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【参・企英・環境】カテゴリタイトル

Sustainability

ページタイトル

Activities and Results

コンテンツ

The Oji Group aims to create innovative values in order to sustainably grow as a global company group. We will continue to establish an environment where diverse personnel can engage in free thought, without being unduly swayed by common practice, and can be able to generate better ideas on an on-going basis, in order to exercise their talents to the fullest. We are making efforts toward diversity promotion with the recognition that diverse values and flexible ways of thinking are necessary for our business.

Promotion of Working Style Reforms

Under the overarching principle that human resources are the source of a corporation's strength, we hold the view that "a better working style forms the basis of personnel management and talent activation," and we strive to improve the "quality of work" by revising traditional styles of working.

Under the scheme of "working style reforms," we are making changes in the way work is performed and reducing total working hours by identifying unnecessary work and eliminating and reducing wasteful processes. We are also reassessing daily work styles through measures that include setting the start and end times of work to match actual work situations, setting the maximum limit for overtime work hours to 60 hours per month, and prohibiting overtime work after 7:00 p.m. Furthermore, we are striving for full compensatory leave for working on holidays, and an 80% utilization ratio for paid leave, in order to instill the habit of deliberately taking days off.

The FY 2015 total working hours in the Oji Group head office region were 1,922 (with an average of 17.7 hours of monthly overtime), which was a 54-hour reduction over the previous fiscal year. Also, the utilization ratio for paid leave was 70.2% (with an average of 13.4 days of paid leave taken). In FY 2016, we are targeting 1,850 total annual working hours and will strive for continued reductions in this number going forward.

Oji Group reductions in total working hours
  FY 2013 FY 2014 (*1) FY 2015
Result 2,050 hrs. 1,976 hrs. 1,922 hrs.

(*1) Working style reforms started in the second half of FY 2014

Oji Group utilization ratio for paid annual leave
  FY 2014 (*1) FY 2015
Result 64.6% 70.2%

(*1) Working style reforms started in the second half of FY 2014

Utilization of a Flexible Work Hour System

In 2002, we adopted a Flexible Work Hour System that allows employees to choose work hours that match actual work situations. Employees can set the start and end times of work within a range from 5:00 a.m. to 10:00 p.m., which encourages flexible work schedules with no fixed "core work hours." This system makes it possible to have volume-based variations in schedules to suit days when there is extra work, days when an employee wants to leave work early, or days when something suddenly arises, such as a doctor's visit or childcare need. A system that allows employees to flexibly regulate their work hours is an essential part of promoting "working style reforms" and improving "work-life management."

Adoption of a working-at-home System

In order to further develop our "working style reforms," we began trial usage of a work-at-home system in December 2015. Currently some 40 employees (9.1% of those eligible within the trial division) are taking advantage of the system. The objective is to help improve employee productivity by allowing them to work in an environment conducive to concentration. This helps strengthen work-life management in that it reduces commuting time and overtime hours, and adds flexibility to when and where an employee can work.

Employees learning about the working system
Employees learning about the working system

Employees using the working system
Employees using the working system

Increasing the quality of work through "working style reforms" contributes to the competitive strength of the Oji Group and leads to better work-life management for employees. Going forward, we will aim to create a work environment in which employees can function even more productively.

Participation of Diverse Talents

We are building an environment where diverse personnel, regardless of gender, nationality, age, etc., can exercise their talents to the fullest.

Promoting the Active Participation of Female Employees

The Oji Group is actively striving to promote participation by female employees in order to effectively respond to increasingly diverse and complex market needs. An environment conducive to active engagement by female personnel helps generate new value and energize the organization. Through working style reforms that make work tasks more efficient and reduce total working hours, and through adopting a human resources system that evaluates employees on results rather than the time spent on their work, we will continue to establish an environment that makes it easier for all employees, not only women, to do their jobs.

The following data show the targets and current ratios of females in management positions, which is our indicator of promoting engagement by female personnel.

Oji Group (38 companies with more than 101 employees)
  2020 target As of March 2016
Oji Group
(38 companies with more than 101 employees)
10% 2.1%
Oji Holdings (standalone) 16% 9.5%

Going forward, we are targeting a higher ratio of females in management positions by giving renewed attention to assignment, training, and employment opportunities for female personnel as we actively strive to employ talented female workers. We will also work on improving the recruitment process as well as expanding the applicable job categories for females.

