{"id":3021,"date":"2026-01-14T10:00:01","date_gmt":"2026-01-14T01:00:01","guid":{"rendered":"http:\/\/shokubai.mediawars.ne.jp\/ja\/?post_type=sustainability&#038;p=3021"},"modified":"2026-01-14T10:00:01","modified_gmt":"2026-01-14T01:00:01","slug":"diversity","status":"publish","type":"sustainability","link":"https:\/\/www.shokubai.co.jp\/en\/sustainability\/society\/diversity\/","title":{"rendered":"Diversity &amp; Inclusion"},"content":{"rendered":"\n<div class=\"ark-block-tab\"><ul role=\"tablist\" class=\"arkb-tabList\" data-tab-w-pc=\"auto\" data-tab-w-sp=\"auto\"><li class=\"arkb-tabList__item\" role=\"presentation\"><button class=\"arkb-tabList__button\" role=\"tab\" aria-selected=\"true\" aria-controls=\"tab-7204207a-0\">Diversity &amp; Inclusion<\/button><\/li><li class=\"arkb-tabList__item\" role=\"presentation\"><button class=\"arkb-tabList__button\" role=\"tab\" aria-selected=\"false\" aria-controls=\"tab-7204207a-1\">Work-life balance<\/button><\/li><\/ul><div class=\"arkb-tabBody\">\n<div class=\"arkb-tabBody__content ark-keep-mt--s\" id=\"tab-7204207a-0\" role=\"tabpanel\" aria-hidden=\"false\">\n<div class=\"wp-block-my-gutenberg-my-block00 m_ancNav\"><ul class=\"anc_content\"><li><a href=\"#anc01\">D&amp;I Promotion Policy<\/a><\/li><li><a href=\"#anc02\" title=\"\">D&amp;I promotion system<\/a><\/li><li><a href=\"#anc03\" title=\"\">Message from the Management on D&amp;I Promotion<\/a><\/li><li><a href=\"#anc04\" title=\"\">Promoting active participation of diverse talent<\/a><\/li><li><a href=\"#anc05\" title=\"\">D&amp;I training and lectures<\/a><\/li><\/ul><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Diversity &amp; Inclusion<\/h2>\n\n\n\n<p>Nippon Shokubai has set \u201crespecting diversity\u201d as one of the common values of our Group, and we see the promotion of diversity and inclusion (D&amp;I) as essential for sustainable growth. In this age of rapid change where it is difficult to predict the future, the promotion of D&amp;I is an important management strategy, and it is necessary to bring together people from a diverse range of backgrounds to speak from various perspectives and share ideas, leading to the creation of innovation.<br>In addition, the Nippon Shokubai Group Code of Conduct and the Basic Policy on Human Rights, prohibits discrimination on the basis of gender, age, nationality, race, ethnicity, social status, origin, ideology, creed, religion, physical characteristics, sexual orientation, gender identity, and the presence or absence of disease or disability. In response to the changing values of our increasingly diverse employees regarding their career and work styles, we are implementing various D&amp;I promotion measures.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"anc01\">D&amp;I Promotion Policy<\/h3>\n\n\n\n<p>We have formulated a D&amp;I Promotion Policy in order to respect the diversity of our employees. We recognize diverse ability, individuality, and value of each individual and unify them to enhance collective strength of Nippon Shokubai Group.&nbsp;We are implementing various measures to become an organization in which everyone can flourish in their own way.<\/p>\n\n\n\n<div class=\"m_voice\">\r\n<h4 class=\"m_labelHeading\">&lt; D&amp;I Promotion Policy&gt;<\/h4>\r\n<ol><li>We will create a working environment and culture where employees can work with diversity and mutual respect, and grow together.<\/li><li>Each employee, as a professional, will make every effort to show his or her individuality and ability, that will lead to innovation.<\/li><li>By enriching and balancing employee\u2019s work and life, each employee will improve his or her motivation and maximize their ability, thereby make great achievements<\/li><\/ol><!-- \/.m_voice --><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"anc02\">D&amp;I promotion system<\/h3>\n\n\n\n<p>The promotion of D&amp;I at Nippon Shokubai started in 2019 with the President\u2019s recommendation of the \u201cWomen\u2019s Empowerment Project,\u201d which consists of five women in core managerial positions. In response to our expansion of D&amp;I, we established the D&amp;I Promotion Group (now officially Personnel, D&amp;I Promotion Group) in the Human Resources Department in 2021, and we ae working to create an environment, systems, and culture in which diverse talent can play an active role and thrive.<br>Under our long-term vision, \u201cTechnoAmenity for the future,\u201d we have set targets for the ratio of female hires, the ratio of female managers, and the ratio of male employees taking childcare leave, the positive response rate for D&amp;I-related items in the employee survey. The Corporate Managing Committee reviews and discusses the progress of these targets and the measures undertaken, demonstrating management\u2019s commitment to promoting D&amp;I.