, and identity.
By truly understanding these dynamics and the factors that drive them, we aim to foster a globally united JSR. Our goal is to create an inclusive environment where every employee can unlock their full potential. It’s essential to emphasize that this endeavor is not just a social responsibility – it's a crucial part of our overall business strategy.

By focusing on DEI, we aim to build a stronger, more sustainable JSR that thrives in a rapidly changing world. We believe that by embracing diversity and providing equitable opportunities, we can create a culture of innovation, attract top talent, and enhance our competitive advantage. Together, we can achieve our business goals while making a positive impact on society and the environment.

Eric Johnson
Representative Director, President and CEO

2. Philosophy

To be a sustainable, resilient company, JSR Group is actively working to create an inclusive culture where diverse human resources mutually trust and accept one another’s presence and views, can demonstrate their individual skills fully, and thereby develop this diversity and inclusion as organizational strengths.
We have added equity to the concept of diversity and inclusion used thus far and are using the expression, diversity, equity, and inclusion (DE&I). This means that individuals work under many different environments and circumstances, and the company coordinates and provides opportunities and resources equitably and fairly, according to the circumstances and needs of each person.

Equality and Equity
Equality and Equity

Equality: Providing everyone with the same resources, regardless of the obstacles they face
Equity: Coordinating and providing resources according to the circumstances of each person

By creating opportunities for employees to proactively take on challenges, develop careers, grow, and play an active role based on DE&I, JSR Group can increase employee engagement, reinforce organizational strengths and competitiveness, and evolve into a resilient organization that can respond flexibly to many different changes in the business environment. We think that will lead to sustainable growth of JSR Group.

Especially in work styles, we are pushing ahead on work-life management by providing systems to support both work and life, work-from-home and other systems, and enhancing infrastructure, and by incorporating diverse workstyles. This will provide management that leads to the manifestation of each person’s capabilities as well as results and stronger competitiveness as an organization.

Work-Life Management

3. Advancement Structure

At JSR Group, the Diversity Promotion Office of JSR and the DE&I personnel of JSR North America Holdings are playing a central role in DE&I efforts under the Chief Sustainability Officer. In 2022, we worked on sharing the different DE&I issues faced depending on the country or organization. We are strengthening global cooperation by engaging in ongoing discussion.

The JSR Diversity Promotion Office was established in 2015 as an organization dedicated to advancing DE&I efforts. Initially, the focus was on the advancement of women and providing support for balancing work and child rearing. Today, the office establishes and implements measures to create an inclusive organization and culture where diverse human resources, regardless of personal attributes, are accepted and can play an active role. This is not limited according to nationality, disability, status of caregiving or dealing with an illness, and includes bridging the generation gap and giving consideration to LGBTQ individuals.

JSR North America Holdings seeks to improve corporate value through organizational growth and value creation. In FY2022, it launched an employee resource group (ERG) called REACH, which connects group companies across corporate boundaries. REACH is an acronym for Representation, Education, Advocacy, Community, Hope. The ERG allows employees who share common values to take the initiative in activities to build a workplace environment where everyone can work authentically and energetically.

For example, the company introduced a self-ID system where employees determine and enter their own identity information, including gender, age, race, gender identity, sexual orientation, pronouns, disabilities, and military experience. It also carried out a self-ID campaign that provides an opportunity for self-expression so that each individual feels accepted and needed as a member of the company. In addition, it has established a forum called EPIC (Every Person Influences Culture) for regular dialogue, where general employees, managers, and executives discuss various subjects, learning from and empathizing with each other as they work to create a working environment that solidly reflects DE&I. Furthermore, volunteers have formed communities for various demographic groups, including women, BIPOC, and LGBTQ, ensuring a safe and secure place for employees to connect with each other.

The various initiatives of REACH have cultivated an inclusive environment where employees with various attributes and diverse backgrounds accept each other and can be themselves. We will continue to carry out activities so that individuals can reach their full potential and convert organizational strengths into the driving force behind innovation.

