With Employees

Goals and Achievements of Major Initiatives

Objectives of initiatives Goals for fiscal year 2016 Achievements in fiscal year 2016 Evaluation Goals for fiscal year 2017
Foster and endorse the advancement of local staff overseas with the aim of advancing global management. Continue working to assess the state of
human rights and labor practices based
on the results of voluntary inspections.
Promote the creation of a unified policy
regarding personnel systems, evaluation
and remuneration for Group company
presidents and product division heads in
Japan, the Asia–Pacific region and
Greater China.
Assessments at five companies in
Japan and overseas revealed no
violations of human rights.
★★ Enhance awareness of human rights by conducting
seminars for management-level employees at DIC’s
corporate headquarters. Formulate a human rights
policy. Conduct voluntary human rights inspections
of Group companies in Japan and overseas.
The scope was expanded to include Group
company presidents in Japan and overseas
and general managers of regional head
and general managers quarters.
★★ Introduce a unified policy regarding
remuneration for management-level
employees at DIC and DIC Graphics.
•Continue to offer training programs for
employees and candidates for executive
positions at DIC Group companies in
Japan and overseas.
•Promote the hiring of foreign nationals
and continue to implement measures
aimed at fostering global employees.
①Training programs were offered for new
CEOs of Group companies in Japan and
for newly appointed executives at overseas
Group companies.
②A total of 11 foreign nationals were hired. A
total of 190 employees took part in training
programs designed to foster Japanese
employees capable of functioning in global
business environments, while the
Overseas Trainee Program attracted 18
participants.
★★

Continue to offer training programs for
employees and candidates for executive
positions at DIC Group companies in
Japan and overseas.

Continue to implement measures aimed
at fostering global employees.
Encourage women in the workplace
with the aim of securing a
diverse labor force and supporting
diverse working styles.
Enhance measures for advancing the
careers of female employees and
increase the percentage of new female
graduates recruited to 30%-plus.
A total of 800 employees participated in
the Women in DIC Forum. A lunch
seminar for female employees attracted
85 individuals. A total of 53 new graduates
were recruited, of whom 15 (28.3%)
were female.
★★ Enhance measures for advancing the
careers of female employees and
increase the percentage of new female
graduates recruited to 30%-plus.
Promote the hiring of individuals
with disabilities with the aim of
securing a diverse labor force and
supporting diverse working styles.
Increase the number of employees
with disabilities to 2.2% of DIC’s total
labor force.
As of December 31, 2016, individuals
with disabilities accounted for 2.04% of
DIC’s labor force.
Increase the number of employees with
disabilities to 2.2% of DIC’s total labor force.
  • Evaluations are based on self-evaluations of current progress. Key: ★★★ = Excellent; ★★ = Satisfactory; ★ = Still needs work

Basic Approach to Human Resources Management

With the aim of being an organization that empowers all employees to reach their full potential, the DIC Group is committed to respecting human rights and eliminating all forms of discrimination and to creating a work environment that embraces diversity. The Group also strives to support a healthy work–life balance for each employee and create a work environment conducive to job satisfaction, as well as to foster local human resources in markets around the world, which it recognizes as essential to ensuring sustainable corporate growth under its current medium-term management plan.

Respect for Human Rights

The DIC Group supports and adheres to global codes governing human rights, notably the Universal Declaration of Human Rights. The DIC Group Code of Business Conduct, which outlines standards that DIC Group employees are expected to observe, lays down provisions prohibiting human rights violations and requiring respect for diversity—philosophies that are the foundation of the DIC Group’s corporate activities. All DIC Group employees are obliged to provide written pledges to abide by the DIC Group Code of Business Conduct and to conduct themselves as stipulated therein. Domestic and overseas Group companies implemented voluntary human rights and labor practices inspections as part of ongoing efforts to prevent issues from arising. The results of these inspections were assessed and no violations were found to exist.
In fiscal year 2010, DIC became a signatory to the United Nations Global Compact (UNGC), pledging its support for the UNGC’s 10 principles, which include tenets regarding human rights and labor. The Company continues to implement related initiatives in all areas of its corporate activities to reinforce respect for human rights in the human resources management practices of all Group companies and prevent violations from occurring.
In response to the Modern Slavery Act 2015*, DIC is reinforcing training regarding supply chain due diligence, cognizant of the issue of human trafficking and the risks it poses to companies with operations in the United Kingdom. The Company also promotes awareness among DIC Group company executives and enhances corporate headquarters’ inspection and monitoring structure as part of an ongoing effort to bolster Group management capabilities.

