With Employees

1. Efforts to Reinforce Management of Human Capital

1. Building a Strategic Human Resources Portfolio that Maximizes the Value of Human Capital

In line with The DIC Way, which represents its fundamental management policy, DIC in Japan works with regional headquarters overseeing operations in Greater China, the Asia–Pacific region, and the Americas, Europe and Africa to promote the effective management of human resources. The DIC Vision 2030 long-term management plan, announced in February 2022, recognizes human resources as capital that is crucial to the execution of management strategies, identifies three strategic priorities for building a strategic human resources portfolio that maximizes the value of human capital and calls for the building of a personnel management platform that underpins these priorities.

The DIC Group is promoting the swift implementation of measures in line with these strategic priorities, which are to foster human resources, ensure mobility (hiring, retention and succession), and improve engagement and organizational cohesiveness, seeing this as essential to building a human resources portfolio that will ensure the Group achieves the goals of DIC Vision 2030. The Group is also working to build a new personnel management platform by advancing initiatives to reinforce its human capital from the perspectives of framework creation, risk management and corporate culture/work style reform.

DIC Vision 2030: Three Strategic Priorities and a Personnel Management Platform

2. WSR 2020

In fiscal year 2022, Work Style Revolution (WSR) 2020, which was launched two years earlier as a limited-time project to develop new work styles with the aim of boosting employee job satisfaction and productivity, was transformed into an all executive–led committee in which all employees will participate. In addition to seeking to resolve existing issues, the rapid advance of digitalization, together with the advent of COVID-19 and projections for the post-pandemic “new normal,” highlighted a need to revamp work styles to ensure job satisfaction and productivity in a continuously evolving environment, a task to which all executives have committed themselves. In fiscal year 2023, measures to reinforce management human capital were also taken up, in line with DIC Vision 2030, as well as themes such as changes in corporate culture and related issues, with the goal of strengthening the win–win relationship between DIC and employees.

WSR 2020 Committee Reforms and Targets

3. Basic Personnel Statistics (DIC)

2. Three Priority Strategies

1. Foster Human Resources

①Global-Based Talent Management

One of the basic strategies outlined in the DIC Vision 2030 long-term management plan is to establish a more robust global management configuration. Guided by this strategy, the DIC Group is striving to identify diverse, capable human resources around the world to nurture as future management candidates. The Group’s regional headquarters, which oversee operations in Japan (corporate headquarters), the Americas and Europe, Greater China and the Asia–Pacific region, are working together to launch a variety of global talent management initiatives. Beginning in fiscal year 2022, regional headquarters’ personnel departments are working to share and integrate their respective human resources information and training know-how, among others.

②Configuration for Fostering Human Resources

The DIC Group has formulated four basic policies for fostering human resources, based on which it has developed training programs that ensure employees maintain a high level of competence and the ability to respond flexibly to dramatic changes in business conditions while continuously creating new value.

Four Basic Policies for Fostering Human Resources

Training Programs for Human Resources

Leadership Training

DIC chooses talented employees with the aim of systematically cultivating the leaders of the future and dispatches them to a variety of external institutions providing training in diverse areas, including liberal arts. In fiscal year 2022, the Company began offering Prospective Leader Development Program, the target of which was expanded to include employees in their late 30s, one component of which is “global leader skills” training, which, as its name implies, is designed to impart the knowledge and skills critical to management.

Career Building

DIC extends support for career building that allows individual employees to design their own careers and provides an arena for them to continuously expand and polish their skills. In fiscal year 2021, the Company introduced a seniorlevel career training course for employees reaching the age of 50. In fiscal year 2022, DIC added a new junior-level career training course for employees when they reach 28 and a mid-level career training course for employees between the ages of 38 and 42. The Company also provides “self-career dock” training on a periodic basis.

Reskilling to Maximize Human Resources

DIC views reskilling as a crucial component of its basic strategy of reinforcing its management human capital strategy. Rather than a conventional, narrowly focused program, the Company promotes reskilling in a broad range of areas. As a part of this effort, in fiscal year 2021 DIC began offering subscription-based online programs such as GLOBIS Unlimited and Udemy Business, which allow employees to freely choose the courses they need from a wide selection. With the goal of enhancing digital literacy, in fiscal year 2022 DIC introduced Schoo for Business, an online course that enables employees to easily acquire wideranging IT-related and digital expertise, such as data-driven and value creation.

2. Ensure Mobility

Realizing business portfolio transformation, a basic strategy of DIC Vision 2030, necessitates diversifying the DIC Group’s human resources portfolio and managing it effectively and in accordance with business needs. DIC recognizes that this requires creating a human resources system that ensures mobility within the Group, enabling employees to fully exercise their abilities beyond national, regional and departmental boundaries. To this end, the Company has identified three key courses of action: Actively recruit individuals from different industries and people with digital capabilities, support autonomous career building and promote succession planning.

①Actively Recruit Individuals from Different Industries and People with Digital Capabilities

To accelerate the diversification of its human resources portfolio, DIC is stepping up efforts to recruit experienced individuals, primarily from different industries. In fiscal year 2022, the percentage of new recruits that were experienced midcareer hires exceeded 60%. (Calculation: Experienced mid-career hires / (New graduates + Experienced mid-career hires)). The Company is also intensifying efforts to hire people with digital capabilities to secure the human resources necessary to spearhead the DIC Group’s digital transformation. Of note, in addition to seeking experienced mid-career individuals who it expects will be able to hit the ground running, in fiscal year 2024 DIC will adopt recruitment by job category for new graduates, underscoring its medium- to long-term perspective toward growing and raising the overall level of its human resources portfolio.

②Support for Autonomous Career Building

In fiscal year 2019, DIC launched an in-house recruitment system dubbed “Job Challenge.” With the increased mobility of human resources in the labor market as a whole, the Company saw the need for a system that gives employees the opportunity to seek jobs that suit them in-house, supporting their desire to forge the career they desire while at the same time optimizing the allocation of human resources across the DIC Group. In the four years since, approximately 50 individuals have taken advantage of this system. In fiscal year 2023, DIC plans to introduce a new system called “Job Challenge+ (Plus),” which will enable employees to attempt a job in another department on a temporary basis while continuing to serve in their current capacity.

③Promote Succession Planning

DIC promotes succession planning from the perspective of ensuring business continuity and fostering human resources. In fiscal year 2022, the Company held the first global human resources management meeting, a new forum for human resources and other departments to share information on human resources and related issues, with an important agenda item being succession planning for key positions. Looking ahead, such information will be reflected in efforts to foster human resources.

3. Improve Engagement and Organizational Cohesiveness

①Conduct Surveys to Assess Engagement

As a WSR 2020 initiative aimed at improving job satisfaction, DIC began conducting periodic employee awareness surveys of DIC Group employees in Japan in fiscal year 2021. The findings of this survey are used not only to assess engagement with employees but also to identify issues to be addressed by the WSR 2020 Committee and Group human resources departments and to evaluate the results of initiatives already implemented. The findings of the fiscal year 2022 survey were slightly more positive than in fiscal year 2021, the first time the survey was conducted. DIC will continue working to improve employee engagement through various WSR 2020 Committee initiatives.

②Promote Communication and Use Empathy and Trust to Cultivate Solidarity

Robust communication is essential to increasing employee engagement. One issue highlighted by the fiscal year 2021 employee awareness survey was a lack of communication between superiors and subordinates. In response, in fiscal year 2022 DIC introduced a system of one-on-one meetings beginning with the goal of promoting communications between these two key groups. In addition to the concrete efforts necessary to establish this system, the Company developed a management communications training program for employees at that level, as well as training for all employees in how to conduct one-on-one meetings for subordinates as a prerequisite to higher office. A questionnaire used by the Company in December 2022 to gauge the actual status of one-on-one meetings revealed that 67% of companies implemented meetings at least once every two months and that 76% of subordinates were satisfied with the meetings.