REACH activities

In addition, JSR and JSR North America Holdings have created internal portal sites to actively disseminate information to familiarize employees with the Group’s DE&I policy, approach, and initiatives so that they can each take ownership of DE&I.
JSR is making efforts to expand the content and increase employee understanding, including posting messages on the portal site from the President where he describes DE&I in his own words.

JSR Portal Site
JSR Portal Site
JSR North America Holdings Portal Site
JSR North America Holdings Portal Site

4. Promoting Active Participation and Advancement of Diverse Human Resources

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

(i) Gender Ratio and Targets Set for 2030

The gender composition of JSR Group globally is 34% female and about 62% male. When the percentage of females is viewed in terms of job position, the percentage of females in officer level positions is 13%, and the percentage of females in managerial positions is 22%. The percentages at the non-consolidated level are low, with females accounting for around 20% of JSR, 5% of officers, and 7% of managerial positions. There is a substantial difference in the gender composition of employees and in the upper ranks at JSR Corporation compared to JSR Group on a global basis.

Gender Ratio in JSR Group as a Whole
Gender Ratio in the JSR Group as a Whole
Gender Ratio in JSR at the Non-Consolidated Level
Gender Ratio in JSR at the Non-Consolidated Level

Note: “Others” includes employees who did not wish to or have not revealed their gender.
When calculating the overall percentages, officers were not included.
The calculation of gender percentages at JSR does not include seconded employees.

At JSR, we believe that promoting DE&I at the management level, which plays a central role in organizational operations, will lead to an improvement in the overall resilience of the company. We have established a target of 10% for the percentage of women in managerial positions to be achieved by 2030 and are focusing on this as a key management issue (materiality). This initiative is one of our efforts to support the success of diverse human resources. However, because women’s advancement is a social issue unique to Japan, JSR has made the percentage of women in managerial positions as a result of ensuring fairness of opportunity a KPI and is working on it accordingly.

* JSR Corporation (non-consolidated), by 2030

(ii) Action Plan and Results for the Act on Promotion of Women’s Participation and Advancement in the Workplace

We developed the JSR Action Plan for the Advancement of Women in the Workplace (Fourth Phase, April 1, 2023 to March 31, 2026) and are implementing initiatives based on the Act on the Promotion of Women's Active Engagement in Professional Life (Women’s Act).

Action Plan for the Advancement of Women in the Workplace
1. Period of Plan April 1, 2023 to March 31, 2026
2. Issues
  1. (1) Low percentage of women in managerial positions
  2. (2) Few women hired for career-track technical positions
3. Quantitative Goals
  1. (1) Achieve a percentage of women in managerial positions of 7% during the Fourth Phase.
  2. (2) Achieve a female recruitment rate for new graduate career-track hires of 50% in administrative positions and 30% in technical positions.
4. Details of Measures
  • Action to raise the female recruitment rate
  • Support for career development
  • Provision of mentoring and counseling

(iii) Trend in Performance

JSR is actively working to hire female employees. We have set targets for the percentage of female new graduates hired since 2010.

Targets and Achievements Regarding Active Support of Women in the Workforce
  Target FY2018 FY2019 FY2020 FY2021 FY2022
Percentage of women hired annually per position College graduates, engineering positions: 30%* 18% 22% 26% 30% 17%
College graduates, administrative positions: 50%* 45% 50% 55% 60% 100%
Percentage of women in managerial positions March 2023: 6% 4.1% 4.3% 4.1% 4.5% 5.6%

* As of April 1 of each fiscal year

* Set from the ratio of male and female students

The current percentage of women in managerial positions at JSR is 6.5% (as of April 1, 2023), up around 1% from the previous year. Over the past few years, there has been an increase in the pool of human resources ready for managerial positions, and the number of women taking the managerial exam has been on the rise. The effects of the measures implemented to date are beginning to show. However, we still face a challenge when it comes to achieving the target set in the KPI for FY2030 (10% of managerial positions held by women), so we need to further accelerate our efforts.

At JSR, we are working to develop working women who play an active role and grow over the long term while striving for self-realization and who can contribute to the growth of the Company.