  • *Under the Modern Slavery Act 2015, an Act of the Parliament of the United Kingdom, companies with operations in the United Kingdom must report on the existence/nonexistence of slavery, human trafficking or other critical violations of human rights in their supply chains, related risks and steps they are taking to address such practices. “Modern slavery” encompasses debt bondage, forced labor and servitude; human trafficking; and exploitation (sexual exploitation, forced organ donation).

Building Trust with the DIC Employees’ Union

DIC’s management and representatives of its employees’ union meet regularly with the goal of ensuring healthy industrial relations based on mutual trust. In addition, through labor–management councils and casual management conferences, DIC shares management information and its vision for the future with union representatives and encourages the frank exchange of opinions. A total of 67.6% of parent company employees belong to the DIC Employees’ Union. (100% of non-managerial employees are union members.)

Global Human Resources Management

In line with The DIC WAY, which represents its fundamental management philosophy, and its DIC108 medium-term management plan, the DIC Group has established a global human resources management framework under which Group companies in Japan, the PRC and the Asia–Pacific region are overseen by DIC, while those in North America, Europe, Central and South America, and Africa are overseen by Sun Chemical of the United States.
With the rapid expansion of its global operations, DIC recognizes that fostering human resources and creating an environment that encourages cross-border career advancement and mobility is essential to increasing corporate value. To these ends, since fiscal year 2015 the Company has sought to develop harmonized promotion, personnel evaluation and remuneration systems, the cornerstone of its global human resources management framework for DIC Group companies under its jurisdiction.
Having unified personnel evaluation systems for executives in Japan, the PRC and the Asia–Pacific region, as well as created a management resources database, DIC is promoting systematic efforts to cultivate executives, including introducing specialized management training and systematic training programs. Through such efforts, the Company is striving to create a structure that allows it to cultivate executives that best suit its needs without regard for nationality.
DIC is striving to realize a framework that creates a broader, more level playing field that allows employees with diverse values and skills to exercise their capabilities and uses the same yardstick to evaluate their achievements. By so doing, the Company aims to create work environments that enhance job satisfaction and contribute to the expansion of DIC Group businesses.

Basic Personnel Statistics (DIC)

Integrating DIC Group Executive Evaluation Systems

The DIC Group has also integrated its evaluation systems for Group company presidents and other executives in Japan and overseas with the goal of encouraging these individuals not only to pursue near-term results for their business units but also to choose management approaches that are optimal for the Group as a whole from both a medium- and long-term perspective. In addition, the Group also integrated its global personnel policies to ensure that remuneration is in keeping with local market levels and individual job responsibilities.

Securing and Fostering Human Resources

1.Ensuring Fair and Consistent Treatment

To ensure that the efforts and achievements of all employees are reflected appropriately in their treatment, DIC has consolidated its numerous employee qualification systems irrespective of job classification and educational credentials. The selection of employees to recommend for qualification is done through screening based on objective standards, thereby guaranteeing equal opportunities for promotion to all motivated, capable employees.
Remuneration and personnel evaluation systems designed to enhance job satisfaction ensure that abilities and achievements are assessed appropriately and reflected in a timely manner in their treatment. Of note, DIC has introduced management by objectives (MBO) into its personnel evaluation system, a goal-setting management tool that promotes both corporate growth and employee development. Results of individual evaluations are fed back in full to employees, including reasoning behind determinations—a transparent process that ensures employees are largely satisfied with evaluation results.

