- Message from the CEO
- Human Resources Development Policy
- Human Resources Education
- Personnel System
- Initiatives to Improve Engagement
- Diverse working styles
- Welfare
- Data
Message from the CEO
Human resources with diverse values and flexible mindsets play key role in the implementation of actions aligned with our Management Philosophy, Purpose, Long-term Vision and Management Strategies and in our survival as an indispensable company needed by society.
The Oji Group is developing open, comfortable and rewarding workplaces by enhancing its systems and reforming its culture, so that every person working for the Group can work vibrantly regardless of gender, age, disabilities or other attribute.
We will respond to the rapid changes in our business environment by maintaining high ethical standards and a reform-oriented mindset and by continuing to focus on developing human resources with a willingness to take on challenges and invest in human capital. We will implement these initiatives to enhance employee engagement and our corporate value.
Hiroyuki Isono
Representative Director of the Board
President and CEO
Oji Holdings Corporation
Human Resources Development Policy
Human resources strategy (human resources development policy and internal environment improvement policy)
As a global organization, the Oji Group aims to go Beyond the Boundaries, while practicing its management philosophy, Purpose, and management strategies (including its long-term vision) through Growth to Evolution.
To put these policies into practice and continue to exist as a corporation that is sought after and indispensable to the world, we believe that the most important element is people. Understanding the fundamental principle that the source of a company’s strength is its people (human resources), we are working to secure human resources and enable their development in accordance with the Oji Group Human Resource Philosophy.
The Oji Group Human Resource Philosophy requires, first, that each and every employee possess high ethical standards. Additionally, we expect that they understand and practice our management philosophy, Purpose, and management strategies, have an awareness of our transformation and work to achieve it, engage in self-directed training, contribute to the organization’s growth and progress and act with a global awareness.
In enhancing our human resources, our goal is to secure and develop human resources who embody the Oji Group Human Resource Philosophy, whose basic tenets are:
1. Ensuring compliance and safety and protecting the environment
2. Respecting human rights and facilitating inclusion and diversity
3. Utilizing human resources (fair treatment within a meritocracy and improvement of engagement)
These three elements form the foundation of our human resources development and internal environment improvement policies.
With these three foundations firmly in place, we will work to enable our diverse human resources to develop their abilities and careers and to improve work-life management through a change in mindsets (behaviors) of all employees as well as management in which the management-level employees encourage the growth and evolution of their subordinates.
These efforts will enable the Oji Group to secure and develop human resources who embody the Oji Group Human Resource Philosophy by enabling every employee to actively participate in the Group's activities, demonstrate their full potential and innovate leveraging their diverse values and creative ideas. Employees are the source of value creation. Accordingly, all our human resources work to continuously enhance corporate value, practicing our management philosophy, Purpose, and management strategies (including our long-term vision).
Human Resources Education
Human Resources Education for Implementing Management Strategies
To develop human resources in line with the Oji Group Human Resource Philosophy, we are enriching in-house training in accordance with the career stages of employees. In particular, we are actively developing global human resources to fully carry out our management strategies. In FY2023, 22 employees participated in the Global Intensive Program which was conducted over a period of about six months with the aim of expanding the pool of candidates for expatriate positions. In addition, steps were taken to conduct assessment training for 27 future executive candidates in the Southeast Asia area at the Oji Group Fuji Training Center, a base for enabling human resources to interact and develop that is designed to support the development of local human resources at overseas companies.
Digital literacy education: The Group conducted an e-learning program that approximately 7,000 employees of 40 domestic companies in indirect divisions and expatriates participated in. The goals of the program were to provide all employees with the digital literacy (basic knowledge, skills and mindset) necessary for effectively solving management issues, creating new value, and ensuring the company continues to exist, grow and evolve by integrating business activities (from strategy to operations), digital systems, information and data.
Skill Development and Training for Employees
We have established a support system for degree and certification acquisition for our regular employees to actively support and recognize their self-directed continuing education and career development.
- * You can see this table by scrolling horizontally.