<\/p>\n\n\n\n<p><strong>History of the promotion system<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>2019<br><br><br> <\/td><td>Launched the Women\u2019s Empowerment Project<br>Proposing company tasks and measures to enhance the promotion of women\u2019s participation and   advancement in the workplace<\/td><\/tr><tr><td>2021 <br><br><br><\/td><td>D&amp;I Promotion Group (now officially Personnel, D&amp;I Promotion Group) established in the Human Resources Department<br>Promoting the development of an environment, systems, and culture in which diverse talent can play an active role and thrive<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"anc03\">Message from the Management on D&amp;I Promotion<\/h3>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-1 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:66.66%\">\n<p>D&amp;I in our company means that diverse employees, not only diverse in race, nationality, gender, age, or disability, but also diverse in ability, individuality and values of each individual, respect each other, demonstrate and integrate their abilities, and create new value.<br>In this age of rapid change where it is difficult to predict the future, we must respond flexibly to change, understand issues from the customer\u2019s perspective, and continue to provide products that help solve a diverse range of issues. This is why I believe that promoting D&amp;I as a source of innovation is the key to achieving our long-term vision of \u201cTechnoAmenity for the future.\u201d<\/p>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:33.33%\">\n<figure class=\"wp-block-gallery has-nested-images columns-default is-cropped wp-block-gallery-1 is-layout-flex wp-block-gallery-is-layout-flex\">\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"816\" height=\"1024\" src=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801-816x1024.jpg\" alt=\"\" class=\"wp-image-17082\" srcset=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801-816x1024.jpg 816w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801-239x300.jpg 239w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801-768x964.jpg 768w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801-1224x1536.jpg 1224w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Kuniaki-Takagi_250801.jpg 1530w\" sizes=\"(max-width: 816px) 100vw, 816px\" \/><\/figure>\n<\/figure>\n<\/div>\n<\/div>\n\n\n\n<p>We introduced the new human resources management system in April 2022, which is based on the proper evaluation of individual abilities and achievements instead of academic background or seniority.<br>In addition to our existing flextime and teleworking, we have also introduced a Work location declaration system, which enables employees to work flexibly according to their individual circumstances.<br>In our current situation, I believe that the first indicators to measure the progress of D&amp;I promotion are the ratio of women hires, the ratio of women in managerial positions, and the ratio of men taking childcare leave. <br>We continue to promote D&amp;I, so that strive for the mutual growing and development of Nippon Shokubai and its employees and to provide new value to society in the future.<\/p>\n\n\n\n<p class=\"has-text-align-right\">Director of the Board, Managing Executive Officer<br> Administration, HR, Finance, Accounting<br> Kuniaki Takagi<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"anc04\">Promoting active participation of diverse talent<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">D&amp;I Promotion Roadmap (to FY2030)<\/h4>\n\n\n\n<p>We formulated a roadmap to FY2030 after setting out four key challenges for promoting D&amp;I (fostering a D&amp;I mindset, promoting the further empowerment of employees, supporting work-life balance, and the diversification of the corporate system). The human resources department\u2019s D&amp;I Promotion Group &nbsp;(now officially Personnel, D&amp;I Promotion Group) established in April 2021 is leading our planning and implementation of various measures.<\/p>\n\n\n\n<div class=\"m_liquidImage\"><a href=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_DI-Promotion-Roadmap_250806_en.png\"><img decoding=\"async\" src=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_DI-Promotion-Roadmap_250806_en.png\" alt=\"D&amp;I Promotion Roadmap (to FY2030)\" width=\"700\" height=\"500\" loading=\"lazy\"><\/a><\/div>\n\n\n\n<h4 class=\"wp-block-heading\">Promoting women\u2019s participation and advancement in workplaces<\/h4>\n\n\n\n<p>We have been actively promoting the participation of women in our business activities by actively hiring female employees in our administrative, chemical, and factory divisions. At the same time, we are focusing our efforts on fostering a corporate culture that allows women to continue working if they please, such as by improving our systems.<br>Our biggest challenge now is to increase the number of women in decision-making positions. To achieve this, we need to fill the pipeline for female employees, and in order to increase the number of female candidates for managerial positions, we need to raise the ratio of female employees across the company. Accordingly, we have set ratios for the number of female managers and female hires as indicators for promoting the active participation and advancement of women.