Feedback

2.Fostering Human Resources to Reinforce Front-Line Capabilities and Accelerate Change

Having recognized fortifying its Group organizational capabilities and enhancing the skills of its people as important challenges, DIC has declared the medium-term focus of its human resources development program as being to nurture human resources capable of reinforcing front-line capabilities and accelerating change.
DIC’s training system comprises programs in six categories. These programs are based on curricula that emphasize a systematic approach to helping each employee acquire critical skills. In fiscal year 2016, training emphasized the concepts of “global” and “diversity,” with training to improve English-language skills expanded and Japanese-language training for non-native speakers and entry-level education for mid-career hires added.

Medium-Term Focus of DIC’s Human Resources Development Program

DIC Training Programs

Management-
level training
Promote globalization, strengthen/foster the ability of management-level employees to deal with risks DIC Management School, media training
Global human resources development Systematic efforts to foster managers and employees of overseas Group companies, enhance the skills of Japanese employees assigned to overseas posts, improve the Japanese-language abilities of employees who are not native speakers Global Management (preparatory training for employees assigned to overseas posts), Global Challenge Program, Target Global Program (training to enhance English-language communication skills), Effective E-Mailing (training in how to compose e-mails in English), Japanese-language training for employees who are not native speakers
Level-specific training Education and training to equip employees with the skills to fulfill responsibilities at each level Qualification-specific training (J, M, S, senior); training tailored to different management ranks
Department- and
job-specific training
Education and training to enhance capabilities required by different departments and jobs Human resources development programs tailored to production departments (Kaizen Skill Improvement Training Program, others), technical departments (training to support the ability to propose R&D themes, others), sales departments (training to cultivate proposal development capabilities, others) and support departments (“why-why analysis” training, others)
On-the-job training Hands-on training in the workplace to foster employees and cultivate skills Workplace-specific on-the-job training, domestic technical department trainee program, Overseas Trainee Program, Global Capability Development Program
Self development Support for employees seeking to enhance their skills Correspondence courses, e-learning courses, in-house seminar courses, Skype-based English conversation courses, preparatory courses for the TOEIC Institutional Program (IP) Test

TOPICS Training to Enhance Proposal Development Capabilities

Since fiscal year 2013, DIC has offered a series of courses that focus on cultivating prowess in the area of proposal development, in line with its goal of reinforcing front-line capabilities. In the advanced course, which primarily targets senior manager–level employees, groups of five or six individuals from sales and technical departments form cross-department project teams, which select practical customer-centered themes, formulating solutions to pertinent hypothetical issues and further honing their ability to prepare and present proposals. The course, which lasts nine months, encompasses approaches to development of innovative proposal themes and angles, problem solving and persuasive presentations, among others, with professional business consultants offering advice and guidance at each stage.
Course work is in addition to participants’ regular responsibilities, so participants have a lot on their plates, but they find that they are able to apply newly acquired skills almost immediately, greatly improving front-line capabilities. Participants have also used their selected themes to make proposals to actual customers, many of which have reached the verification stage.

3.Fostering Global Human Resources

Oversees Trainee Program Destinations and Number of Employees Dispatched in Fiscal Year 2016

The goal of DIC’s Overseas Trainee Program is to foster global human resources by dispatching selected employees to work at a DIC Group company in another country for a specified period, thereby helping them develop a more international mindset, improve their skills and build networks with their colleagues overseas. Under the Reverse Trainee Program, DIC Group companies in Japan welcome employees from overseas Group companies, giving them a chance to deepen their understanding of Japanese culture, commercial practices and business manners. This program also contributes to the globalization of Japanese Group companies and encourages smooth cooperation with overseas Group companies.

VOICE

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

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

VOICE

There is more to English than speaking, listening comprehension and reading!

My job involves a fair amount of business travel overseas, so I took the Target Global Program, the goal of which is to enhance English-language communications skills. I think that people are inclined to think that English speaking, listening comprehension and reading abilities are all you need to do business overseas. This program, which focused on assertiveness, negotiating techniques and how to conduct meetings to motivate people to generate ideas and reach conclusions, taught me what is really important. Training sessions were conducted entirely in English, but the relevance of what I learned is certainly not limited to the English-speaking world. I am confidentthat these skills will stand me in good stead and I look forward to applying them in the field

Functional Coatings Sales Department, Liquid Compounds Product Division Masayuki Aota

Functional Coatings Sales Department,
Liquid Compounds Product Division
Masayuki Aota

VOICE

Being an overseas trainee gave me a chance to refect on myself.