Measures to Promote Advancement of Women
  Female officers Managerial positions Females in managerial positions Female employees People who have switched to career-track
Training for managerial positions
  • Diversity management seminar (2010 to 2020)
  • Unconscious bias test (2020)
  • Unconscious bias training (2021)
Career development seminar for female managers (2016 to 2019)        
Dispatch to external training (2019 onward)  
Interviews of female employees / managers (2016 onward)      
Interviews of the superiors of female managers (2016 onward)        
Seminar for people who switch to career-track (2010 onward)        
Lectures by outside role models (2022 onward)

* Career counseling is provided as needed

Training for managerial positions

We provide management support training for those in managerial positions to learn the skills to appropriately consider the needs of each female subordinate and empower subordinates. We also provide a seminar for managers to confront their own unconscious biases and encourage them to modify their behavior to avoid microaggression.

Dispatch to external training

We participate in various external training programs, including the Japan Women’s Innovative Network (J-Win), an NPO, the Showa Women’s University Career College training program, and the Women’s Technical Leadership Development Program of the NITech Center for Diversity & Inclusion. We are striving to educate and develop abilities by providing opportunities for mutual refinement of employees as a member of the business community, beyond the boundaries of industry or business model, through such means as supporting networking.

Interviews of female employees

Since FY2016, we have conducted interviews with several dozen female employees a year to ask them about job satisfaction, issues they are experiencing in their work, and what their views of a future career are, among other topics. These interviews include elements of career counseling.

Interviews of the superiors of female managers

Since FY2016, we have interviewed several dozen superiors of female employees each year to ask about the temperament and talents of each female subordinate and confirm plans for development. We also ask about issues in pursuing DE&I. The issues identified through these interviews of female employees and their superiors are analyzed and reported to management, and we adopt approaches that will lead to measures to address the issues.

We also hold seminars on individual themes and provide support as requested, in addition to such initiatives.

Lectures by outside role models

We organize lectures by outside role models as a measure to support employee career development. Lecturers at the forefront of various fields are invited to talk about their work and personal lives as well as their approaches to life to help employees realize things about their own circumstances and learn new values, leading to increased motivation and self-development.

(2) Providing Support and Promoting Advancement of Employees Who are Caring for Children

Since the beginning of the 2000s, JSR has established various systems to support employees in balancing childcare and work. This is not only aimed at achieving a balance between the two. We are also working to create a workplace that makes it easy for people to work, provides job satisfaction, and enables people to work with enthusiasm and contribute, even in workplaces where people adopt diverse workstyles.

In FY2022, we conducted an internal e-learning program again in response to amendments to the Child Care and Family Care Leave Act in April and October 2022. At the same time, we revised our Guidebook for Providing Support to Balance Work with Child Care and Family Care and are working to increase understanding among our employees.

(i) Action Plan and Results for the Act on Advancement of Measures to Support Raising Next-Generation Children

We developed the Next Generation Development Action Plan (Ninth Phase, April 1, 2023 to March 31, 2026) and are implementing initiatives based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

Next Generation Development Action Plan
1. Plan Period April 1, 2023 to March 31, 2026
2. Numerical Objectives
  1. (i) Achieve a paternal leave acquisition rate of 80% and an average number of days of leave acquired of at least 20 during the period of the plan.
  2. (ii) Maintain an annual paid leave acquisition rate of at least 80% during the period of the plan.
3. Details of Measures
  • Raising of awareness of paternal leave and enhancement of content
  • Reiteration of leave system and creation of culture where it is easy to take leave

(ii) Trend in Performance

(3) Providing Support and Promoting Advancement of Employees Who Are Providing Nursing Care

Japan is facing a super-aging society. Going forward, the number of employees who will be faced with the need to provide nursing care is expected to increase. JSR is preparing a variety of support measures that allow employees to balance that care with their work.

In addition to such support measures, we offer an e-learning course on nursing care to all employees. The purpose of this course is to increase their understanding of the systems and services available to them and prepare them before they confront the need to actually provide nursing care. We also educate those in managerial positions on how to respond and support subordinates when they are working and caring for family members. Through such measures, we are working to create a culture where those in managerial positions understand and accept employees experiencing a diverse range of circumstances and where they can experience job satisfaction and continue to work while they themselves face the need to provide nursing care.