| Name of training program | FY2020 | FY2021 | FY2022 | FY2023 | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Number of times the training was conducted | Number of participants | Total training hours | Number of times the training was conducted | Number of participants | Total training hours | Number of times the training was conducted | Number of participants | Training hours | Total training hours | Number of participants | Training hours | Total training hours | |
| 1. Global human resources development1 | |||||||||||||
| Intensive Program | 6 | 16 | 96 | ||||||||||
| (Subtotal) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 6 | 16 | 96 | |
| 2. New employees | |||||||||||||
| Joint group new employee induction training | 1 | 79 | 593 | 3 | 59 | 1,328 | 3 | 62 | 8 | 1,395 | 54 | 23 | 1,215 |
| Oji Management Office new employee training | 18 | 49 | 6,615 | 17 | 49 | 6,248 | 17 | 41 | 8 | 5,228 | 54 | 128 | 6,885 |
| Follow-up training | 1 | 49 | 368 | 1 | 49 | 368 | 1 | 40 | 8 | 300 | 53 | 10 | 504 |
| (Subtotal) | 20 | 177 | 7,576 | 21 | 157 | 7,944 | 21 | 143 | 23 | 6,923 | 161 | 160 | 8,604 |
| 3. Diversity | |||||||||||||
| Diversity management training for new department managers | 2 | 45 | 360 | 2 | 63 | 284 | 2 | 65 | 7 | 423 | 4 | 9 | 34 |
| Diversity management internet training | - | 2,000 | 2,000 | - | 2,479 | 2,479 | - | 2,640 | 1 | 2,640 | 234 | 1 | 234 |
| Career advancement training for career-track employees | 2 | 55 | 385 | 2 | 58 | 406 | 2 | 58 | 10 | 580 | 10 | 8 | 80 |
| Career design training for young career-track employees | 2 | 71 | 497 | 2 | 66 | 462 | 2 | 67 | 7 | 469 | 12 | 8 | 90 |
| Seminar for people returning from childcare leave | 1 | 5 | 15 | - | - | - | 1 | 13 | 3 | 33 | - | - | - |
| Study session on balancing work and nursing care | 2 | 121 | 121 | 2 | 122 | 122 | 2 | 165 | 1 | 165 | - | - | - |
| Mental health seminar (Training hours per person: 23 hours) |
1 | 67 | 1 | 67 | 17 | 1 | 17 | ||||||
| DX training (Cost of training per person: 17,000 yen) |
464 | 4 | 1,856 | ||||||||||
| (Subtotal) | 9 | 2,297 | 3,378 | 8 | 2,788 | 3,753 | 10 | 3,075 | 29 | 4,376 | 741 | 30 | 2,311 |
| Total | 29 | 2,474 | 10,954 | 29 | 2,945 | 11,697 | 31 | 3,218 | 52 | 11,299 | 908 | 206 | 11,011 |
- *1 Not implemented between FY2020-2022 in consideration of the need to implement measures to prevent COVID-19 infections.
Personnel System
To leverage the human resources who are the source of our value creation, we practice our Management Philosophy and Purpose and thoroughly pursue objectives in line with the management strategies (including the long-term vision). Furthermore, we aim to treat employees fairly inside a meritocracy.
- Role-Based Personnel Evaluation System
The Oji Group implements a merit-based personnel system that considers the expectations for the employees’ role and the results achieved, rather than substantially basing decisions on the number of years of service. We appropriately implement this role-based personnel evaluation system and our treatment of each employee is in line with the size of their role and the results they have demonstrated leveraging their abilities.
Evaluations considering the expectations for the employee’s role and the results achieved are conducted twice a year and these evaluations are used to make decisions regarding the handling of transfers, assignments, promotions. demotions, salary increases and decreases and semiannual bonuses.
Compliance and observance of the Code of Conduct are also incorporated into the evaluation of the expectations for the employee’s role. - Discretionary labor system for researchers
The Group offers an environment in which researchers with particularly high levels of expertise can concentrate on their research by giving them the discretion in their work style through the certified researcher system and the creative human resource development system. These systems facilitate innovation by encouraging creative results leveraging diverse values and ideas. Beginning in FY2022, roughly twice the number of employees are eligible for the creative human resource development system than in previous years. - Extended retirement age
Aiming to encourage older employees to play active roles in the company, we raised the retirement age to 65 at major domestic group companies in 2017 so that they can make the most of the knowledge, skills and techniques they have cultivated during their careers and work with enthusiasm. In addition, we introduced a reemployment system for employees who meet certain conditions up to the age of 67 in FY2023.
Initiatives to Improve Engagement
The Oji Group provides its employees with the opportunity to periodically assess their satisfaction with the company by including survey items on topics such as job satisfaction, willingness to continue working, vitality, and pride in multiple surveys of employees.(*1, 2, 3) Survey results are provided as feedback to each workplace and used to improve the working environment.
In fiscal 2023, we introduced a teleworking system in consideration of the results of employee awareness surveys and questionnaires. We also began holding CEO and Oji Holdings executive officer town hall meetings.
- *1 Self-assessment and evaluation
- *2 Compliance awareness survey
- *3 Stress checks
Town hall meetings
We hold town hall meetings (a direct dialogue between management and employees). The goal of this initiative is to enable our management policies, including the Management Philosophy, and our business strategies to become entrenched, while listening to (absorb) the opinions of people working in our workplaces, enabling us to deepen the communication between management and employees, building a consensus on business operations, developing a sense of organizational unity and open workplaces and improving employee engagement.
Open recruitment system within the Group
To facilitate autonomous career development in light of employees’ goals, and to strengthen business, revitalize the organization and improve employee engagement by appropriately assigning and effectively utilizing highly motivated human resources, we have continued to implement an open recruitment system within the Group since FY2022 for regular employees and overseas expatriates of Group companies in Japan.