As a participant in the Overseas Trainee Program, in 2015 I was sent to work at DIC (Malaysia) Sdn. Bhd. While I found the language barrier and the cultural and religious differences challenging, I really enjoyed building personal relationships and working together with my new colleagues. Being in Malaysia and having the opportunity to be involved in global operations both changed my worldview and gave me a better overview of the DIC Group. It is a bit embarrassing to say so, but I think the experience helped me to mature as a person. I have since applied for an overseas posting and am working to improve my English.

Sales Department 3, DIC Graphics Corporation Takuya Morishita

Sales Department 3,
DIC Graphics Corporation
Takuya Morishita

Promoting Diversity

The DIC Group actively pursues diversity by employing a broad spectrum of individuals without regard to considerations such as gender, nationality, physical limitation or age. The Group works to foster a corporate culture that draws on its understanding and respect for diversity to produce creative ideas and to incorporate the concept of diversity into management, thereby creating workplaces that enhance job satisfaction.

1.Hiring Diverse Human Resources

Number of Foreign Nationals Employed by DIC in Fiscal Year 2016

Number of Foreign Nationals Currently Employed by DIC
Number of Foreign Nationals Currently Employed by DIC

With the objective of securing talented individuals with advanced specialized capabilities, global perspectives and language capabilities, DIC actively promotes the hiring of international students completing undergraduate or graduate studies at Japanese universities; Japanese and foreign nationals completing undergraduate or graduate studies at overseas universities; and experienced mid-career candidates with extensive experience and expertise. At present, 40 foreign nationals work in various capacities at DIC. Fiscal year 2016 new hires included 10 foreign nationals.

Nationalities of Foreign Employees

VOICE

When I began hunting for a job as I was getting ready to graduate, DIC held a recruitment event at my university. I was really impressed by the pleasant atmosphere and by the impression they gave of being emphatically open to hiring foreign nationals. So even though I am not Japanese, there was no uncomfortable pressure on me because of that when I entered the company. My job is in the area of PPS product development and the provision of technical services to customers. My responsibilities currently involve performing comparisons with materials produced by competitors and identifying the causes of quality problems. When I first joined the company, I could read and comprehend the content of various forms and documentation I dealt with, but my spoken Japanese was not so great, so many minute nuances went over my head and I found verbal communication a challenge. My on-the-job training supervisor was so kind and always responded patiently no matter how many questions I asked! Everyone in my department is friendly, too, so I really enjoy working here. I look forward to increasing not only my language skills but also my product knowledge and to playing a useful role in PPS product development.

Polymer Processing Technical Group 2, Polymer Processing Technical Division, Chiba Plant  Jia Ying

Polymer Processing Technical Group 2,
Polymer Processing Technical Division, Chiba Plant
Jia Ying

VOICE

I want to use my ability to understand local thinking to serve as a bridge between Japan and overseas markets.

When I joined DIC I had just graduated university in the PRC, spoke no Japanese and didn’t really know anything about Japanese companies. I was nervous and uncertain in the beginning, but the workplace atmosphere was great and my superiors and colleagues were kind and patient in teaching me everything I needed to know, so I really enjoyed my job. I am always impressed by my Japanese colleagues’ industrious nature and meticulous attention to detail in all aspects of their work, as well as by the corporate culture of Japanese companies, which emphasizes the diligent observation of rules and the creation and provision of safe, high-quality products. In the future, I want to use my ability to understand local thinking to serve as a bridge between Japan and overseas markets with the aim of reinforcing relations and contributing to the success of our LCs business in the PRC and Taiwan.