Number of People Using Support Systems for Balancing Work and Nursing Care
  FY2018 FY2019 FY2020 FY2021 FY2022
Number of users of shorter working hours system 1 1 2 1 2
Number of users of nursing care leave system 7 11 6 4 7
Number of users of extended nursing care leave system 1 3 0 0 2

(4) Career Support for Young Employees

JSR has provided mentoring to young employees since FY2021. Behind the introduction of this program was a lack of internal communication among young employees who joined the Company during the COVID-19 pandemic and were forced to work from home for an extended period as well as increased awareness of career development among young employees themselves. Mentoring was started as an initiative to support these employees.

Through mentoring, we have been able to 1) provide young employees (mentees) with the opportunity to create a relationship with a senior employee outside of their own division and create a means for them to consult someone about their work and career, or matters outside of work, and 2) provide senior employees who serve as mentors the opportunity to reflect on themselves and experience in supporting the growth of successors. This initiative not only creates personal connections for and assuages the mentee’s concerns about work but has also enabled both the mentor and mentee to experience the benefits of mentoring.

Post-COVID-19, we will continue to recruit applicants and provide support to help employees engage in autonomous career development.

(5) Expanding Hiring of Mid-Career Employees and Promoting Active Contribution

JSR believes that being chosen by human resources who possess a diverse range of knowledge, skills, and ideas and having them contribute actively within the Company will spur innovation and enable JSR to continue to provide value to society. For that reason, we actively hire human resources from a diverse range of backgrounds as mid-career employees.

Number of Mid-Career Employees Hired
  FY2018 FY2019 FY2020 FY2021 FY2022
Male 31 25 22 30 44
Female 11 7 3 5 7
Total 42 32 25 35 51

(6) Promoting the Reactivation of Resigned Employees

JSR established and operates a 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. The number of employees being stationed overseas is also increasing as globalization progress, and the spouse is also a JSR employee and accompanies him/her overseas, in some cases. Because it is easier to use a system that enables re-entry without retirement when the date of return has been set, we established a system of leave for spouses transferring overseas that enables them to take leave for two years.

Number of People Using the Career Re-Entry System / Spouse Overseas Transfer Leave System
  FY2018 FY2019 FY2020 FY2021 FY2022
Career Re-Entry System Number of people registered 5 5 3 1 2
Number of people employed 2 2 2 0 0
Spouse Overseas Transfer Leave System Number of using system - - 0 1 0

* Implemented in FY2020

(7) 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 JSR's 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. We also hold life planning seminars before mandatory retirement to provide information and educate retirees on future life planning and career planning.

Percentage of Employees of Mandatory Retirement Age Who Re-enter the Workforce
  FY2018 FY2019 FY2020 FY2021 FY2022
Number of people re-employed 38 22 24 18 22
Percentage of people re-employed 81% 81% 86% 69% 85%

(8) Promoting Active Contribution of Diverse Foreign Nationals

Sixty percent of JSR Group’s revenue comes from overseas, and around 70% of its employees are affiliated with overseas businesses. Based on this unique characteristic of JSR, we 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 where employees of different nationalities, religions, and lifestyles can work together while demonstrating their own unique characteristics.

JSR Group has long been working to expand hiring and diversify its human resources as part of promoting the globalization of employees by hiring foreign university students and accepting employees from overseas subsidiaries at JSR. We are strengthening the network of human resources departments in Japan and overseas in JSR Group along with our hiring activities. JSR Group will also consider promoting local human resources to management of overseas subsidiaries and promote exchanges between human resources in Japan and overseas.

(9) Providing Support and Promoting Advancement of Employees with Disabilities

The employment rate of individuals with disabilities was 2.47% as of the end of FY2022, exceeding the statutory rate of 2.3%.