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">Increasing the ratio of female managers<\/h5>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-2 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:66.66%\">\n<p>We are working to raise the ratio of female managers to 8% by the end of FY2027. In order to achieve this goal, we believe it is necessary to further deepen a correct understanding of D&amp;I in management and communication, particularly among managers, and to appropriately improve both the rate and speed of the promotion of women to section managers, which tends to be lower than that of men.<br>Based on this philosophy, we are promoting a deeper, more correct understanding by carrying out D&amp;I management training for executives and line managers, as well as video training for managers.<\/p>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:33.33%\">\n<div class=\"m_liquidImage\"><a href=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Percentage-of-women_250801_en.jpg\"><img decoding=\"async\" src=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2025\/08\/G-6-3_Percentage-of-women_250801_en.jpg\" alt=\"D&amp;I Promotion Roadmap (to FY2030)\" width=\"233\" height=\"166\" loading=\"lazy\"><\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n<h5 class=\"wp-block-heading\">Increasing the ratio of female hires<\/h5>\n\n\n\n<p>We have set a target of maintaining our ratio of female hires to at 30%&nbsp;or above for administrative and chemical department positions through FY2027. At least 30% of new employees in the administrative and chemical departments will be women, and we are aiming to build a talent pipeline that maintains this ratio. In order to achieve this target, we are actively promoting the creation of an environment that is friendly and welcoming to women, introducing female employees who are currently playing an active role in the company, and more.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Promoting the active participation of foreign employees<\/h4>\n\n\n\n<p>In anticipation of further expansion of our business across the globe, we continue to hire foreign nationals in Japan as well as in our Group companies in other countries.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Promoting the active participation of employees with disabilities<\/h4>\n\n\n\n<p>We are committed to employing people with disabilities, who are playing active roles in various jobs at each of our workplaces.<br>Moreover, NS Green Co., Ltd., our designated Group subsidiary established from the perspective of promoting the employment of people with disabilities, is in charge of the management of green spaces of manufacturing plants, and also grows seedlings of chrysanthemum in small pots every year. In FY2024, 15,100 seedlings were distributed to approximately 235 organizations for free, thereby supporting the urban greening project by the prefectural government.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Promoting the active participation of employees who have been rehired past the compulsory retirement age<\/h4>\n\n\n\n<p>We have introduced a job-based re-employment system that enables employees to continue working after compulsory retirement up to age 65 with a high level of motivation. We currently have more than 100 experienced rehired retirees who are contributing to the passing on of core techniques and helping to develop young talent. With an eye on the era of 100-year lifespans, we offer second-career training, programs for work experience outside the company (cross-border work), and more to support each employee in becoming a professional in their own life.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">LGBTQ inclusion<\/h4>\n\n\n\n<p>The Nippon Shokubai Group Code of Conduct states that discrimination based on sexual orientation or gender identity is not permitted.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Establishment of a dedicated counter<br>We have set up an LGBT helpline to help those with LGBTQ-related issues, including harassment and difficulties with coming out.<\/li>\n\n\n\n<li>Benefits for same-sex partners<br>As of April 2024, if an employee notifies the company that they have a same-sex partner, the company will treat said partner in the same way as spouses with respect to certain leave, leave of absences, and benefit systems. In order to foster a culture that makes it easier for employees to use the system, we are considering measures and working to create an environment that makes it easier for said employees to work.<br>\u3000Applicable in-house programs: Marriage, bereavement, care and nursing leave, childcare and caregiving leave, company housing systems, and the employee welfare club<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"anc05\">D&amp;I training and lectures<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">D&amp;I management training<\/h4>\n\n\n\n<p>The promotion of D&amp;I is not driven by a specific department. It cannot be promoted without the understanding and cooperation of each and every department and business site. This training is first conduct for executives and line managers to foster a D&amp;I mindset and promote innovation.