Fine Synthesis Technical Group 6, Saitama Plant Wei Wu

Fine Synthesis Technical Group 6,
Saitama Plant
Wei Wu

2.Expanding 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. Since launching a full-scale program with this objective in 2007, the Company has pushed ahead with measures to transform the mindset of all employees and its corporate culture, provide education designed to encourage the drive and determination of female employees and broaden the range of jobs open to women. In fiscal year 2015, DIC established the C3 (“C Cubed”) Advisor System, whereby 12 female employees with experience in handling the demands of career and childcare are appointed to advise their juniors who are currently taking childcare leave on ways to maintain an effective balance once they return to work. In fiscal year 2016, the Company held the Women in DIC Forum, an event devoted to the issued of career opportunities for female employees. Approximately 800 employees took part in the forum, evenly divided between women and men, which featured presentations by female executives from a number of Group companies.
Thanks to these and other initiatives, the voluntary separation rate for female employees of the parent company declined to lower than 1% in fiscal year 2016, while average years of employment for female employees exceeded that for male employees. The Company will continue working to broaden the range of jobs open to women, including conducting awareness seminars for employees qualified for executive and managerial positions and studying the introduction of a telework* system. Through such efforts, the Company aims to boost the percentage of management positions occupied by female employees, with a target of 8.0% by fiscal year 2020 (as of December 31, 2016). DIC will also continue working to expand its recruitment of new female graduates from technical schools and bachelor’s and master’s degree programs, both sources of talented human resources. DIC has also formulated an action plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace.

  • *1“C3” represents the three “Cs” in “childcare” and “career.”
  • *2 Telework is a work arrangement that enables employees to work at home or another remote location using information and telecommunications technologies, eliminating the time and location constraints of traditional work arrangements.

Initiatives Aimed at Expanding Career Opportunities for Women

Policy for Advancing the Careers of
Female Employees

TOPICS Women in DIC Forum

Women in DIC Forum

In line with its commitment to advancing diversity, on October 20, 2016, DIC held the Women in DIC Forum, which addressed the issue of career opportunities for female employees, at its corporate headquarters in Tokyo. With the assistance of simultaneous interpreters, approximately 400 female and 400 male employees were able to participate in the event from 14 DIC Group sites across Japan. The forum began with opening remarks from DIC’s president and CEO. In the first session, four female executives from Group companies gave presentations on their own working styles and those of women in general, while in the second session three female employees in senior positions in the parent company joined the four speakers from the first session for a panel discussion on pursuing a rewarding career as a way to enrich life. Participating female employees reacted positively, with many saying that they had been inspired by the four female executives. DIC will continue to promote initiatives like this with the aim of being a company that empowers female employees.

3.Advancing the Employment of Individuals with Disabilities

Advancing the Employment of Individuals with Disabilities

DIC is committed to creating inclusive work environments that help individuals with disabilities enjoy active and fulfilling careers. One initiative, which began in fiscal year 2015, is an internship program, organized in collaboration with a facility providing support for individuals with intellectual disabilities, designed to transition into part-time employment. At the beginning of fiscal year 2017, three program participants were offered clerical positions.
As of December 31, 2016, individuals with disabilities accounted for 2.04% of DIC’s total labor force, in line with Japan’s legally mandated quota of 2.0%. Going forward, DIC will continue striving to enhance work environments and increase workplace accessibility with the aim of lifting this figure to 2.2% by fiscal year 2018.

4.Reemployment 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, short-time work and work sharing, this system enables reemployed individuals to maximize their experience and make full use of their accumulated technological capabilities and specialized expertise, thereby contributing to sustainable growth for the DIC Group and the training of subsequent generations.
DIC also offers classes for employees within a year or retirement that helps them prepare for life after their careers. These classes provide assistance with retirement planning, provide education regarding the national pension system and offer retirement lifestyle simulations.

Number of Reemployed Individuals

  Fiscal year 2014 Fiscal year 2015 Fiscal year 2016
Number of retirees (A) 39 126 108
Individuals seeking reemployment 28 104 92
Number of individuals reemployed (B) 27 97 91
Reemployment rate (B) / (A) 69.2% 77.0% 84.3%

Initiatives that Support a Healthy Work–Life Balance

DIC views work–life balance as essential to both self-realization and sustainable corporate growth. Accordingly, the Company encourages employees to seek both a satisfying work life and a fulfilling life outside work, creating a positive cycle that yields value-added results.