VOICE

This is what I learned as a participant in the second round of the Next Global Human Resources Development Program.

Ever since I joined DIC, I have felt a need for English in my work and wanted to do something about my poor English skills, but before I realized it 20 years had passed! When I was given the opportunity to participate in the second round of the Next Global Human Resources Development Program, I saw it as my last chance to study English seriously. About 80% of the 11-month program was conducted in English, so it was tough going and I spent a lot of time feeling puzzled and stressed, but under the guidance of the program’s knowledgeable, experienced and passionate instructors I not only improved my English, but also acquired key skills necessary to function in a global business environment. I found the three global communication skills assessment sessions particularly useful as they helped strengthen my English-language presentation, negotiating and communication skills. I’m proud to say that I was definitely among the most enthusiastic and studious participants! The benefits of the Next Global Human Resources Development Program were not limited to improved skills. The extremely challenging nature of training encouraged participants to commiserate. As a result, we all got to know colleagues from other departments, creating a network of program participants that will surely be a valuable asset going forward. I will continue to build on what I learned in this program, as well as to polish my English so that I am ready when the opportunity to work overseas arises.

General Manager, Performance Material CS Group, Performance Material Products Group
Kengo Sakamoto

Taking part in this program expanded my horizons and reinforced m VOICE y professional drive.

As a participant in the Overseas Trainee Program, I spent fiscal year 2017 at DIC (Guangzhou). While I had been to the PRC numerous times on business, taking up a post there gave me a better understanding of how Chinese people think, as well as an appreciation of historical and cultural context, which has enabled me to communicate on a deeper level in business situations. One thing I did while I was in Guangzhou was to plan a variety of cross-department recreational activities involving both local staff and staff from Japan. This activity helped me build strong professional and personal relationships with my colleagues, as a result of which I really enjoyed working together. On my days off, I also participated in get-togethers organized to help Japanese expats in Guangzhou get to know each other. There are a lot of us in the area under similar circumstances and I found the opportunity to socialize with compatriots in various businesses, industries and positions—people I would likely never have met if we were all in Japan—extremely valuable, and it encouraged me to reflect again on myself and on the Company I represent. I really believe in the value of the Overseas Trainee Program as an initiative that expands one’s horizons. I hope that many employees are able to take advantage of this challenging and rewarding opportunity in the years ahead.

High Performance Chemicals Sales Department 1, Polymers Product Division
Keisuke Saji

Diversity: What I learned in India

As a participant in the Overseas Trainee Program, I spent a year working at DIC India Ltd. At first I was taken aback by the many differences between India and Japan, including the relentless 40ºC-plus temperatures every day and the crazy traffic conditions, with six cars abreast across three lanes! Perhaps the biggest hurdles I faced on the work front were how fast Indian people speak English and the basically top-down approach. It was also difficult to get local employees—who have different assumptions when it comes to the work environment—to understand the thinking behind a Japanese-style human resources system. No matter how many times I explained the system, my colleagues would dismiss it as "not up to global standards." Roadblocks such as this were understandably frustrating. I eventually realized that the only way to promote understanding of each other was through discussion, and so I started working to improve my ability to function in English, build trust and learn to argue logically. I also tried to become more tenacious, recognizing this as crucial to earning assent because Indian people love to debate! I still have a ways to go, but after a year here I feel that I have improved in all of these areas. My experience here has also taught me that respecting diversity means not judging business practices and customs as "good" or "bad," but rather having the ability to accept differences and fill in any gaps. It is also the ability to talk to people and bring them around to your point of view on issues you simply cannot concede. I also learned anew that the old adage "no man is an island" really is true. Given the top-down approach in India, the help of your superior is essential to getting things done. Today, my colleagues and I are working as a team with the goal of identifying efficient ways to work. I really believe in the value of DIC’s Overseas Trainee Program as an initiative that will expand the horizons of young employees and contribute to the further globalization of the DIC Group. Looking ahead, I hope that many employees are able to take advantage of this challenging opportunity.

In charge of Global HR Planning, General Affairs and HR Department
Yuto Fujisawa

3. Framework Creation: Personnel System, Global Human Resources System and Work Style Reform

1. Promote Personnel System Reforms to Facilitate Autonomous, Multitrack Career Building

In January 2022, DIC revised its personnel system for both management-level and regular employees with the aim of enhancing organizational capabilities to support qualitative reforms in existing core businesses and the successful commercialization of new businesses. In revising these systems, the Company identified key policies by improving added value and productivity, encouraging a performance- and challenge-oriented focus, and supporting career building, in line with which it dramatically revamped its qualification-based remuneration and evaluation systems. Going forward, DIC will continue working to ensure these systems function effectively as a framework for all employees to work toward achieving the goals of DIC Vision 2030.

①Qualification-Based Remuneration System: Encouraging Autonomous Career Building and Maximizing Performance

● Job- and Performance-Oriented Qualification-Based Remuneration System

To ensure employees clearly understand DIC’s mission and are able to fully realize their potential, the Company defined rank- and jobspecific roles, necessary abilities, and performance expectations for management-level and regular employees. At the same time, DIC revised its qualification-based remuneration system, making it more joboriented, disclosing the roles and abilities expected of higher-ranking employees to make it possible for individual employees to map out their own career prospects. The new system also places greater emphasis on performance, making it possible to reward employees who have achieved significant results at an earlier stage of their career than ever before regardless of their job or academic history.

● Multitrack Career Building

In fiscal year 2022, DIC introduced a system for fostering specialists, that is, employees with highly specialized or unique capabilities, to accompany its existing system which seeks to cultivate generalists, as part of the revision of its qualification-based remuneration system, to facilitate multitrack career building. As well, the Company created a scheme that divides management-level employees, depending on their particular role/ job, into either people managers or professionals, facilitating promotion in accordance with individual strengths and aptitudes.

②Evaluation Systems: Inspiring Employees to Achieve Results and Take on Challenges

● Revision of Systems to Enhance the Performance- Oriented Nature of Evaluations

To further advance its emphasis on performance and evaluate the challenges taken on by employees, DIC partially revised its approach to setting targets and completing evaluation sheets, creating a mechanism to facilitate a more quantitative assessment of performance, and reviewed conduct and process assessment procedures to encourage autonomous action. This will make it possible to evaluate the cumulative achievements of employees who have acted autonomously to address complex challenges in a manner that contributes to the achievement of long-term management objectives.

● Personnel Evaluation System as a Tool for Encouraging Employees to Take On Challenges

To further encourage employees to take on challenges, DIC recently introduced a mechanism whereby points are added to the evaluation of employees who have taken bold steps that have yielded results over the medium to long term, thereby further encouraging them to seek challenges and drive innovation.

● Evaluation System as a Tool for Career Building

DIC recently adopted a career goal sheet for regular employees to plan and track their own career development. Using these sheets allows individuals to take stock of their own careers at present and envision where they want to be in the future by setting goals for one year and three years ahead. This enables employees to design their own careers and set appropriate goals with the assumption that their superiors will comment on career goal sheets and incorporate them into one-on-one meetings to assist them in building fulfilling careers. Career goal sheets are also used in personnel exchanges and other cross-departmental initiatives.

● Fair and Impartial Evaluations

Individuals responsible for evaluating performance hold meetings with regular employees to ensure the integrity of evaluations and increase the visibility of standards used to identify talented human resources. In addition to promoting the fair and impartial administration of the evaluation process in each department and division, these evaluator meetings will be used to support key aspects of career building, including job rotations and training.

