With Employees
Targets and Achievements of Major Approaches
| Objective/Task | FY 2011 Goals | FY 2011 Results | Evaluation | FY 2012 Goals |
|---|---|---|---|---|
| Train and appoint national staff to advance global management |
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Completed personnel system organization in the Southeast Asia region at one company in Indonesia. Completed analyses of roles at three Thai companies. | ★★ | Concerning organization of national staff HR systems led by DIC Asia Pacific at overseas subsidiaries, reorganization was carried out at two Indonesian companies |
| Support staff diversity and diversity in working styles through working women promotion activities | Continue with initiatives aimed at expanding roles for women in the Workplace | Increased female sales staff （16 in May 2011 → 20 in May 2012） and female manufacturing staff （7 in May 2011 → 8 staff at 5 worksites in two plants in May 2012） | ★★ | （1）女性社員の採用数の増加、および（2）職域拡大（営業職・製造職）に引き続き取り組む |
| Support staff diversity and diversity in working styles by promoting employment of handicapped Persons | Maintain and improve upon the legally stipulated annual employment rate and continue to cultivating comfortable work Environments | Achieved a 2.098％ employment rate （legally stipulated rate： 1.8％） by the end of FY 2011 | ★★ | 2013年度からの法定障がい者雇用率の引き上げ（1.8％→2.0％）に対応するため、障がい者雇用を引き続き促進する |
Goal of the DIC Group Human Resources Management
DIC proactively makes efforts to respect the work life balance of each and every employee and create a workplace that can provide job satisfaction with the aim of becoming a company in which all employees can exercise their full potential in jobs suited to their abilities.
Respect for Human Rights
The DIC Group clearly states to remove all human rights infringement in corporate activities and to respect diversity in the “DIC WAY Code of Business Conduct” and promotes business activities based on this philosophy. The group proactively holds dialogues with external stakeholders and held the “Stakeholder Dialogue” on human rights/labor practice in 2012.
Pursuing Deeper Trust between Labor and Management
We make efforts in cultivating trust based on dialogues, such as labor-management councils and casual management conferences, etc. with the aim of maintaining/improving healthy relationship with labor unions. Furthermore, we make efforts in sharing management information and visions in the labor-management councils and exchange honest opinions with labor unions.
Diversity
Development and Employment of Global Human Resources
The DIC Group has been establishing a system that enables us to develop staff for global management and employ human resources regardless of their nationalities. Specifically, we have been promoting it in group companies in Southeast Asia in steps. These steps include the deployment of the human resources system for local employees, which had already been introduced in our group companies in China, and provision of management training to develop the next generation of top management, etc. We have also been making efforts in creating a database for national staff human resources and establishing systematic training programs, etc.
Providing More Opportunities for Female Employees
Female employees working hard at the manufacturing site in the Saitama Plant
DIS is working on "women's working opportunities promotion activities" eagerly so that they can exercise their full potential.
First, we have been continuing to establish work systems to support “work and childcare balance” and providing management training for management ositions
as part of the efforts to establish a sound workplace environment and provide individual support to help female employees expand their work opportunities. As a result, the number of female employees who become qualified as candidates for management positions has certainly been increasing. DIC will continue to promote female employees’ working opportunities in the future.
In addition, we have also been employing female new graduates constantly. （Female ratio among the college graduate employees in 2011： 35.7％）
Promotion of Employment of Persons with Handicaps
The employment rate for persons with handicaps at the end of 2011 was 2.1％, which is over the 1.8％ of the legally required employment rate in Japan. We will make further efforts to enhance the retention rate by streamlining the workplace environment and proactively promote the enhancement of the workplace in which persons with handicaps can work.
Promotion of Re-employment
According to the Law Concerning Stabilization of Employment of Older Person, DIC has not only established the system that enables us to re-employ those up to 65 years old but also been making efforts to secure re-employment opportunities by also utilizing work sharing. With this system, re-employment employees have been utilizing their previous experiences and exercising great skills and expertise that they have cultivated.
Mental Health
DIC proactively promotes mental health management with the aim of establishing a workplace in which all employees can exercise their full potential. We conduct periodical self-checks for each employee to comprehend their mental health and provide selfmanagement training and line care training. In addition, we have been establishing internal systems in the DIC Group in Japan even including the provision of appropriate leaves, support for smoothly returning to work, and prevention of recurrence in case employees require recovery.
Initiatives to Achieve Work-Life Balance
Next-generation certification mark "Kurumin"
Initiatives to Achieve Work-Life Balance
DIC’s “Work and Childcare Balance Support Program” in Japan stipulates a system that more than satisfies legal requirements with flexible work styles, such as childcare leaves, various leaves, and short working hours. We continue to make various improvements in the operation so that they can be easily utilized according to each employee’s situation.
In addition, we have been operating the system, in which an employee can select the course depending on relocation in the human resources system for general employees, since 2002.