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:90%\"><tbody><tr><th style=\"width:30%\">Program<\/th><th>Details<\/th><\/tr><tr><td style=\"width:30%\">Promoting D&amp;I as a management strategy<\/td><td>D&amp;I promotion as a corporate growth strategy, our D&amp;I Promotion Policy, and promoting women\u2019s participation and advancement in the workplace as a touchstone of D&amp;I<\/td><\/tr><tr><td style=\"width:30%\">Developing and managing a diverse workforce<\/td><td>How to unleash the potential of a diverse range of employees and deal with unconscious biases<\/td><\/tr><tr><td style=\"width:30%\">Making the most of a diverse range of talent to strengthen the company<\/td><td>Reviewing \u201chow to work,\u201d the concept of future support for work-life balance, and D&amp;I is daily communication<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">In-house compliance training (D&amp;I promotion)<\/h4>\n\n\n\n<p>As part of our in-house compliance training, we carried out D&amp;I promotion training for all employees. The Nippon Shokubai Group Code of Conduct stipulates \u201crespect for human rights\u201d and the \u201cpromoting the active participation of diverse talent.\u201d We are deepening our understanding of D&amp;I in order to foster an organizational culture that embraces D&amp;I.<br>After viewing the video material, participants reflected on their work and actions taken at their workplaces, identified what they could and could not put into practice, and discussed positive responses and solutions for each workplace.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">In new employee training (D&amp;I promotion)<\/h4>\n\n\n\n<p>D&amp;I training for new employees, we foster awareness by explaining what D&amp;I is, the significance of our efforts, and how each individual\u2019s efforts will help create a positive D&amp;I culture.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:90%\"><tbody><tr><th style=\"width:30%\">Program<\/th><th>Details<\/th><\/tr><tr><td style=\"width:30%\">What is D&amp;I? <br>The background regarding its promotion<\/td><td>Why organizations need D&amp;I, management strategies, and the risks for organizations lacking D&amp;I<\/td><\/tr><tr><td style=\"width:30%\">The first step to D&amp;I<\/td><td>Specific actions to be taken, unconscious biases, and psychological safety<\/td><\/tr><tr><td style=\"width:30%\">Nippon Shokubai\u2019s initiatives<\/td><td>Our D&amp;I Promotion Policy, past initiatives, and current status<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Networking training for female employees<\/h4>\n\n\n\n<p>Starting in FY2021, we have been carrying out networking training for female employees with the aim of helping participants develop their skills and shape their careers in a way that allows them to be themselves while finding fulfillment and job satisfaction, as well as facilitating networking among female employees. This training incorporates a lot of work and dialogue, and by expressing themselves verbally, they can gain a new understanding of themselves and learn a lot from others. In addition, by involving supervisors in these activities, we are able to stimulate communication between them as well.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"\" style=\"width:75%\"><tbody><tr><th style=\"width:20%\">Session 1<\/th><td><strong>Introduction<\/strong><br>Why Promote Diversity and Women&#8217;s Empowerment?<br>Motivating participants to actively engage in the training by understanding its importance.<br><strong>Career Design Workshop<\/strong><br>Encouraging participants to take ownership of their careers and envision their future paths.<\/td><\/tr><tr><th style=\"width:20%\">Session 2<\/th><td><strong>Shared Leadership Workshop<\/strong><br>Learning how everyone can demonstrate autonomous leadership in their daily work.<br><strong>Networking Event with Successful Female Employees<\/strong><br>Gaining insights and inspiration from women who are thriving both inside and outside the company.<\/td><\/tr><tr><th style=\"width:20%\">Session 3<\/th><td><strong>Action Declaration Presentations<\/strong><br>Participants will present their personal reflections and insights gained from the training, including:<br><strong>\u201cMy Past, My Present (Self-Analysis), and My Future.\u201d<\/strong><\/td><\/tr><tr><th style=\"width:20%\">Supervisor Session<\/th><td><strong>Management Training to Empower Female Team Members<\/strong><br>\uff65Promoting diversity as a growth strategy<br>\uff65Why focus on women?