Building a Diverse Organizational Structure

Every Effort Is Being Made to Build an Organizational Culture in Which All Employees Are Able to Work Dynamically and Make the Most of Their Unique Characteristics and Talents

Management Approach

Organization-wide InitiativesPromoting the Entrenchment of Diversity Management

Sekisui Chemical’s organizational culture is based on actively taking advantage of each and every employee’s orientation and their distinctive characteristics. To this end, activities are divided into two categories: “promotion” and “implementation.” We launched our “promotion” efforts in fiscal 2015 and moved on to “application” in fiscal 2016. In fiscal 2018, we focused on entrenching diversity management so that we could achieve an organizational culture that makes best use of each person’s orientation and distinctive characteristics by fiscal 2019, the last year in our current CSR Medium-term Plan.

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Diversity Management Promotional StructureWe are Putting in Place a Structure That Promotes Diversity Management Across the Entire Group.

CSR Committee, Human Resources Committee

The CSR Committee deliberates on CSR measures generally. This includes matters relating to diversity management. Chaired by the president, the CSR Committee is comprised of such senior executives as the presidents of division companies as well as employee representatives including female employees and the head of the Labor Union. Matters that require resolution are also reported to the Board of Directors.
In addition to deliberating on Group-wide diversity management issues, the Human Resources Committee puts in place and monitors measures aimed at securing and developing the personnel necessary for diversity management. Chaired by the managing executive officer and head of the Human Resources Department, the Human Resources Committee is comprised of executive officers and the heads of human resources departments selected from each division company. The Human Resources Committee met twice in fiscal 2019, once in September and once in March.

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Human Resource / Promotional Structure (to FY2019)

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Human Resource / Promotional Structure (from FY2020)

  • The name of the CSR Committee was changed to the Sustainability Committee on April 1, 2020.

The Ongoing Project to Develop a Workplace in Which All Employees Can Excel

Separate from the CSR Committee and the Human Resources Committee, the Group in its goal of creating a system that allows diversity promotion strategies to reach each of its employees has established the Project to Develop a Workplace in Which All Employees Can Excel. Sekisui Chemical Group has appointed those responsible for and those in charge of the promotion of this project at each of its 81 domestic bases. Each manager is working to ensure the smooth implementation of diversity management measures at each location.


Awareness and Entrenchment of Diversity Management Policies

In November 2015, Sekisui Chemical Group formulated its Diversity Management Policy following deliberations at meetings of the Board of Directors and Policy Committee. Ongoing communicative efforts from management since 2015 have contributed to an improved understanding regarding Sekisui Chemical Group’s goal of focusing not only on a person’s attributes, such as gender or disability, but rather on making best use of each person’s orientation and defining characteristics.

Distributed the “D-Book”

As a means for promoting diversity management, Sekisui Chemical drafted the “D-Book” in fiscal 2015 and “D-Book 2” in fiscal 2017, both of which have been distributed to all domestic Group employees.Kicking off our diversity management policies, D-Book features an overview of management’s commitment, stance, and details on initiatives.
D-Book 2 showcases initiatives and case studies undertaken since fiscal 2015 and describes work-style reforms that will commence in earnest starting in fiscal 2018.
The Group has used D-Book 2 to further educate employees as part of diversity-related training. Using material from the section covering the discovery of distinctive characteristics and the worksheet, some employees are applying their understanding of diversity to their own lives.

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Conducts Frontier Leader Workshops & Leadership Workshops

Sekisui Chemical conducted top-down-based explanations with the aim of promoting its Diversity Management Policy. To begin, the Company president provided explanations of the meaning behind diversity management promotion through Frontier Leader Workshops targeting 200 senior managers (Frontier Leaders) in December 2015.
Subsequently, we held workshops to raise awareness of the meaning behind diversity management promotion for 1,800 department managers, who in turn conveyed this information to employees at each department.

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Understanding and Awareness of Our Diversity Management Initiatives

With the aim of fostering understanding and awareness of our diversity management initiatives, we created a slogan and logo that puts a face to our Sekisui Chemical Group’s Diversity Management Policy.
After promotion managers and supervisors decided on a logo and slogan “Project to Develop a Workplace in which All Employees Can Excel,” both of these were featured in a poster that was distributed to every workplace for use in deepening the understanding of this initiative.