2. Create a Global Human Resources System and a Standardized Group Framework

With the rapid expansion of its global operations, DIC recognizes that securing and fostering human resources around the world and ensuring the right people are in the right places across the DIC Group are essential to bolstering the value of the Group’s human capital and effectively carrying out its management strategies, and has thus sought to integrate global human resources management. To this end, the Company has promoted the adoption of harmonized personnel systems and management approaches. In January 2018, DIC and DIC Graphics unified qualification standards for their approximately 1,300 management-level—i.e., manager and above—employees, replacing traditional ability-based standards with role-based standards. As a consequence, consistent duty- and role-based standards are now used for the majority of such employees in Japan, the Americas and Europe, the PRC and the Asia–Pacific region. In contrast, with a few exceptions that manage Group human resources, human resources systems have not been integrated. Addressing this issue—which DIC sees as critical to the achievement of global human resources management— will require considerable effort going forward. With the growth of ESG investment, DIC is also increasingly expected to provide accurate disclosure regarding human capital, as a key component of the nonfinancial information investors demand. This further underscores the importance of centralizing the management of human resources information within the Group. Looking ahead, DIC will continue working to build a global human resources system and achieve a standardized Group framework.

3. Step Up Work Style Reforms to Enhance Job Satisfaction and Productivity

①Implement Reforms to Improve Job Satisfaction

The WSR 2020 Committee is an all executive–led committee in which all employees will participate. The committee is charged with creating workplaces that embody The DIC Way by encouraging enthusiasm about taking on various challenges, evaluating performance fairly and recognizing personal value. To this end, the committee’s Job Satisfaction Improvement Reform Working Group is spearheading the implementation of a variety measures from five perspectives, namely, “diversity,” “inner branding,” “communication,” “career support” and “sense of belonging.”

②Increase Productivity through Workplace Reforms

In January 2018, DIC launched the DIC Telework System, which is available to all employees regardless of workplace. With the emergence of COVID-19, use of the system became more widespread. A significant number of employees continue to use telework as they navigate the reality of the virus as a permanent part of life.

Seeing the expanded use of telework as an ideal opportunity for work style reform, the Company also began promoting a plan to improve productivity and job satisfaction for employees opting to use the system as a WSR 2020 Committee initiative. After two years of planning and deliberation, new work spaces for departments that are part of the Company’s business groups—the first phase of the plan— opened at corporate headquarters in February 2023. These work spaces are designed to optimize a hybrid of remote and on-site work and leverage the advantages of both. The concept behind these new work spaces is Activity-Based Work (ABW), a work style emphasizing autonomy that has garnered considerable attention in recent years. ABW allows employees to choose the location, setting and support function that best suits the nature of the particular task in which they are engaged from a variety of options. Accordingly, the work spaces are divided into zones equipped for different types of activities. Other notable features are enhanced communication capabilities, which help address one of the main challenges of telework, and an open plan design.

DIC has since embarked on the second phase of the plan, which focuses on revamping work spaces used by administrative departments. The Company aims to complete this phase in fiscal year 2023.

4. DIC’s Approach to Diversity

Advance Efforts to Realize DEI&B 

Viewing diversity, equity, inclusion and belonging (DEI&B) as intertwined concepts, DIC is committed to creating workplaces that respect the individuality of each and every employee (diversity), providing equal opportunities and prospects to all employees demonstrating enthusiasm (equity) and enabling all employees to exercise their capabilities and play an active role (inclusion). The Company believes that achieving these three goals will help employees feel a sense of being accepted and valued (belonging).

DIC believes firmly that the added value created by diverse human resources amplifies social value and that this, in turn, leads to long-term improvements in its corporate value. The diverse individuals comprising the Company’s labor force come from various backgrounds and bring with them a wide range of individual capabilities and skills. It is these “differences” that will drive innovation going forward, enabling the DIC Group to live up to its vision: “We improve the human condition by safely delivering color and comfort for sustainable prosperity—Color & Comfort.”

DIC has established—and discloses other information regarding— quantitative targets not only for the diversity of its executives and employees but also for key aspects of work–life balance such as childcare leave for male employees and efforts to advance career opportunities for women, including pay differences for male and female employees. The Company has set the key performance indicators (KPIs) shown in the table below. As can be seen, in fiscal year 2023 the percentage of management positions occupied by women increased by nearly a full percentage point, underscoring a gradual but steady march toward the target level.

To ensure these quantitative targets are met, DIC is stepping up efforts to reinforce awareness of the importance of valuing diversity and fostering inclusion, moving forward with efforts to ensure psychological safety, which is essential to embracing diversity, and to create a corporate culture that supports well-being by inspiring job satisfaction and a sense of purpose.

Diversity across the DIC Group

The DIC Group is a multinational organization that as of December 31, 2022, comprised 190 companies in 63 countries and territories. Given the rapid pace of change in geopolitical, market and business conditions, it is more important than ever before for the Group’s business and human resources to work together across borders and cultures. In fiscal year 2022, human resources managers, as well as diversity, equity and inclusion managers, from Japan, the Americas and Europe, the PRC and the Asia–Pacific region gathered for a global Diversity Team meeting, where they promised to reinforce global collaboration between now and fiscal year 2030 to promote Groupwide activities and initiatives optimized for each region.

Groupwide activities include working together on a global basis, guided by The DIC Way, to bolster know-how and awareness of cross-cultural communication and respond effectively to differing diversity and inclusion–related issues in an evolving environment. To this end, a cross-cultural communication workshop was held on the theme of “cultural mapping”^* with the goal of creating a foundation for global cooperation aimed at deepening diversity and inclusion Groupwide going forward.

Since each region has its own challenges and measures, initiatives optimized for each region include sharing diversity and inclusion practices among regions to create educational materials for regional use in the future to promote understanding of the Group as a whole. Through this and other efforts, DIC will promote the creation of an environment that enables talented, diverse human resources to excel, thereby capitalizing on diversity to drive innovation. 

• Cultural mapping is a cross-cultural management framework advocated by Erin Meyer, Professor of Management Practice at Institut Européen d’Administration des Affaires (INSEAD).

Employees by Region of Origin

Breakdown of Labor Force by Gender

VOICE

The DIC Group and diversity

As of December 31, 2021, the DIC Group had a total global labor force of 22,474 employees, of which 3,345, or approximately 15%, are employed by the parent company. With operations in 62 countries and territories, the Group’s labor force is highly diverse. With the aim of tapping into this diversity to power innovation, we promote a variety of exchanges among Group employees.
Female employees account for a significantly smaller percentage of DIC Group’s labor force than men. In many regions, including Japan, women represent only about 20% of Group employees. In terms of the percentage of management positions occupied by women, most regions are above 20%, but DIC in Japan lags sharply behind. While we have set a target of 6.3% for this particular metric for fiscal 2022, we will do whatever we can to exceed this level.

Executive Officer; Head of ESG Unit, In Charge of Diversity, DIC Corporation
Kuniko Torayama

1. Diversity Road Map

2. Hiring of Foreign Nationals and Support for Retirement Planning

With the objective of securing talented individuals with advanced specialized competencies, global perspectives and language proficiency, DIC actively promotes the hiring of international students completing undergraduate or graduate studies at Japanese universities, as well as Japanese and foreign nationals who are completing undergraduate studies at overseas universities or have extensive specialized experience and expertise. At present, 46 foreign nationals are employed in various capacities at the Company. Since fiscal year 2019, DIC has worked actively to support the careers of non-Japanese employees by creating working environments that enable individuals to exercise their capabilities and play an active role. To support these employees’ careers, the Company promotes infrastructural and system improvements, including establishing a consulting desk, translating key in-house materials into English and, in December 2020, introducing biannual networking conferences. In fiscal year 2022, DIC also introduced cross-cultural training sessions for non- Japanese employees and the departments to which they are assigned.

VOICE

I am focused on discovering new themes and taking on new challenges with the aim of making a positive impact on society.

