Employee Engagement
Governance and Management Framework
JSR Group conducts employee engagement surveys under the leadership of the Human Resource Development Department, which is managed by the CHRO. Survey results are fed back to employees through the corresponding company, site, and department head. Furthermore, the Human Resource Development Department relays report of factor analyses of the survey results and corresponding improvement activities at each company, site, and department to the officer in charge.
Basic Approach and Policy
JSR Group believes that improving employee engagement is the key to sustaining its business activities and increasing corporate value. To this end, we strive to measure engagement through regular surveys that allow us to glean input from employees. Based on the results of the surveys, each of our organizations take initiatives accordingly. Furthermore, the Group as a whole is striving to expand systems and measures to improve job satisfaction and make it easier for employees with diverse ideas and backgrounds to flourish.
Metrics and Targets
- 1.JSR Corporation has developed the JSR Action Plan for the Advancement of Women in the Workplace (4th phase: April 1, 2023 - March 31, 2026) based on the Act on the Promotion of Women’s Active Engagement Participation and Advancement in Professional Life.
| Target | By March 31, 2026, achieve a 7% ratio of female managers and, among new graduate career-track hires, a 50% ratio of females in administrative positions and 30% in technical positions |
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| Result | |||||||
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| Metric | Boundary | Unit | FY2020 | FY2021 | FY2022 | FY2023 | FY2024 |
| Ratio of woman hired annually per position (College graduates, engineering positions) |
JSR Corporation | % | 26 | 30 | 17 | 11 | 16 |
| Ratio of woman hired annually per position (College graduates, administrative positions) |
JSR Corporation | % | 55 | 60 | 100 | 40 | 75 |
| Ratio of woman in managerial positions | JSR Corporation | % | 4.2 | 4.7 | 5.8 | 6.3 | 6.9 |
- 2.JSR Corporation have developed the Next Generation Development Action Plan (9th phase: April 1, 2023 - March 31, 2026) based on the Act on Advancement of Measures to Support Raising Next-Generation Children,
| Target | Achieve a percentage of male employees taking childcare leave of 80% and ensure that they take an average of 20 or more days during the ninth phase period; in addition, maintain the acquisition rate of annual paid leave of employees at 80% or higher during the ninth phase period |
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| Result | |||||||
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| Metric | Boundary | Unit | FY2020 | FY2021 | FY2022 | FY2023 | FY2024 |
| Percentage of male employees taking childcare leave | JSR Corporation | % | 50.9 | 72.7 | 81.3 | 89.2 | 85.5 |
| Average number of days of childcare leave taken by male employees | JSR Corporation | Days | 19.6 | 19.2 | 20.7 | 33.7 | 39.5 |
| Percentage of annual paid leave taken | JSR Corporation | % | 81.0 | 87.4 | 87.4 | 91.1 | 84.1 |
Initiatives
1. Employee Engagement Survey
JSR Group conducts employee engagement surveys to visualize engagement conditions and issues in each organization at the company and department levels. Understanding that situations differ from organization to organization, we promptly feed survey results back to the individual organizations and outline priority issues that they should formulate and implement action plans for. We also design and review company-wide measures to reflect trends and issues common to all Group companies, with the JSR Corporation Human Resource Development Department playing a central role.
2. Efforts to make work environments more employee-friendly
JSR Corporation strives to improve the work environment by both developing systems and infrastructure and fostering a healthy corporate culture.
(1) Development of measures and programs
Advancement of women’s activities
We continuously encourage the advancement of women by expanding opportunities, supporting their growth, and improving their environment. Ongoing measures include management support for managers (e.g. understanding of unconscious bias, prevention of microaggressions), dispatch to external training programs such as J-Win and so on, lectures by role models, and interviews with employees and supervisors to identify issues and reflect the findings in measures. Please see the PDF of Programs related to the advancement of women’s activities for details.
Support for different life stages
We have programs and infrastructure in place to help employees achieve balance amid diverse life events, such as childcare, nursing care, and medical treatment. For childcare, we provide maternity leave before and after childbirth, childcare leave around the time of birth, special paid leave for a spouse’s childbirth, childcare leave, and shortened working hours until the end of grade 6, among other offerings. For family and nursing care, we provide family/nursing care leave and extended nursing care leave, respectively. During leave from work, employees who wish to do so may access company information, such as PR magazines posted on the company intranet and details of benefit programs, through a company-loaned PC or a dedicated app. Please see the PDF of Program related to support for different life stages for details.
Career support
We are developing programs and measures that support the expansion of employment opportunities and career continuity in line with each individual employee’s career stage. For those who have taken a leave of absence or resigned, we offer a career resumption program and a leave of absence program for spousal transfers to other countries, allowing them to be reemployed at JSR Corporation. We have also introduced mentoring for younger employees, providing opportunities for discussing concerns through the formation of relationships with senior employees outside their own departments. Please see PDF for other programs and details.
(2) Cultivation of a mindset and culture
JSR Corporation takes steps to deepen understanding of the various programs so that employees can make effective use of them. In our efforts to highlight diverse human resources and work styles, for example, we post interviews with male employees who are balancing work with childcare leave and nursing care/treatment on the company intranet. In addition, through internal training efforts such as stratified training and e-learning, we are working to broaden understanding of the program’s purpose, improve knowledge of expected behavior, and encourage awareness and behavioral change among both labor and management.