<br>\uff65Recognizing unconscious bias<br>\uff65Supporting and encouraging autonomous career development for female employees<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Second career training<\/h4>\n\n\n\n<p>Second career training is held for employees aged 52 and up with the goal of having them reaffirm their own values and skills, helping them to map out their future career plans in light of possible changes in the environment. In order for senior employees to work with enthusiasm, it is important for them to make independent career choices. Participants take stock of their career and verbalize their strengths and values in order to deepen their self-understanding. They then consider their career options and design their future careers.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:90%\"><tbody><tr><th style=\"width:30%\">Program<\/th><th>Details<\/th><\/tr><tr><td style=\"width:30%\">Thinking about future work styles and money<\/td><td>Think about how you want to work and until what age, taking financial factors into consideration<\/td><\/tr><tr><td style=\"width:30%\">Self-understanding<\/td><td>Identifying your strengths, characteristics, and values, which you can utilize in your future career<\/td><\/tr><tr><td style=\"width:30%\">Considering your career options<\/td><td>Expand your potential by considering your future career options from two different perspectives<\/td><\/tr><tr><td style=\"width:30%\">Design your future career<\/td><td>Put into words what you want to be after age 60, and think about what you can and want to do moving forward<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Cross-cultural communication training<\/h4>\n\n\n\n<p>We provide cross-cultural communication training so that employees can acquire the knowledge and common language necessary for working with people from different cultures. Targeted at those who have numerous opportunities to communicate with people from different cultures, both in Japan and overseas, approximately 20 people take this course every year. Participants gain an understanding of differences in culture, communication styles, work styles, problem-solving methods, and more, considering and learning how to behave in a different culture through pair work and discussions.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:90%\"><tbody><tr><th style=\"width:30%\">Program<\/th><th>Details<\/th><\/tr><tr><td style=\"width:30%\">A mindset for accepting different cultures<\/td><td>Rather than blindly denying or ignoring differences in the culture, values, and common sense of others, learn to adopt a mindset of accepting them and utilizing them in your own work<\/td><\/tr><tr><td style=\"width:30%\">Four styles of collaboration for understanding different cultures<\/td><td>Four styles of collaboration that help promote an understanding of various differences so that challenges can be found and a mutual compromise can be reached<\/td><\/tr><tr><td style=\"width:30%\">Communication skills for reaching out to people from different cultures<\/td><td>Learn communication skills that help you reach out to those who are different from yourself<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n\n\n\n<div class=\"arkb-tabBody__content ark-keep-mt--s\" id=\"tab-7204207a-1\" role=\"tabpanel\" aria-hidden=\"true\">\n<h2 class=\"wp-block-heading\">Work-life balance<\/h2>\n\n\n\n<p>We have established systems that go beyond the legal requirements regarding time off and leaves of absence, working hours, and income considerations to accommodate life events such as childcare and nursing care, and we have been working to raise awareness of these systems.<br>In addition to supporting flexible work styles such as with our teleworking and flextime, we are working to provide support for employees to balance their work and life, such as revising our system to allow employees to take accumulated leave regardless of the reason.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Promoting work-life balance<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">Providing balanced assistance for work, child care and nursing care<\/h4>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-3 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:66.66%\">\n<p>To create a better environment that supports employees with their parenting and nursing responsibilities while employed, we are working to establish systems and raise the awareness of our employees. We have published a guidebook that summarizes our balanced support system to keep the users of the system informed, while working to improve the system so that users can easily obtain the understanding of and cooperation from their superiors and coworkers.<br><\/p>\n\n\n\n<p>* Number of persons taking childcare leave of absence: 100 (FY 2024 total)<br>* Return rate from child care leave of absence : 100% (FY2024)<\/p>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:33.33%\">\n<figure class=\"wp-block-image size-large is-resized size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"947\" height=\"1024\" src=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2026\/01\/G-6-3_DI_Platinum-Kurumin-947x1024.png\" alt=\"\" class=\"wp-image-19130\" style=\"width:223px;height:auto\" srcset=\"https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2026\/01\/G-6-3_DI_Platinum-Kurumin-947x1024.png 947w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2026\/01\/G-6-3_DI_Platinum-Kurumin-278x300.png 278w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2026\/01\/G-6-3_DI_Platinum-Kurumin-768x830.png 768w, https:\/\/www.shokubai.co.jp\/en\/wordpress\/wp-content\/uploads\/2026\/01\/G-6-3_DI_Platinum-Kurumin.png 1040w\" sizes=\"(max-width: 947px) 100vw, 947px\" \/><figcaption class=\"wp-element-caption\">In December 2025, we received Platinum Kurumin certification from the Minister of Health, Labour and Welfare as an outstanding company that support parenting.