In my previous job, I encountered the DIC Group’s technologies in areas such as pigments and LCs, which is how I came to know about the Company. I used to work in the R&D department of a global chemicals manufacturer in Japan, so I had an interest in product development. Since joining DIC’s Chiba Plant, I have focused on exploring new research themes and different markets such as new resins for industrial-use coatings. Sustainability, including the reduction of CO₂ emissions, recycling and the use of biomass materials, is always a central consideration in my job in product development. For this reason, I’m always proud that what I’m doing will benefit society in the future.

The DIC Group’s extensive global presence means there are also opportunities to work with R&D teams and new Group companies in other countries and territories. I look forward to further expanding and enlivening exchanges and discussions with our overseas counterparts.

Functional Materials Technical Group 4, Functional Materials Technical Division, Chiba Plant, DIC Corporation 
Fabien Nekelson

I look forward to helping address social imperatives with a desire to grow personally and take on new challenges.

When I was looking for employment after graduation, my goal was to find a job in finance and accounting at a global company. I found DIC attractive because of its extensive network of overseas bases and its significant global market share in a number of specific areas and decided to accept their offer. Since joining the Company, I have gained diverse experience, as well as met colleagues from Japan and overseas with various backgrounds, thanks to assignments not only in the area of finance but also in the Marketing Management Unit and the New Business Development Headquarters. All of this has enabled me to learn and grow every day. Additionally, various measures in recent years, including the promotion of flextime and telework, the introduction of an in-house job challenge system, and the creation of networking opportunities for non-Japanese employees, have made for increasingly comfortable work environments for foreign nationals, as well as for female employees striving to balance the demands of their career and childcare. The revision of the personnel system this year has also made it possible for young employees and employees returning from childcare leave to take examinations for promotion early. These efforts have definitely improved employees’ job satisfaction and intensified their desire to take on new challenges, as well as provided greater opportunities for them to exercise their abilities.

P-1 Project, Next-Generation Packaging Business Unit, New Business Development Headquarters, DIC Corporation
Xin Zhou

As someone helping to drive further diversity at DIC, I look forward to contributing to the evolution of both the Company and society.

I began looking for a job in Japan while I was working to complete my doctorate here, but not many companies were actively hiring students whose Japanese-language skills were not particularly good. DIC was one of the few keenly promoting the recruitment of students from overseas. This is truly an outstanding company, with a wide range of businesses, facilities and affiliated companies around the world. Since joining, I have been involved in the development of different products at three sites, allowing me to learn from experts with a variety of backgrounds and grow in my role. I also think DIC is one of the best companies in terms of creating work environments conducive to continuous service for female employees. I believe DIC’s diversity is what has enabled it to respond flexibly to the dramatic changes sweeping the world. For example, in addition to swiftly reinforcing measures in the workplace to prevent the spread of COVID-19, DIC also quickly embarked on the development of a variety of products with antiviral functions. As someone helping to drive further diversity at DIC, I look forward to contributing to the evolution of both the Company and society.

Color Materials Technical Division, Central Research Laboratories
Thimthong Narumon

DIC is a company that evolves constantly to respond to the needs of the times.

DIC is a company that is bold in its pursuit of dreams and innovations and evolves constantly to ensure its ability to respond to the needs of the times. In recent years, we have seen a substantial increase in the number of female managers and employees who are foreign nationals, both of which are the result of practical efforts to promote diversity. Employees with diverse backgrounds, strengths and weaknesses work together to create comprehensive teams that can adapt to whatever challenging business scenarios may arise in the future. I am impressed with DIC’s commitment to diversity in all its forms, which is one factor that makes it stand out among companies that have been in business for more than a century. I am proud to be a member of the DIC family.

SC Project, Kashima Plant, DIC Corporation
Siong Wan Foo

DIC’s flexible work environment enables employees to accommodate work plans.

As a new graduate, I wanted to find a job with a company that would help me grow as a citizen of the world. As an organization with bases around the world, DIC was the ideal choice. The group I was assigned to is tasked with developing PPS compounds, which are key engineering plastics used widely in automotive components. Because DIC produces PPS compounds at five sites worldwide, including in Japan, we interact frequently with colleagues and customers from overseas. Several members of our team have experience working in other countries, which makes for a lot of unique personalities. DIC has introduced a variety of working arrangements, including flextime and working at home. This creates a work environment that enables employees to, for example, adjust work hours to accommodate work plans, or use earphones at their desk when they need to concentrate, making it much more flexible than most Japanese companies. It is encouraging to see the idea of not being constrained by preconceived notions—something those of us in technical positions often hear—is gradually finding its way into efforts to reform work styles at my own workplace.

Polymer Processing Technical Group 2, DIC Corporation
Sia-Er Tan

Thanks to the support of my supervisors and colleagues, I learned to really love my work.

I met a number of DIC employees at an academic conference when I was in graduate school and was really impressed by their positive attitude and broad expertise, so when I started looking for a job after graduation DIC was my first choice. My first assignment was in a department involved in developing LC products, which is completely different from my area of specialization in university and something I really did not know much about. Thanks to the support of my supervisors and colleagues, I was able to overcome any difficulties I faced and play a key role in developing products and learned to really love my work. To me, DIC’s true appeal is its willingness to entrust important tasks to young employees and the fact that I have so many colleagues I can talk to about anything, whether work-related or personal. In April of this year, I was transferred to a department involved in gravure inks development, so I am once again working hard to learn new things with the aim of quickly becoming a useful part of my new team.

Dispersion Technical Group 1, Tokyo Plant
Keumhee Jang

TOPICS

Networking Conference Held for Non-Japanese Employees

The fifth networking conference for DIC Group employees who are foreign nationals was held in January 2023 at the Company’s corporate headquarters in Tokyo. These conferences, which were launched in fiscal year 2020, are held twice annually to foster ties among non-Japanese employees. All previous conferences had been conducted online because of COVID-19, so this was the first time for participants to actually meet in person. Participants were divided into groups to exchange opinions on the format of future networking conferences with the goal of making it an even more meaningful event. Gathering in the same space improved communication and facilitated deeper discussions about what they expected of the conferences, and what they felt would be ideal in terms of frequency and timing.

DIC looks forward to continuing to hold this networking conference in the future, incorporating the views of participants, as one way to ameliorate any anxiety that non-Japanese employees may feel regarding their work environment or career, as well as to help bolster their motivation.

Networking Conference for Non-Japanese Employees

In July and December 2021, DIC held a networking conference to foster ties among non-Japanese employees. Both of these conferences included a study session regarding the careers of employees who are foreign nationals, during which presentations were given by three non-Japanese employees about their own careers, after which the floor was opened for a free discussion on efforts to encourage cross-culture understanding at workplaces, the preparation of welcome packages designed to promote inclusion, and the issue of unconscious biases. Feedback was largely positive, with participants commenting that they had gained information that would be helpful in formulating their own career plans and that the conferences were a good opportunity to deepen mutual understanding.
Because of COVID-19, both networking conferences were conducted online. However, recognizing the importance of face-to-face contact for individuals who may be feeling alienated or lonely, DIC looks forward to returning to a live format in the future to facilitate more effective communication.

Networking Conference for Non-Japanese Employees

In December 2020, DIC held a networking conference to foster ties among non-Japanese employees. The Company will continue to organize these conferences on a periodic basis with the idea that it may be constructive for people who feel alienated or lonely to know they have colleagues with the same concerns.
On the day of the conference, presentations were given on Japan’s public and private pension systems, as well as on frequently asked questions about DIC’s personnel system, after which the floor was opened for a free discussion. Feedback was largely positive, with participants commenting that the event had given them an understanding of pension systems and enabled them to build networks, and that they looked forward to learning about the career plans of other non-Japanese colleagues.