We have newly established the “relocation limiting system for management positions” in 2012 for people in management positions can also achieve work and life balance.
Work and Childcare Balance Support Program
| Childcare LeaveProgram | Regarding Childcare Leave Program, the maximum length of leaves is “until the child becomes 2 years and 6 months old”, which is 1 year more than the legal requirement. |
|---|---|
| Rules concerning returning to one’s previous （or equivalent） position | The rule specifies that the person will return to her original （or equivalent） position after leave. |
| Childcare While Working Program | For the period between a child‘s birth and the following 8 weeks, a male employee can take childcare leave of up to 5 days with the aim of creating an opportunity for a male employee to participate in childcare as a partner in childcare. |
| Establishment of the Economic Support System | The system allows an employee on childcare leave without pay to borrow part of her bonus. |
| Information sharing to promote program Participation | There is an internal loan system to resolve financial concerns in case of large expenses for infertility treatment or childcare facility, etc. The website in which DIC’s concept on work and childcare balance and the summary and usage of various systems are clearly explained can be found on our intranet. |
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Experiencing the responsibility as a global company in the field
For 2 months from October, 2011, I took training in Japan, on not only liquid crystal-related work but also pigments and functional polymers. Furthermore, I also studied patent-related information and flow of application. Since I had only been involved in sales activities for liquid crystal, I was able to expand my perspectives with the knowledge of various fields. Not only that, but I was also able to experience the rapid changes of the market, strengths of competitors, harshness of raw material and production costs, and the difficulty each department faces in response.
Since DIC deploys various products on a global scale, I especially felt the importance of communication with each department of each region.
DIC （Taiwan） Ltd. Sales Dept. 1 Manager
Hsin-Fang Chang
Employment/development of Human Resources
Management-level training curricula
Curricula aimed at training and reinforcing the competence of management-level employees in an increasingly global corporate market.
- DIC Management School
- DIC Business College
Curricula for cultivating competent human resources in global markets
Curricula aimed at strategically cultivating management- and staff-level human resources for DIC Group companies overseas by imparting essential, comprehensive expertise.
- Training for employees assigned to posts related to overseas business
- Support for employees seeking MBAs at overseas educational institutions
- Training overseas
Level-specific curricula
Curricula for newly recruited and promoted employees to learn the knowledge required to carry out the role at different levels.
- Training for newly promoted employees at different levels
- Training in coaching
- Training for new middle management-level employees
- Follow-up training for new employees
- Training for new recruits
- Training in mentoring
Self-development curricula
Various curricula offered by DIC Business School to employees who positively and voluntarily work for skill development
- Correspondence courses
- Video library courses
- e-learning courses
- In-house seminar courses
Performance-Based Employee Qualification System and Fair Treatment
Performance-Based Employee Qualification System and Fair Treatment
In order to enable all employees to exercise their full potential in jobs suited to their abilities and to fairly reflect this on their treatment, DIC has completely unified the qualification system regardless of the job type or education. For promotion selection for employee qualification, fair selection opportunities are given to all employees with motivation and skills by conducting selection tests based on objective standards.
In addition, we also consider it important for skills and performance exercised by each person to be appropriately evaluated and reflected in a timely manner for their job satisfaction. Due to such perspectives, the HR evaluation system has introduced a system based on “management by objective （MBO）”. Reflection of more transparent and legitimate evaluation results on the treatment is made possible by employing the system in which the evaluation results, including the reasons, are provided to individuals as feedback.
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Experiencing the speed of China business as an overseas trainee
I experienced being an overseas trainee for 1 year from February, 2011 in Guangzhou DIC International Co., Ltd. During my stay, I spent a lot of time with local staff and experienced various tasks, such as responding to customers, logistics-related tasks, and responding to chemical substance-related laws and regulations, etc. In particular it was truly rewarding for me to be able to directly experience the speed of China businesses in the course of my stay.
On the other hand, I struggled with the Chinese language outside of work. Chinese language focuses on tones, and people would not understand you if you make even the slightest mistake. It was very beneficial that I was able to receive instructions in the course of daily conversations. I still continue the studies after my return to Japan.
Fine Synthesis Technical Department
Kenzo Takeishi
Ties with Employees
The DIC Group promotes rejuvenation of communication with employees through various efforts and tools.
DIC also held 36 town meetings in 2011 as opportunities for the president and employees to directly hold dialogues. In addition, we strive to have closer communication among employees on a global scale by issuing the English and Chinese versions of “DIC Plaza”, which is an internal seasonal magazine that widely introduces topics from various departments and plants in the company. Furthermore, we have also launched a website called “Comfort Cafe” in order to promote employee enlightenment toward CSR through the intranet in 2011. We promote sharing of information for environmental issues, which the DIC Group should strive to solve through business activities, by covering the “climate change issue”, etc.