Status of Oji Holdings' (Standalone) Number of Officers, Management Positions, and Hirees

No. of officers (As of March 2016)
  Directors Corporate Officers Auditors
No. of officers 13 11 5
No. who are female
(ratio)
0
(0%)
0
(0%)
1
(20.0%)
No. of managers (by position) (As of March 2016)
  Total managers (*1) Equivalent of General Manager or above Equivalent of General Manager or above
No. of managers 200 22 178
No. who are female
(ratio)
19
(9.5%)
0
(0%)
19
(10.7%)

(*1) Excluding executive officers

No. of managers and new hirees (as of March of each FY)
  FY 2013 FY 2014 FY 2015
No. of managers 221 223 200
  No. who are female
(ratio)
22
(10.0%)
20
(9.0%)
19
(9.5%)
No. of management 7 8 6
  hires
  No. who are female
(ratio)
0
(0%)
1
(12.5%)
1
(16.7%)
No. of full-time employees and new hirees (new graduates and mid-career hirees) (as of March of each FY)
  FY 2013 FY 2014 FY 2015
No. of full-time employees (*2) 369 393 364
  No. who are female
(ratio)
65
(17.6%)
71
(18.1%)
72
(19.8%)
No. of new hirees 26 26 23
  hires
  No. who are female
(ratio)
8
(30.8%)
4
(15.4%)
8
(34.8%)

(*2) Excluding executive officers

Specific Initiatives

Convening a Diversity Promotion Committee

This committee was established with the objective of "sharing the Oji Group's diversity promotion policies and targets, while supporting and surveying promotion plans at each Group company, and improving the knowledge of committee members." There are 38 committee members from 21 companies, with approximately four gatherings a year, including study sessions. These study sessions involve presentations by outside instructors lecturing on specific themes from diversity management, to working style reforms, male participation in housework and childcare, and supporting a balance between work and nursing care.

The Diversity Promotion Committee
The Diversity Promotion Committee

Hosting a Diversity Forum

With the objective of encouraging the determination of top management regarding diversity promotion, and also to instill a correct understanding of diversity promotion, we held a Diversity Forum on December 5, 2016 for Oji Group leaders and managers. Seminars included Professor Hiroki Sato (Chuo University) speaking on "The Necessity of Diversity Management and the Challenges and Solutions for Japanese Corporations" and Special Associate Professor Sirkku Sakane (Tokyo University of Agriculture and Technology) speaking on "The Possibilities for Having Diverse Working Styles -- Moving Towards Companies Where All Employees Shine." These were in addition to panel discussions with members of each Group company considering ways for all employees to act in order to create innovative value and facilitate the activity of diverse personnel.

Seminar
Seminar

Panel discussion
Panel discussion

Diversity Management Sessions for Employees Who Are at or above the Level of Officer or General Manager

Holding the view that a transformation in the awareness and management conduct of supervisors is particularly important for diversity promotion, we are carrying out diversity management sessions nationwide for officers and General Manager. These sessions involve training that gives the top management of each part of the organization an understanding and appreciation for diversity promotion, boosts management awareness and skills, and allows for the active dissemination of diversity promotion in each division.

Roundtable for Female Employees in Management Positions

Several times a year, we hold round table discussions with female officers and division chiefs inside and outside the company. The objective of participating in the gathering is to have an opportunity to reflect on oneself, think about one's future career, and gain hints for continuing and enhancing one's career.

Roundtable for female employees in management positions
Roundtable for female employees in management positions

Diversity Management Session for Management-level Employees

We hold training sessions for managers with female subordinates in pre-management positions. These sessions are intended to instill an understanding of the necessity of diversity and to enable managers to supervise, foster, and evaluate diverse personnel.

Empowerment Session for Pre-manager Women

We also hold training sessions for female employees that are in pre-management positions. These sessions aim to allow participating employees to clearly form and act on their own career goals.

Follow-up Training

We survey the above-mentioned "Diversity Management Sessions for Management-Level Employees" and " Empowerment Session for Pre-Manager Women" to check how they have affected guidance and development for subordinates, as well as the quality of work and awareness of career formation for female employees on the generalist track. At the same time, we carry out follow-up training for subordinates and the supervisors who are actively implementing initiatives, after which we share and introduce successful cases with the Group.

Career Design Session for Young Female Employees on the Generalist Track For female employees on the generalist track who are in their 20s and in their third year or later since joining the company, we hold training sessions that aim to allow these employees to visualize opportunities for equally emphasizing their careers and female-specific life events, while also being able to act toward achieving their career goals.