DIC Executives Participate in Diversity Roundtable Discussion

President and CEO Kaoru Ino and other DIC executive officers based in Japan took part in a roundtable discussion on the theme of diversity at corporate headquarters in Japan. Designed to enable participants to share information on initiatives in various departments with the aim of improving the effectiveness of initiatives going forward, the discussion was moderated by managing executive officer Masaya Nakafuji and focused on efforts to promote career opportunities for female employees and activities conducted in line with the Company’s diversity road map. During the discussion, interview seminars for female employees held by production departments and other specific initiatives were presented as case studies to illustrate the importance of creating work environments that are conducive to diverse human resources, as well as to encourage collaboration and foster a sense of solidarity among diverse employees.

Roundtable discussion

3. Expansion of Career Opportunities for Women

In line with its commitment to promoting diversity, DIC implements a variety of initiatives to expand career opportunities for female employees. Having established a full-scale program to support employees in balancing the demands of a career and childcare in 2007, since fiscal year 2016 the Company has pushed ahead with measures to transform employee mindsets and its corporate culture, as well as to provide training designed to encourage the drive and determination of female employees and broaden the range of jobs open to women. In fiscal year 2022, the Company dispatched female employees to take part in training offered by a third-party provider with the aim of encouraging greater drive and determination, as well as established an in-house mentoring program. Looking ahead, DIC will continue to take various steps to assist female employees to envisage their own ideal work styles and professional growth to help ensure they enjoy active and fulfilling careers.

①Broadening the Scope of Positions Available to Female Employees

Since first assigning four female employees to line shift jobs at the Chiba Plant in 2008, DIC has gradually increased the number of female employees in production and utility control groups across Japan, including in assistant manager and team leader positions. At present, there are 30 female employees— including 11 performing shift jobs—in such positions at seven sites in Japan. The Company has already made changes to improve site working environments, including establishing break rooms and locker rooms for women, and will continue taking similar steps with the goal of further broadening the scope of positions available to female employees.

②Initiatives Aimed at Expanding Career Opportunities for Women

TOPICS

President and CEO Kaoru Ino and W-LDP Participants Hold Lunchtime Roundtable Discussion

In May 2019, DIC president and CEO Kaoru Ino participated in DIC’s Woman Leader Development Program (W-LDP) lunchtime roundtable discussion. In addition to a presentation by Mr. Ino on DIC’s efforts to promote diversity, the event featured a discussion that covered a variety of matters, including modifying work environments to accommodate aging societies with declining birthrates and an increasing number of two-income households, approaches to helping the next generation of employees balance childcare and their career, and what is lacking in DIC’s current efforts to promote diversity. Participants reacted positively, commenting that the event had been a valuable opportunity to learn what senior management is thinking and to gain a proper understanding of the Company’s diversity promotion program.

Lunchtime roundtable discussion

VOICE

What I learned through participation in a J-Win program designed to advance career opportunities for women.

I participated in a 23-person working group organized on the theme of collaboration among companies with the goal of group members fortifying knowledge and experience through a variety of activities, including document studies, visits to various companies and the examination of case studies. To me, the most exhausting part was the discussing of matters until every member was satisfied. As individuals with nothing in common other than the fact that we are female and businesspeople, I think we all found team building and the alignment of goals difficult. The opportunity to share information with people from different companies and systems was stimulating and provided an opportunity to reflect on one’s own company. Participation in this working group also enabled me to build a network of contacts that I will always value. Going forward, the challenge will be to transform this important experience and the connections I made into something that effectively benefits DIC.

Publicity Manager, PR Group, Corporate Communications Department
Yukie Yano

③Advancing the Employment of Individuals with Disabilities

In line with its basic management philosophy of valuing diversity and inclusion, the DIC Group strives to create workplaces that maximize the individual attributes and talents of its diverse human resources. In addition to actively promoting the hiring of individuals with disabilities, the Group does its utmost to foster a working environment that empowers employees to fully realize their potential. On January 1, 2023, DIC Estate Co., Ltd., was certified as a special-purpose subsidiary.^* In addition, a manager in the General Affairs and HR Department was put in charge of advancing efforts to hire individuals with disabilities.

• A special-purpose subsidiary is a company that prioritizes hiring of individuals with disabilities and is authorized by the Minister of Health, Labour and Welfare via Japan’s Hello Work public employment office. Employees of a special-purpose subsidiary can be regarded as employed by the parent company in calculating the percentage of the latter’s labor force accounted for by individuals with disabilities.

VOICE

We are trying to create a workplace that is both　diverse and inclusive.

In fiscal year 2018, I was transferred from the Chiba Plant to the Business Support Department of DIC Estate. I had no experience in recruiting and hiring people with disabilities, but participating in training conducted by third-party organizations and tours at other companies helped me acquire the necessary know-how and skills. My work has included many valuable experiences, including conducting interviews, giving tours to representatives of other companies and taking in interns from special needs schools.
DIC Estate embarked on a new phase in its development in January 2023 when it earned certification as a special-purpose subsidiary. The Business Support Department is currently working to foster human resources in line with its policy of embracing diversity and inclusion. I appreciate the work environment we have created, which ensures that all individuals, regardless of disability status, are recognized and valued for their efforts. I see our mission as being to pass on accumulated experience to the next generation of employees.

Business Support Department, DIC Estate Co., Ltd.
Takeshi Kuroda

I look forward to further broadening the scope of my work and challenging myself to take on new job responsibilities.

While I was in school, I took part in two on-site training sessions at DIC’s Sakai Plant and on April 1, 2019, I was hired to work in the Polymer Production Planning Section of the plant’s Production Group 1. To do well at work, you must first be healthy. In addition to an early-to-bed, early-to-rise lifestyle, I eat breakfast every day in the company cafeteria and work continuously to improve my physical fitness. As a result, I am always able to approach my work with energy. At first, my main job was container cleaning, but now I assist with a variety of tasks, including refilling tanks, as well as organizing and storing documents. I am a stickler for adhering to Principles of Safe Conduct and for using the process of ho-ren-so* for all matters, no matter how small, to prevent quality issues. I’m very lucky to be surrounded by grandfatherly individuals who have been reemployed after reaching retirement age who are always happy to help me with anything, as well as bosses and colleagues I can always approach for advice.
Recently, I have begun training in the preparation of standard operating procedures (SOPs) on a computer, which will enable me to do desk work as well as on-site jobs. My future goals are to master the use of computers to prepare SOPs that are clear and easy to understand and that can be used by anyone. I also hope to expand the scope of my tank refilling work.

• Ho-ren-so, a mnemonic acronym in Japanese business culture, is an abbreviation of hokoku (report), renraku (inform) and sodan (consult), a basic rule for smooth workplace communication.

Polymer Production Planning Section, Sakai Plant Production Group 1, DIC Corporation
Seigo Hirao

I look forward to sharing the basic principles of safe workplace conduct that I have learned with new employees and interns.

I joined DIC Estate in April 2020 and was assigned to the Business Support Department. However, as COVID-19 spread, normal operations in the mailroom became increasingly challenging. Nonetheless, despite feeling somewhat uneasy about the future each time an increase in infections was reported, we have continued to collect and deliver mail, as well as to coordinate courier services. In this environment, I have tried to keep two things in mind. The first is to be sure to always greet colleagues with a smile and a cheerful greeting. The words of gratitude from colleagues in response are a great encouragement. The second is to employ “pointing and calling,” that is, gesturing and verbalizing important indicators, which is a key principle of workplace conduct for avoiding mistakes that helps ensure the accurate sorting and delivering of internal and regular mail. This means carefully checking the name and department or company of the sender and receiver, and the address for each piece of mail, taking responsibility for preventing erroneous or delayed deliveries.
My goal going forward is to properly convey to new employees and trainees what I have learned over the past year about basic principles of safe workplace conduct. I will also continue observing these principles in my own work.

Business Support Department, DIC Estate Co., Ltd.
Ryosuke Maruyama

Words of gratitude from colleagues are a great encouragement and give me a sense of satisfaction.