1.Enhancing Programs that Help Employees Balance the Demands of Work and Home

仕Enhancing Programs that Help Employees Balance the Demands of Work and Home

Kurumin Mark Certification
Kurumin Mark Certification
In 2008, DIC was accorded the Kurumin Mark, which recognizes companies that actively promote initiatives that assist with child rearing, by Japan’s Ministry of Health, Labour and Welfare.

In 1986, DIC blazed a trail for chemicals manufacturers in Japan by implementing a childcare leave program. Having established work and childcare balance support programs that exceed legal requirements in 2007, the Company continues promoting measures that make it easier for employees to make use thereof. In fiscal year 2008, the Company acquired the Kurumin Mark, which recognizes companies that promote initiatives designed to assist employees in raising children. DIC has also deployed a system that gives regular employees the option to accept or refuse transfers requiring relocation. In 2012, the Company established 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.
In Japan, the social ramifications of falling birth rates and lengthening life spans is an increase in the number of people requiring nursing care. Steps taken by the government to help address these issues include revising the Child Care and Family Care Law in 2016 to make it easier for individuals to take leave or time off and increasing benefits for temporary absences from work. To encourage use and promote knowledge of its leave programs, in fiscal year 2017 DIC published the Childcare and Nursing Care handbook.This was followed up with an employee awareness campaign that began in June 2017.

Work and Childcare Balance Support Programs

Childcare Leave Program The maximum length of leave is until the child reaches the age of 2 years and 6 months, which is one year longer than the legally mandated leave period.
Leave to Assist with Parenting Program Male employees can take five days’ paid leave during the eight weeks following their child’s birth to assist with parenting.
Childcare While Working Program Employees can shorten their workday by up to three hours until the end of a child’s third year of elementary school. Employees can also stagger their working hours to accommodate childcare schedules.
Economic support system This system enables employees on unpaid childcare leave to borrow a portion of their bonuses in advance to pay for, among others, fertility treatment or infant care facility fees.
Return to previous
(or equivalent) position
Employees returning from childcare leave must be allowed to return to their previous position or to a position equivalent thereto.
Information sharing to
promote program participation
DIC’s views on support for work and childcare balance, as well as a guide to its various available systems and how to make use of them, are posted on the Company’s website
and intranet.
Nursing care leave system Employees can take such leave for up to one year, exceeding the statutory maximum of 93 days.
Nursing Care While Working Program Employees not wishing to take leave while providing nursing care can shorten their workday by up to two hours or opt for a system in which they shorten their days by two hours before or after prescribed working hours.
Relocation limitation system Management-level employees may limit the locations to which they will accept transfers that involve relocating because of childbirth, childcare, nursing care or other responsibilities.

Number of Employees Using the Childcare Leave and Leave to Assist with Parenting Programs

Thanks to the introduction of various systems and the creation of an environment that encourages employees to make use thereof, the percentage of DIC employees who return to work after taking leave is currently 100%. In addition, awareness of the Company’s Leave to Assist with Parenting Program among male employees has risen, underscored by the fact that more than 67.4% of eligible employees took advantage of this program in fiscal year 2016.

  Fiscal year 2014 Fiscal year 2015 Fiscal year 2016
Number of employees using
the Childcare Leave Program
28 29 35
Number of employees using
the Leave to Assist with Parenting Program
63 64 62

2.Reducing Extreme Overwork and Encouraging Employees to Take Annual Paid Leave

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

DIC has deployed an electronic system to manage on-site hours, working hours and approved overtime hours. As a measure to prevent extreme overtime, if an employee exceeds the overtime limit agreed to with the employees’ union, his or her supervisor is required to submit a report to management confirming the work and reasons for the long hours while also presenting specific measures to ameliorate the situation. This report is also shared with the DIC Employees’ Union. DIC encourages employees to take annual paid leave, notably by recommending leave timing at each business site and having employees plan dates for such leave.