In FY2023, a total of 17 employees were transferred via the open recruitment system at three Oji Group companies and four divisions directly engaged in Growing Forests, Utilizing Forests and efforts to increase globalization to bring our Purpose and long-term vision to fruition.
Self-assessment and evaluation
This is a system in which employees share their past work experience, thoughts on their current work, goals and challenges, and future life plans with their supervisors and the company through an annual interview.
It aims to facilitate the future recognition, skill development and aptitude-linked placement of each employee.
Compliance awareness survey
The Oji Group conducts a compliance awareness survey of all Oji Group officers and employees in Japan (including part-time, short-term and temporary employees) once every two years.
The purpose of the survey is to monitor the compliance situation and the working environment at each workplace.
The survey results are reported to the Group Management Meeting and fed back to leaders who promote compliance at each Group company.
Stress checks
The Oji Group jointly conducts stress check tests once a year. In fiscal 2022, 106 companies participated in this program. The results are analyzed and then provided as feedback to each workplace through the individual companies, the person in charge of each department and the person in charge of the stress checks, leading to the improvement of the workplace environment.
Diverse working styles
We believe fundamentally that a company’s strength originates from its human resources. To enable each employee to maximize their abilities, the Oji Group stipulates in its Corporate Code of Conduct that we will enhance the skills of all employees and create comfortable work environments while taking into consideration diversity, work styles that respects people’s individuality and health and safety.
Basic Policy
- The maximum prescribed overtime work per month shall be 60 hours.
- Employees shall leave the office by 19:00 on at least 80% of their workdays each year.
- Goal of employees using at least 80% of the annual paid leave they are entitled to.
Goals and Achievements
In the area of facilitating diverse working styles, we are working to reduce overtime and improve long working hours, with the goal of employees working an average of 1850 total hours of work per year (for 26 companies in the Oji Group Head Office area).
The results for FY2023 were 1835.3 hours.
Initiatives
To reliably carry out tasks in line with management strategies, we are working to reduce total working hours and improve operational efficiency by moving forward with the role-based personnel evaluation system and improving productivity, as well as facilitating the use of the flexible working hour systems and encouraging the use of annual leave.
- Flexible working hours for employees with families
- Flextime system (applicable employees can choose their own start and end times with no core hours)
- Work-from-home arrangements
- Full compensatory leave for working on holidays
- Encouragement of the use of annual paid leave, etc.
Welfare
The Oji Group supports the lives of its employees and their families through its diverse benefit package systems.
Company housing and bachelors’ dormitories
We provide bachelors’ dormitories and company housing to people who have difficulty commuting from their own homes and people who are transferred and need to move, so that they are able to take their new posts with peace of mind. Moreover, the company housing in the Tokyo metropolitan area has corporate-sponsored day-care facilities attached to it to help employees balance their careers and childcare.
Asset accumulation
Under our asset accumulation system (general, pension and housing), an amount chosen by the employee is taken from their monthly salaries and bonuses and saved by depositing it with a financial institution that the company has contracted. The housing asset accumulation system provides financial incentives equivalent to 10% of the accumulated savings to employees up to a certain age to encourage them to buy housing.
Employee shareholding association
This is a stable, reliable benefit package system in which the company provides financial incentives to employees according to their monthly contributions while enabling the employees to hold shares of the company’s stock through their monthly contributions. It increases the unity within the company and increases employees’ feeling of participating in the management of the company.
As of September 2024, the Oji Group Employee Stock Holding Association has 5,114 members from 81 domestic Oji Group companies, a participation rate of 26.0%, and 2.075% of the issued shares are held through the program. Non-regular employees also participate in the program.
Defined contribution pension
The major group companies of the Oji Group offer defined contribution pensions that the employees can pay into until they are 65 years old, the new retirement age. This system helps employees accumulate assets to support comfortable living after retirement in line with their individual life plans, as they are able to increase the amount they contribute as they wish.
Refreshment leave
Employees are allowed to take refreshment leave in their 10th, 25th and 30th years of employment to refresh themselves in body and mind and reestablish their mindsets to work harder.
Daycare subsidies
We subsidize part of the cost of daycare when women employees return to work after giving birth to a child to support the continuous progress of their careers.
Leave for employees that relocate due to their spouse’s employment
We have a system that allows employees to take a leave of absence for a certain period of time if an employee’s spouse must move overseas for their employment and the employee wishes to accompany their spouse.
Company cafeteria
The headquarters and many other offices have company cafeterias offering well-balanced meals.
Collective insurance
We offer many different insurance programs with discounted premiums through collective insurance contracts.
Financing system
We have a housing loan system that encourages employees to own their housing and a general loan system that offers financial support for children’s schooling or support for employees handling a disaster or illness.