I joined DIC Estate on April 3, 2017, and was assigned to the mail room, which is part of the Business Support Department. My responsibilities include collecting and delivering mail, coordinating courier services and maintaining employee-use tea dispensers. Each requires paying close attention to key priorities. When collecting and delivering interoffice and regular mail, we need to ensure that each item is delivered to the appropriate department not only correctly but also safely. In coordinating courier services, we must ensure packages can be carried safely by keeping a close eye on weight and number. When maintaining tea dispensers, it is important not to miss water droplets and dirt so that the machines are always pristine. Words of gratitude from colleagues when I am at work are a great encouragement and give me a sense of satisfaction in doing a good job. My goal is to be like the mail room team leaders, that is, someone who can discern what needs to be done and act swiftly and who is thoughtful and considerate of everyone around them.

Business Support Department, DIC Estate Co., Ltd.
Ryo Nakagawa

The kind voices of other employees and DIC executives give me a sense of pride in my job.

I joined DIC Estate in February 2017. My responsibilities are primarily the preparation and serving of tea to guests and the maintenance of employee-use tea dispensers situated on each floor of the DIC Building in Nihonbashi. Maintenance of the tea dispensers includes cleaning the drip trays and filters and replenishing supplies of tea and sugar. I prepare and serve tea to guests in the executive reception room on the third floor and clean up after the guests have left. Other employees always thank me for keeping the employee-use tea dispensers clean. DIC executives tell me that guests compliment my proper tea serving etiquette. Compliments like these give me a sense of pride in my job. I will continue working to keep the tea dispensers in tip-top shape for my colleagues, as well as to further improve my ability to prepare and serve delicious tea that pleases guests.

Business Support Department, DIC Estate Co., Ltd.
Akari Tanaka

TOPICS

Expanding Interaction with Students at Special Needs Schools

DIC Estate offers internship to a large number of high school students with disabilities from special needs schools, as well as hires such students as employees after they graduate. On the one-year anniversary of its employee cafeteria, DIC Estate, in cooperation with the alma mater of some of these employees, purchased baked sweets made by current students of the school for sale to DIC Estate employees. This initiative strengthened the company’s relationship with the school. The school reported that seeing those who graduated before them in the workplace had also motivated many current students to rededicate themselves to their studies. Going forward, DIC Estate will continue promoting efforts to work with special needs schools not only in Tokyo but also in the suburbs of the capital.

Expanding Interaction with Students at Special Needs Schools

DIC Gives Presentation at Employment Support Forum for Individuals with Disabilities

On July 29, 2021, DIC Estate Co., Ltd., gave a presentation as part of a webinar-format employment support forum for individuals with disabilities sponsored by Tokyoto Business Service Co., Ltd., and Ricoh Japan Corp., that focused on leveraging case studies to develop a framework for hiring individuals with disabilities. DIC Estate, which is based at DIC’s corporate headquarters in Tokyo, has earned high marks for creating a framework that enables employees with disabilities to enjoy active and fulfilling careers. The company’s presentation, titled “Personal Growth and Organizational Expansion: Diversity and Inclusion in the Era of COVID-19,” outlined the use of video manuals to introduce businesses, as well as current efforts to promote business expansion and foster human resources, to the audience of 65 company and school representatives. In addition to an animated Q&A session, audience members asked many other questions in a survey they were requested to complete after the presentation, underscoring a high level of interest in DIC Estate’s efforts.

④Reemployment after Retirement and Support for Retirement Planning

DIC has deployed a system that facilitates the reemployment until age 65 of individuals reaching retirement age (60) and wishing to remain with the organization. With available options including full-time work, part-time work and work sharing, this system enables reemployed individuals to maximize their experience, and to make full use of their accumulated technical abilities and specialized expertise, thereby contributing to sustainable growth for the DIC Group and the training of subsequent generations.

DIC also offers classes for employees in the final year before retirement that helps them prepare for life after they have finished their careers. These classes provide assistance with retirement planning and education regarding the national pension system, as well as offer retirement lifestyle simulations.

5. Human Resources Governance and Respect for Human Rights

1. Reinforcement of Human Rights Governance

To reinforce its human resources governance, DIC’s corporate headquarters is involved in making decisions defining principal management positions for the DIC Group, as well as for clarifying authority for nominations and dismissals, evaluating performance and determining remuneration. The Group divides its operations into four regions—Japan, the Americas and Europe, Greater China and the Asia–Pacific region. The parent company, which is directly responsible for Group operations in Japan, works with regional headquarters in each of the other three regions to reinforce human resources governance across the entire Group.

2. Respect for Human Rights

The DIC Group actively supports global codes governing human rights,^* in line with which in fiscal year 2018 it formulated the DIC Group Human Rights Policy and began promoting related initiatives. The DIC Group Code of Business Conduct—which outlines standards that Group employees are expected to observe—lays down provisions prohibiting human rights violations and requiring respect for diversity, two philosophies that form the foundation of the Group’s corporate activities. Group employees are obliged to display understanding of the code and provide written pledges to abide by it. In fiscal year 2010, DIC became a signatory to the UNGC, pledging its support for the Ten Principles of the UNGC, which includes tenets regarding human rights and labor. DIC also promotes awareness among DIC Group company executives and employees, as well as works to enhance its inspection and monitoring structure, to reinforce respect for human rights in human resources management practices and to prevent the occurrence of violations.

• The International Bill of Human Rights, comprising the Universal Declaration of Human Rights and the International Covenants on Human Rights (the International Covenant on Economic, Social and Cultural Rights and the International Covenant on Civil and Political Rights); the International Labor Organization (ILO)’s Declaration on Fundamental Principles of Rights at Work; the UN’s Guiding Principles on Business and Human Rights; and the Ten Principles of the UNGC.

① The DIC Group Human Rights Policy

Click here for The DIC Group Human Rights Policy

3. Principal Human Rights Challenges Facing the DIC Group

Based on key global standards regarding human rights, the DIC Group has identified the following as the principal human rights challenges it faces and promotes appropriate human rights diligence in accordance with its human rights policy. The Group will review these challenges on a regular basis, taking into consideration factors such as social change and business trends, and will work methodically to strengthen its human rights initiatives to ensure compliance with pertinent laws and regulations amid rapidly evolving global affairs. 

4. The DIC Group’s Human Rights Due Diligence System

To fulfill its responsibility to respect human rights, the DIC Group continues to employ, as well as to make systematic improvements in, its human rights due diligence system.

5. DIC Group Human Rights Due Diligence Initiatives

6. Work–Life Balance/Occupational Safety and Health

1. Work–Life Balance

DIC views a healthy work–life balance as essential to both self-realization and sustainable corporate growth. Accordingly, from the perspective of corporate health management,* the Company continues to expand systems intended to facilitate such a balance. Against a backdrop of growing global awareness of the concept of “human capital management,” DIC respects the diversity of its labor force and seeks to enable each individual to exercise their capabilities, recognizing its employees as important corporate assets. DIC has promoted initiatives meant to enable all employees to achieve both active and satisfying careers and a fulfilling life outside of work, in line with its belief that positive workplaces lead to higher productivity.

• An approach to employee health management that emphasizes a corporate management perspective and the implementation of strategic measures.

① Enhancing Programs that Help Employees Balance the Demands of Career and Childcare

In 1986, DIC blazed a trail for chemicals manufacturers in Japan by implementing a childcare leave program. Since establishing a program to support employees in balancing the demands of a career and childcare in 2007, the Company has continued promoting measures that make it easier for employees to make use thereof. In accordance with the October 2022 amendment of the Child Care and Family Care Law in Japan, the Company introduced a new paternity leave system and is actively encouraging male employees to take childcare leave. In 2008, DIC acquired the Kurumin Mark, which recognizes companies that promote initiatives designed to assist employees in raising children.