Average Monthly Overtime Hours Worked and Annual Paid Leave Taken

  Fiscal year 2014 Fiscal year 2015 Fiscal year 2016
Average monthly overtime hours worked per employee 12.2hours
12.1hours
12.3hours
Average annual paid leave granted 19.1days 18.8days 19.1days
Average annual paid leave used 11.0days 11.2days 12.0days
Usage rate for annual paid leave 57.6% 59.6% 62.8%
VOICE

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

Advanced Technology Marketing Dept.
Naoko Nakajima

Caring for Mental Health

DIC takes steps to create environments in which employees can feel secure and works to ensure that its labor management practices comply with legal requirements. The Company places a particularly high priority on caring for psychological and emotional well-being and has established a comprehensive mental health program, engaging an in-house occupational psychologist, encouraging awareness as a way of warding off mental health problems and providing support to ensure a smooth return to work for employees taking leave. Access to counseling from an occupational psychologist has had a particularly positive impact in terms of ensuring employees get treatment and are able to return to work as soon as possible.
DIC has also offered voluntary stress checks since fiscal year 2013. Looking ahead, the Company will continue to promote active, systematic efforts with the goal of preventing mental health disorders in accordance with related legislation passed in Japan in fiscal year 2016.

Mental Health Initiatives

Caring for Employee Health

A new healthy cafeteria menu selection
A new healthy cafeteria menu selection

DIC has always analyzed the results of employees’ annual physicals and provided assistance to employees for whom lifestyle improvements have been recommended by providing introductions to hospitals and clinics. The Company has also sought to contribute to good health for employees by encouraging the use Spirulina—a noted superfood* that is manufactured by a DIC Group company—as an ingredient in cooking.
In fiscal year 2016, DIC’s Healthcare Office and the Group company responsible for the operation of the employee cafeterias collaborated to develop a new healthy cafeteria menu. The new menu, dubbed DIC Irodori Care + (“DIC Colorful Care”), was launched in February 2017, beginning with the cafeteria at the Company’s corporate headquarters in Tokyo, with distinctive signage used to promote recognition and a clear explanation provided of the benefits of menu selections, including reduced calories and low sodium content, provided to encourage use.
DIC will continue implementing measures designed to help ensure the physical and mental health of its employees as part of its commitment to creating a work environment in which all employees can fully exercise their abilities.

  • *The term “superfood” is used to describe standard foods with an excellent balance of nutrients that provide health benefits and foods containing specific nutrients and/or ingredients good for human health.

Ties with Employees

Results presentation for employees (February 2016)
Results presentation for employees (February 2016)

DIC Plaza in-house newsletter
DIC Plaza in-house newsletter

Facility tour for the families of employees (Komaki Plant)
Facility tour for the families of employees (Komaki Plant)

The DIC Group promotes a variety of initiatives to facilitate active communication with its employees around the world. From March through April 2016, the Group conducted an employee awareness survey in Japan, the PRC and the Asia–Pacific region. The Group’s in-house newsletter, DIC Plaza, which is published in Japanese and English, was revamped in fiscal year 2016 to better reflect the voices of individual Group employees with the goal of enhancing in-house communications. As well as introducing colleagues and Group operations from around the world, the revamped DIC Plaza presents comments from a wide range of stakeholders. In addition, a new feature titled “The Front Line of Sustainability” was added with the aim of promoting employee awareness of the Group’s sustainability initiatives.
The DIC Group’s intranet is another way for DIC to share information with employees worldwide and further understanding of its activities. In fiscal year 2016, a total of 121 items were posted on the intranet.
Senior management also promotes opportunities for direct communication with employees. These include quarterly results presentations for employees given by the president and CEO, executive vice president and executive officers in charge of individual businesses, the goal of which is to enhance understanding of the Group’s management strategies and the Group’s current operating and financial status.
In November 2016, the Komaki Plant organized a facility tour for employees’ families. Planned as part of DIC’s ongoing branding program, the event was held as a first practical step toward achieving the plant’s goal, which is to create a production site worthy of showcasing to the world, by enabling employees to show their families the plant where they work. Forty-two family members participated in the tour, which included lunch at the employee cafeteria and a visit to the production floor.
DIC’s new corporate headquarters building in Tokyo, which was completed in May 2015, boasts an advanced global-standard flexible communications infrastructure. This has created an open, multipurpose space that accommodates a variety of working styles and reinforces relationships among employees.

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