Employment Rate of Individuals with Disabilities
Employment Rate of Individuals with Disabilities

When we hire people with disabilities, we discuss their strengths and the details of their disability, and then determine the work location and type of that best suits each employee’s situation.
Although few employees with disabilities work in areas where hazardous materials are handled, such as manufacturing and research laboratories, we are working on ways to ensure safety while expanding employment opportunities for people with disabilities. In September 2021, we also established a farm (in Saitama Prefecture) mainly operated by people with disabilities to give even more people with disabilities the chance to work as a member of the JSR team and join us in building a society where everyone can work with enthusiasm and contribute actively. This farm began with preparing a vacant lot, and staff worked together to install planters. After consulting members of headquarters and local staff, it was named JSR Nanairo (“Seven Colors”) Farm®, and we are telling everyone in the Company about it.

Seeds were planted in December 2021, and the first mesclun greens and radishes were harvested in February 2022. The cultivation skills of the team members working on the farm have gradually increased, and they can now grow a greater variety of vegetables, including komatsuna (mustard greens), garland chrysanthemum, leaf lettuce, spinach, potherb mustard, and cherry tomatoes. When more workers are required, such as at harvest time, employees who work at headquarters join in the harvesting, washing, and shipment work. The harvested vegetables are shipped directly to the JSR Yokkaichi Plant and served at the cafeteria. The employees appreciate the fresh, organic vegetables, and this brings a sense of joy and accomplishment to the team members who work on the farm.

JSR Nanairo Farm
JSR Nanairo Farm®
Employees from headquarters helping with shipment
Employees from headquarters helping with shipment
First menu items provided in the plant cafeteria
Menu items provided in the plant cafeteria
Internal poster explaining the farm
Internal poster explaining the farm
Message of appreciation to the local staff
Message of appreciation to the local staff

(10) Support and Promoting Understanding of LGBTQ Individuals

JSR aims to build a workplace in which all people can be accepted for who they are without pretense and work with enthusiasm in their own way. LGBTQ is no exception to this philosophy, and we do not tolerate any exclusive treatment or discriminatory words or behavior.

Along with providing the option of “other” in addition to “male” and “female” in the gender section of the entry form for new employees, we provide an e-learning course for employees and pursue initiatives to think about our vision of diversity. JSR has also endorsed the Business for Marriage Equality campaign to advocate for legalizing same-sex marriages. We want to do our part as one company to advocate for gender equality in society as a whole. While we are still only halfway there at present, we will focus on this more in the future.

JSR was Recognized as the “Best Workplace,” the Highest Rank in D&I AWARD 2022

JSR was recognized as the “Best Workplace”* in D&I AWARD 2022 (December 12, 2022, sponsored by JobRainbow), which recognizes companies in Japan that work on diversity and inclusion.

There are many perspectives and issues to think about in order to achieve diversity, equity, and inclusion. This award evaluates companies from the five perspectives of Gender, Childcare/Nursing Care, Disabilities, Coexistence of Diverse Cultures, and LGBT. In FY2021, JSR was recognized as “Advanced,” which is the second highest rank. In FY2022, we were able to secure the highest rank of “Best Workplace.” While we are seeing the effects of our measures and initiatives, we also realize that we continue to have room for improvement from the three perspectives of Coexistence of Diverse Cultures, Disabilities, and LGBT when it comes to work styles, community building, and providing education. We recognize that it is time to go beyond surface-level attributes like gender, which are easily identifiable, and accelerate initiatives focused on the deeper layers of diversity. This includes the diverse attributes, unique characteristics, values, and experience that each person brings. In the future, JSR will make an even greater effort to pursue initiatives aimed at utilizing the unique characteristics of each individual, rather than just accepting the many types of diversity in human resources.

*”Best Workplace” rank: This is one of the rankings given in the D&I AWARD. It signifies that a company is a trailblazer in the realm of D&I, championing the cause not just within Japan but also on a global stage. This ranking underscores the company’s commitment to nurturing a corporate culture of D&I and the active engagement of each employee in advancing D&I. Furthermore, it means that the principles of D&I permeate every facet of the company, from its services to its business operations and corporate organization, extending the impact beyond the company itself.

D&I AWARD 2022 logo