The Company has also deployed a system that gives regular employees the option to accept or refuse transfers requiring relocation and, since 2012, a system that allows management-level employees to limit the locations to which they will accept transfers, making it easier for individuals who are unable to accept transfers that involve relocation because of childbirth, childcare, nursing care or other responsibilities.

② Retaining Employees with Nursing Care Responsibilities

In 2016, the Japanese government revised the Child Care and Family Care Law to make it easier for individuals to take leave or time off, as well as increasing benefits for temporary absences from work, for individuals who find themselves with nursing care responsibilities. To encourage use and promote knowledge of its related leave programs, DIC has prepared the Childcare and Nursing Care Handbook, which is distributed to employees of Group companies across the country. DIC has also modified the rules of these programs to make them easier to use, including making it possible to break up nursing care leave and to take such leave in onehour units, and extending the period over which they may shorten their workday to fulfill nursing care responsibilities, originally one year, to three years.

③ Significantly Expanding the Flextime System

To facilitate flexible work styles, in fiscal year 2017 DIC resolved to significantly expand its flextime system and in April 2018 made the system applicable to all areas of operations other than production floors. The system makes it possible for employees to determine the time at which they end their working day to the extent that it does not hinder business efficiency, as well as to simultaneously make use of telework, with the aim of encouraging the independent execution of duties and an enhanced capacity for self-management.

④ Introducing a Leave to Accompany Spouse Overseas Program

To ensure its ability to secure and retain talented human resources and enhance employees’ work–life balance, in January 2019 DIC introduced a system allowing employees to take leave to accompany spouses on overseas work assignments. Programs such as this help employees balance their careers and private lives without having to leave their jobs.

⑤ Establishing a System to Help Employees Balance Medical Treatment and Work

In January 2020, DIC introduced a system to support employees undergoing medical treatment who wish to continue working. To guarantee this system functions effectively, the Company formulated guidelines to ensure employees making use of this system receive the ongoing support necessary to balance medical treatment and work through job-related accommodations and considerations.

⑥ Programs that Help Employees Balance the Demands of Work and Home

⑦ Use of the Childcare Leave and Leave to Assist with Parenting Programs

Owing to the introduction of various programs to help employees in balancing the demands of work and home and the creation of an environment that encourages employees to take advantage of such thereof, the percentage of DIC employees who return to work after making use of the Childcare Leave Program is currently 100%. In addition, the number of individuals using the Leave to Assist with Parenting Program, which enables male employees to take time off in the weeks after the birth of a child to assist their partner, has risen. Thanks to efforts to enhance these systems, the average years of employment for female employees has increased and continues to exceed the average for male employees. In fiscal year 2022, DIC began actively promoting a new paternity leave system.

⑧ Average Years of Employment (Including Individuals Seconded to Group Companies)

⑨ Reducing Extreme Overwork and Encouraging Employees to Take Annual Paid Leave

DIC has deployed an electronic management system that tracks employee working hours based on sign in/sign out data extracted from IC cards. To prevent extreme overwork, if an employee appears likely to exceed the overtime limit (including weekends) agreed upon by labor and management, or if their monthly overtime has exceeded 70 hours, their supervisor and the senior executive in charge are automatically notified.
The supervisor is required to submit a report outlining the employee’s work responsibilities and factors behind the excessive hours, and presenting specific measures to ameliorate the situation, which is shared with the DIC Employees’ Union. This process is designed to curb/reduce excessively long working hours. In addition, employees are encouraged to take annual paid leave, with sites recommending appropriate timing for leave and having employees plan dates for such leave.

⑩ Average Monthly Overtime Hours Worked and Annual Paid Leave Taken

VOICE

Thanks to the new telecommuting system, both my professional and private life are more fulfilling.

The way salespeople work has changed from back in the day and responsibilities other than visiting customers continue to increase. In addition to dealing with internal paperwork, I have to deal with environmental and legal/regulatory inquiries, so one or two days each week are taken up with deskwork. More than a few of these tasks are conducive to telecommuting. Like most other salespeople, I also work when I have a free moment between business trips and when I’m out of the office. Telecommuting allows me focus before I leave for a business trip or when I get home, so I’m able to be much more efficient. I look forward making further use of the telecommuting system to achieve a work–life balance that suits me and helps ensure a more fulfilling professional and private life.

Manager, Tokyo EP Sales Group, Composite Material Products Division Takuro Mikami

Balancing a career and childcare is a challenge, but I feel happy and fulfilled.

When I first joined DIC as a salesperson, I was a bit taken aback by the attention given to the fact that I am a woman, but it was never uncomfortable in any way. The biggest test came after I became pregnant, had my baby and then returned to work after taking maternity leave and childcare leave. First, there were all the unexpected and bewildering changes that come with pregnancy. Then I was up to my ears looking after a new baby, a situation that was compounded by anxiousness about being away from work for so long. Since coming back to work, the limits of being a working mother have been a source of some pressure, but everyone in my department and family has been really encouraging. Balancing a career and childcare is certainly a challenge, but it’s one I took on readily and I feel happy and fulfilled in both roles. I’m really grateful to have such support, and I will continue to do my very best both at work and at home.

Advanced Technology Marketing Dept. Naoko Nakajima

2. Employee Safety

Measures to Prevent the Spread of COVID-19

Between February 2020, when COVID-19 first emerged, and December 31, 2022, a total of 40 internal notifications were sent under the heading “Measures to Prevent the Spread of COVID-19.” Efforts ranged from promoting internal initiatives to prevent infection to detailed instructions regarding individual employee behavior.

3. Corporate Health Management

① Corporate Health Management Initiatives

In line with its Health Management Declaration, the DIC Group works actively to support the physical and mental health of its employees, as well as to create a work environment conducive to job satisfaction. Looking ahead, the Group will continue to promote imaginative and original health management measures, recognizing that the health of its employees is essential to the realization of sustainable growth.

② Framework for Promoting Health Management

The DIC Group in Japan promotes health management through a framework that is based on collaboration with the DIC Health Insurance Society and under the supervision of the president and CEO. Going forward, the Group will step up efforts to work with related organizations and promote effective initiatives across the DIC Group.

③ Health Management Strategy Map

④ Key Health Management Initiatives

⑤ Mental Health Management Initiatives

DIC takes steps to create work environments in which employees feel physically and mentally supported. The Company places a particular priority on caring for psychological and emotional well-being and has established a comprehensive mental health program, highlights of which include engaging an in-house occupational psychologist, promoting initiatives aimed at warding off mental health problems and extending support to ensure a smooth return to work for employees taking leave. In particular, access to counseling provided by an occupational psychologist has had a considerably positive impact in terms of ensuring employees get treatment and are able to return to work as quickly as possible.
DIC has also offered voluntary stress checks since fiscal year 2013, well before the passage of related legislation in Japan in fiscal year 2016, as part of an active effort to help prevent mental health disorders. Participation in stress checks is high most years. The Company also promotes follow-up initiatives. Of note, the Company offers self-care training and line care training for supervisors led by an in-house physician specializing in mental health, as well encourages individual department heads to speak with industrial physicians with the objective of making concrete improvements to workplace environments. DIC will pursue the continued systematic promotion of these initiatives going forward.

TOPICS

DIC Earns White 500 Certification for the Sixth Consecutive Year

DIC earned certification in the large enterprise category of the 2023 Health & Productivity Outstanding Entities Recognition Program (dubbed the “White 500”), which is organized by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi.* This is the sixth consecutive year the Company has been certified under this program, which seeks to shine a spotlight on outstanding enterprises working to advance health and productivity management, creating an environment that ensures such enterprises gain enhanced public recognition—i.e., from employees, jobseekers, related companies and financial institutions—as organizations that approach employee health and productivity from a management perspective and promote strategic initiatives. The Company greatly exceeded the industry average for all four criteria used: “Management philosophy,” “organized framework,” “systems and implementation of measures” and “evaluation and improvement.” DIC earned particularly high marks for setting specific priority issues and verifying the effectiveness of measures implemented, and for making necessary improvements.
In its DIC Vision 2030 long-term management plan, the DIC Group set forth a basic strategy of reinforcing its management of human capital and works actively to support the physical and mental health of its employees, as well as to create work environments conducive to job satisfaction in line with its Health Management Declaration. Looking ahead, the Group will continue to promote imaginative and original health management measures, recognizing that the health of its employees is essential to the realization of sustainable growth.

