SocietyRealization of Human Capital Management
To Fujikura Kasei, we consider our employees to be our most valuable asset. We actively promote human resource development and diversity initiatives to enhance our ability to address unpredictable and uncertain changes in the external environment. In formulating our human resource development policy, we first assess the current situation, clarify the ideal state, and identify the differences between the two as challenges in human resource development. We then concretely examine our human capital strategy to address these challenges.
Human Resource Development Policy
Based on our “Purpose”̶Creating the future through the power of chemistry and contributing to society with technology and trust̶we aim to develop talent that supports sustainable growth and to foster an environment where employees and the company grow together.
Fujikura Kasei Co., Ltd.
President
Susumu Kurihara
Human capital strategy in the 11th mid-term management plan
To promote our business portfolio strategy, we will clarify our policies on investing in and utilizing human capital, intellectual property, and intangible assets under proper governance.
Overview of our human capital strategy
Priority measures
At our company, we are implementing three priority measures based on our human capital strategy, striving to raise the level of our efforts by coordinating these measures.
Human resource development
We support employee self-development and provide regular training so all employees can maximize their abilities. We also hold supervisor feedback meetings on performance evaluations and meetings with the human resource department as a key initiative in promoting human resource development.
Diversity & inclusion
A large diversity of people work in our company, ranging widely in age, gender, and other specific factors. We respect the basic human rights and individuality of all our employees, and endeavor to eliminate all forms of discrimination to create a workplace environment where they can all work comfortably.
Women’s empowerment
As part of our action plan to promote women’s empowerment, we established a goal to increase the number of female managers and are actively promoting this initiative. We are building systems that align with women’s life stages, and every five years, we provide an empowerment training program for all female employees as an opportunity for them to think about their future careers.
Parental leave program
Employees may take parental leave until the end of April following their child's second birthday. They may also work on a reduced working hour system until the child reaches the third grade in elementary school. In addition to these programs, employees may also use the saved leave system when a child requires nursing care. When utilizing these programs, a three-party meeting is held between the employee, their supervisor, and the human resource department.
Support for taking and returning from parental leave
Three-party meetings are held with both male and female employees taking parental leave, their supervisors, and the human resource development both before and after employees take a leave, to prevent harassment during the leave and confirm job responsibilities.
Saved leave system
This system supports the reemployment of employees who have once resigned due to childcare, nursing care, a spouse's job transfer, self-development, or other personal reasons.
Active engagement of people with disabilities
We provide continuous employment to people with disabilities, giving consideration to their individual needs regarding place of work, working environment, work description, and other such factors.
Active engagement of senior employees
With the rapidly declining birthrate and aging population coupled with a shrinking population, there are growing expectations for the active participation of senior employees. In response to this situation, the Revised Act on Stabilization of Employment of Elderly Persons was put into effect on April 1, 2021, requiring companies to make their best effort to secure the employment of employees up to the age of 70. We are revising our reemployment system to comply with this legal amendment and effectively foster successors while transferring the necessary skills. Additionally, we provide second career training sessions to employees who reach the age of 50, allowing them to discuss post-retirement work plans and succession matters in individual interviews with the human resource department.
Comeback employment system
This system supports the reemployment of employees who have resigned due to parental, nursing care, spousal relocation, self-development, or other personal reasons.
Anti-harassment regulations and workshops
We have established regulations for preventing and eliminating all forms of harassment and addressing harassment incidents should they occur, from the perspective of ensuring a fair workplace environment that is free of discrimination, protecting the interests of our employees, and allowing all employees to miximize their potential.
Employee health management
We are committed to promoting good health among our employees based on the belief that the health and well-being of our employees and their families are directly linked to increasing productivity and enhancing corporate value.
| Employee health checkup rate | 100% |
|---|---|
| Stress check rate | 98.5% |
＜Examples of employee health management＞
- Subsidies for influenza vaccination
- Encouraging employees and their dependents to undergo health checkups and providing specific health guidance
- Executive meetings on the results of the stress check system in each workplace
- Subsidies for comprehensive medical examinations
- Establishment of a telephone hotline for health consultations
- Encouragement of sports (initiatives of the corporate culture and sports group and the health insurance union)
- Vaccination subsidies for employees assigned overseas
- Temporary home visit system for employees assigned overseas (once every six months for single employees, once a year for employees accompanied by their families)
- Health promotion app（health insurance union）
Engagement
Engagement surveys
We constantly strive to improve our workplace environment so our employees can maintain their motivation to work and maximize their abilities. As part of this effort, we carry out an engagement survey regularly. Beginning with last year’s survey, we have placed greater emphasis on disseminating a better understanding of our management philosophy. In fiscal 2024, we plan to implement a training program to enhance workplace engagement, for general manager-level employees.