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  • Slogan:
    Diverse Colors, Diverse Strengths
  • Logo:
    Featuring the capital letter S for Sekisui, the logo features intersecting lines with varying colors and widths to express the coordination of diversity as well as illustrates forward-looking activities that will enable all employees to shine.

Initiatives to Build an Organizational Culture

Implementing Initiatives from Three Perspectives: Organization-wide, Department Managers, All Employees

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Project to Develop a Workplace in Which All Employees Can Excel

The Project to Develop a Workplace in which All Employees Can Excel began in December 2016 as improvement activities implemented at each department.The purpose of the Project to Develop a Workplace in which All Employees Can Excel is to create ideal workplaces where diversity management is realized. Targeting 159 domestic Group organizations, the project involves assigning a promotion manager and supervisor at each department, recognizing that each department has different issues. Improvement activities are carried out spearheaded by these promotion managers and supervisors.
Kicking off project activities in fiscal 2016, we created ideal images for each department along with formulating proposals to analyze the status quo, identify issues, and set improvement plans.
From fiscal 2017, the project focused on the implementation of measures to help solve issues at each department, while efforts were made to identify issues at 152 organizations within the Group. In fiscal 2018 we sought to make the changes achieved through our efforts more visible, and enacted a variety of measures, including those aimed at the building of a system in which activities are based not only on the efforts of the promotion managers and supervisors, but also the organizational representatives and employees.
In fiscal 2019, we relocated the organizations engaged in activities to the Human Resources Department and condensed these into 81 organizations. We launched an information sharing site for the exclusive use of responsible officers while openly disclosing and working to promote the initiatives of each organization. Moreover, we held workshops to utilize the results of the employee awareness survey (engagement survey) conducted during fiscal 2019 so that each location can now analyze and utilize the results, as well as plan measures. As a result, we have seen an increase in the number of initiative themes and the implementation of more feasible themes and are able to produce the results of improvements.

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● How Project to Develop a Workplace in Which All Employees Can Excel Works

Examples of visible changes (comments from employees)

  • By recognizing differences in each person, including understanding whose performance can improve through praise, whose performance can improve through strict guidance, and who can improve their performance on their own, work is now assigned with consideration given to the distinctive attributes of the individual worker.
  • I have noticed a completely new level of growth and clear sense of purpose gained as a result of carefully listening to what a person was saying and deriving what they really meant.
  • We were able to complete work at the regularly scheduled time by shifting factory operations previously accomplished by one man doing overtime work to two women working on a shift schedule. It appears misconceptions about women, including the idea that factory work is a man’s job, have all but disappeared.

Educational Programs on Diversity Management Implementation

In working toward the realization of diversity management, since it is important for department managers, who play a key role, to understand, recognize and utilize the fact that attitudes to work and life and distinctive characteristics differ from one team member to another, we have since 2016 been implementing educational programs on diversity management that are geared toward the managers of all groups and sections from domestic Group companies.
With the goal of acquiring management methods that would allow us to make better use of each employee’s orientation and special characteristics, we focused our efforts through fiscal 2017 on managers understanding and organizing the special characteristics of employees, and learning how to effectively leverage these to produce organizational results. In fiscal 2018, we confirmed through multiple checks the degree to which leaders were using diversity management to make best use of the distinctive characteristics of their employees. In fiscal 2019, along with applying the awareness achieved through these multiple checks in management, we confirmed diversity management using a handbook that formalized the management method PDCA and continued to implement training to bolster the quality of our activities in practice.

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Performance Data

Educational Programs on Diversity Management Implementation

FY2016 FY2017 FY2018 FY2019
Number of participants in programs 1,168 1,723 1,736 1,482

Career Plan Training by Age

FY2016 FY2017 FY2018 FY2019
Number of participants at career plan training 1,276 1,429 1,745 1,759

Project to Develop a Workplace in Which All Employees Can Excel

FY2017 FY2018 FY2019
Number of organizations engaged in activities 159 organizations 178 organizations 81 organizations

Organizations: Organizations linked to management at Sekisui Chemical subsidiary companies in Japan