A diversity management session for management-level employees
A diversity management session for management-level employees

A career design session for young female employees on the generalist track
A career design session for young female employees on the generalist track

Recruitment and Employment of Personnel for Overseas and Domestic Businesses

As of the end of March 2016, the Oji Group had 33,605 employees, of which 16,760 were overseas employees (an increase of 95 from the previous year), while the ratio of overseas employees stood at 49.9% (an increase 0.4 percentage points from the previous year). This increasing trend is expected to continue, keeping pace with the Oji Group's “Expansion of Overseas Businesses.” On the other hand, the number and the ratio of domestic employees were at 16,845 and 50.1% respectively (a decrease of 158 employees and 0.4 percentage points from the previous year), as a result of the focus on “Concentration/Advancement of Domestic Businesses.” We will continue to aim for higher operational efficiency to attain a leaner workforce. In addition, we will gradually extend the age of retirement to 65 years old, in order to proactively manage our elderly manpower and to prepare for the projected future labor shortage caused by the declining birth rate and ageing population. Going forward, we will strive to restructure our corporate culture and build systems in which diverse personnel can thrive as we implement our basic Group policies for “Expansion of Overseas Businesses” and for “Concentration/Advancement of Domestic Businesses.”

Number of Oji Group Employees by Region (as of March 2016)
Japan Asia S. America Oceania Europe N. America Total
16,845 8,688 5,491 2,014 308 259 33,605

Promotion of the Employment of Persons with Disabilities

Since fiscal 2004, in cooperation with public agencies and NPOs, we have worked to promote the employment of persons with disabilities. In 2007, we established “Oji Clean Mate,” a special subsidiary for the employment of persons with disabilities. Going forward, we will continue to make concerted efforts as a Group to increase work opportunities for persons with disabilities.

Oji Group Employment Rate for Persons with Disabilities (*1)
  FY 2013 FY 2014 FY 2015
Employment rate for persons with disabilities 1.93% 2.03% 1.96%

(*1) Coverage of calculations: Oji Holdings, Oji Nepia, Oji Imaging Media, Oji Paper, Oji Management Office, Oji Clean Mate (companies approved for Group treatment)

Improvements in Work-life Management

We are aiming to improve employees' ability to manage their work-life management by strengthening our accommodation of work schedules requiring flexible work hours and locations, and by offering support systems that let employees emphasize both work and child-care/nursing-care. In the recent years, we have been encouraging our employees, especially male employees, to actively participate in housework and child-care. The target for male employees taking child-care leave or leave for child-care purposes of five consecutive days or more has been set at 100%.

Adopting Various Systems

We are adopting a variety of systems that make it easier for employees handling child-care and nursing-care. Employees are allowed to utilize child-care leave up until the end of March of the fiscal year in which their child turns one year old. Our system of shorter working hours for providing child-care extends to the child's completion of the first grade of elementary school. Employees are allowed to utilize up to one year of nursing-care leave, and this can be divided into as many as 12 installments. Additionally, we have adopted a day care center subsidy system to help employees make an early return to work. We also have expanded the eligible uses of accumulated annual leave, in particular allowing hourly units to be applied to child-care and nursing-care, in order to encourage male employee participation in these activities. Our other efforts include an unpaid leave system in the case of accompanying a spouse's overseas relocation, a return-to-work system for employees obliged to leave work due to childbirth, child-care, nursing-care, etc., and other systems to support the ability of talented personnel to accommodate both work and life events.

Status of Oji Holdings' (Standalone) Average Employee Seniority and Number of Employees Utilizing Child-care Leave

Average employee seniority (as of March 2016) (*1)
Men Women
17.4 yrs 14.7 yrs

(*1) Full-time employees (excluding Executive Officers)

No. of employees utilizing child-care leave (utilization rate) (FY 2015) (*2)
Men Women
0 (0%) 3 (100%)

(*2) Utilization rate = no. of employees utilizing the system ÷ no. of employees eligible to utilize the system

Offering a Network and Sharing Information

We have established an SNS chat system called the OJI☆Child-care Net in order to help employees on child-care leave prepare to come back to work with comfort and peace of mind. The SNS shares company information and hosts a community forum that allows fellow employees on leave to consult with one another. Additionally, we hold seminars for employees returning to work from child-care leave, have gatherings for working mothers, and offer various discussion sessions regarding balancing careers and child-care.

Seminar for employees returning to work from child-care leave
Seminar for employees returning to work from child-care leave

Home page of “OJI☆Child-care Net”
Home page of “OJI☆Child-care Net”

For employees with concerns about future nursing-care obligations, we hold a seminar on “balancing work and providing nursing-care” to offer support in preparing to take care of elderly family members. Furthermore, the Oji Group Health Consultation Office provides 24-hour access by telephone to a source for nursing-care advice.

Seminar on balancing work and providing nursing-care
Seminar on balancing work and providing nursing-care

Same as the left
Same as the left