• Nippon Kenko Kaigi (“Japan Health Council”) is an organization that liaises with private companies, with the full backing of the government, to put effective measures in place to prolong the healthy life expectancy of citizens and to ensure sound medical services in Japan.

⑥ Initiatives to Support Employee Health

DIC analyzes the results of employees’ annual physicals and provides assistance to employees for whom lifestyle improvements have been recommended by providing introductions to hospitals and clinics, and individual guidance on lifestyle improvements. With the aim of promoting healthy eating, the employee cafeteria at DIC corporate headquarters in Tokyo offers a heathy cafeteria menu dubbed “DIC Irodori Care+” (“DIC Colorful Care Plus”). DIC’s General Affairs and HR Department, the Healthcare Office and the company responsible for the operation of the cafeteria collaborated to develop this menu based on the health needs of employees. The Company also devised innovative ways of presentation, including producing distinctive signage that encourages recognition and names that clearly communicate the health benefits of menu selections, such as reduced calories or low cholesterol. DIC Irodori Care+ also makes use of familiar meal components like kobachi (small bowl) side dishes transformed into a nutrient-packed “Supplement Bowl” to promote greater awareness of food’s role in improving overall health.

DIC will continue implementing measures designed to help ensure the physical and mental health of its employees as part of its commitment to creating work environments that empower them to fully realize their potential.

DIC Group Site Employee Cafeterias Earn Smart Meal Certification

The employee cafeterias at DIC’s corporate headquarters, Osaka Branch Office and Sakai Plant earned certification in the “Meal Program” category of the fiscal year 2018 Smart Meal Program, earning the highest possible rating of three stars. The Smart Meal Program, which is administered by a consortium of 13 academic associations, including the Japanese Society of Nutrition and Dietetics and the Japanese Society of Nutrition and Food Service Management, was established to recognize restaurants, corporate facilities and other establishments that promote the continuous provision of nutritionally balanced menu options—i.e., “smart meals”—in healthy eating environments. Under the Smart Meal Program, restaurants, corporate sites and other establishments that satisfy essential requirements, which include a menu that meets Smart Meal standards and the creation of an appropriate management system and easy-to-understand efforts to communicate benefits, and 10 or more optional conditions related to the promotion of healthy diets and eating environments, earn certification with a three-star rating. Smart Meal Program certification is divided into two classes: “Wholesome” (450–650 kcal) and “Hearty” (650–850 kcal). DIC’s corporate headquarters was certified in both classifications, while the Osaka Branch Office and the Sakai Plant were certified in the “Wholesome” class. At corporate headquarters, these efforts focus on developing menus that take into account the results of annual employee health checkups. At the Osaka Branch Office, the focus is on promoting health consciousness by providing clear, age-specific information on energy consumption, while at the Sakai Plant the emphasis is on creating menus that reflect the results of employee polls and make use of regional ingredients.

TOPICS

DIC Gives Presentation at Conference of Specific Meal Service Facilities

With the aim of improving the nutritional management capabilities of specific meal service facilities (defined as cafeterias or restaurants with a maximum seating capacity of 250 people), the Tokyo metropolitan government stages a conference introducing case studies of such facilities. DIC, which received a fiscal year 2019 Tokyo Metropolitan Governor’s Award for Nutritional Improvement at Specific Meal Service Facilities, gave a presentation on its initiatives at the February 2020 conference, held at Tomin Hall in Shinjuku, representing the 10 fiscal year 2019 award winners. DIC’s presentation, titled “Helping Improve the Health of Employees,” focused on the DIC Irodori Care+ menu introduced at the corporate headquarters’ employee cafeteria and the development of innovative healthy menu items such as “Supplement Bowl.”

TOPICS

DIC Earns Tokyo Metropolitan Governor’s Award for Nutritional Improvement and Specific Meal Service Facilities

In fiscal year 2019, DIC was pleased to accept a 2019 Tokyo Metropolitan Governor’s Award for Nutritional Improvement and Specific Meal Service Facilities from governor Yuriko Koike. Each year, this program evaluates the implementation of dietary guidelines and application thereof to menu items, as well as the status of efforts to enhance nutritional management, at specified meal service facilities across Tokyo and presents governor’s awards (certificates of appreciation) to those that have contributed to improved nutrition. In most years, approximately 10 such facilities are so recognized, with hospitals and care homes dominating. Business establishments received none of the 11 awards conferred in fiscal year 2018, but accounted for three of the 10 given in fiscal year 2019. DIC’s award reflected high marks given the DIC Irodori Care+ (“DIC Colorful Care+”) menu offered at the Irodori Café on the 12th floor of the Company’s corporate headquarters, and the contribution of healthy menu items such as the nutrient-rich “Supplement Bowl” and “Colorful Deli®,” developed with attention to the color of ingredients, which prompted the Chuo-ku public health department to recommend the café for an award.

Comment

The corporate headquarters’ employee cafeteria has taken a variety of steps during the COVID-19 pandemic to improve operations and prevent the spread of infection.

Our company has operated the employee cafeteria at DIC’s corporate headquarters since the opening of the new DIC Building in 2015. So far, our menu has been well received and as of February 2020 we welcomed approximately 900 guests a day and offered seven daily menu selections, including one “healthy set” option. However, with the emergence of COVID-19 and society’s general shift to teleworking, the number of guests at the end of March was half that of the previous month. When the first state of emergency was declared in Tokyo, the number dropped to roughly 50 a day.
Given these massive changes, we had no choice but to also cut cafeteria staff by about half. This of course was a difficult decision, but insofar as we have been given the responsibility of running this place, we did not have a choice. But when I see our remaining staff going about their work with a smile, I am encouraged.
Despite the harsh environment, after multiple meetings with the people responsible on the DIC side, the decision was made to keep the cafeteria open— a nod to its importance to the health and energy of DIC employees. We were also able to agree on a reduced menu of four choices, which changed daily. In addition, we implemented a number of decisive measures to prevent the spread of the pandemic.

Accurately predicting the number of meals that will be needed every day has become difficult using conventional metrics, but we are working to adjust fl exibly on a daily basis by asking the Company to let us know each morning how many employees are on-site that day. This has helped us reduce food loss and unnecessary processes as much as possible.
Thanks to the understanding and cooperation of many people, we succeeded in adjusting the format of the corporate headquarters’ employee cafeteria. We will continue to increase measures taken to prevent the spread of COVID-19 to ensure employees are able to dine safely and with peace of mind. We will also continue exploring new offerings that will ensure a delicious and enjoyable dining experience even with the current limited menu.

Manager, Aim Services Co., Ltd. Emi Ota

Comment

I look forward to continuing to devise distinctively DIC menu options and provide meals that support employee health.

The employee cafeteria at DIC’s corporate headquarters offers Smart Meal–standard, DIC Irodori Care+, Supplement Bowl and other healthy, nutrient-rich menu options. Our efforts to contribute to employee health also include making cafeteria meals more enjoyable by introducing new choices and organizing a variety of events. In October 2019, for example, we held a blood vessel age calculation clinic, which attracted quite a few participants. This provided an opportunity for employees to think about the importance of not only diet but also awareness of one’s own body. I look forward to continuing to support employee health by devising attractive menu options and organizing events, as well as by promoting new initiatives.

Registered dietitian, Aim Services Co., Ltd. 　Makoto Sanpei