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n\n\n\n<h4 class=\"wp-block-heading\">Raising the percentage of male employees taking childcare leave<\/h4>\n\n\n\n<p>We set a goal of raising the percentage of male employees taking childcare leave to at least 30% by the end of FY2024, and have promoted initiatives such as cultivating a D&amp;I mindset among managers and creating a handbook to raise awareness of the childcare leave system. When the Act on Childcare Leave\/Caregiver Leave was revised in October 2022, we established a new system for childcare leave after birth that provides paid leave for up to 15 calendar days of an employee\u2019s leave period. As a result, we were able to achieve our target, reaching 51.1% in FY2022. We have now raised our target to the challenging goal of 100% of male employees taking childcare leave of at least 15 days*, and are further promoting the development of a corporate culture and systems that make it easier for all eligible employees to take childcare leave, regardless of the organizational structure or work situation in each department.<\/p>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:120%\"><tbody><tr><th style=\"width:35%\"><\/th><th>FY2019<\/th><th>FY2020<\/th><th>FY2021<\/th><th>FY2022<\/th><th>FY2023<\/th><th>FY2024<\/th><\/tr><tr><th style=\"text-align:left;width:35%\">The percentage of male employees <br>taking childcare leave<\/th><td style=\"text-align:right\">9.0%<\/td><td style=\"text-align:right\">5.9%<\/td><td style=\"text-align:right\">7.2%<\/td><td style=\"text-align:right\">51.1%<\/td><td style=\"text-align:right\">92.0%<\/td><td style=\"text-align:right\">97.8%<\/td><\/tr><tr><th style=\"text-align:left;width:35%\">(After change)<br> Percentage of male employees taking childcare leave <br>(15 days or more)<\/th><td style=\"text-align:right\">&#8211;<\/td><td style=\"text-align:right\">&#8211;<\/td><td style=\"text-align:right\">&#8211;<\/td><td style=\"text-align:right\">36.4%<\/td><td style=\"text-align:right\">90.0%<\/td><td style=\"text-align:right\">95.7%<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Reduce overtime work and promote flexible working styles<\/h4>\n\n\n\n<p>We are working to reduce overtime work and promote flexible working styles. The Working Hours Management Committee, composed of both labor and management, monitors the overtime performance of all employees on a monthly basis and endeavors to reduce them. For employees who have worked long hours, we conduct monthly health checks by having them speak with or be interviewed by an industrial physician, and provide guidance to the employee\u2019s supervisor based on the results of the health check.<br>In addition, we have introduced a paid leave that allows employees to take on a half-day or even hourly basis, a teleworking, and a unique flextime has no core hours and allows employees to work less than the specified working hours.<br>We will continue to create a comfortable working environment that takes the work-life balance of our employees into consideration.<\/p>\n\n\n\n<p>* Average monthly overtime hours per person: 15.1 hours (FY2024)<br>* Percentage of annual paid leave taken: 80.9% (FY2024)<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Promoting mental and physical health management<\/h4>\n\n\n\n<p>To maintain and improve the mental and physical health of our employees, we have introduced various measures to help them to manage their health. Administered by our industrial physicians and occupational health staff, these efforts revolve around the health promotion office in each of our business offices. Specifically, we conduct general and specialized health examinations and provide tailored health advice in cooperation with the Nippon Shokubai Health Insurance Union. Together, we arrange health checks with dentists in addition to family health checks and the like. We also offer educational activities such as in-house lectures, physical strength measurement sessions and sports event on a regular basis.<br>We have formulated a Mental Health Plan aimed at staving off mental and physical illnesses. At the same time, we are working to improve productivity and create a bright and lively workplace by providing stress checks and level-based training focusing on mental health education for all employees. In FY2019, we held 10 sessions of line care training targeting around 550 managers throughout the company. In FY2021 and FY2022, we provided web video training to young people and mid-career employees, respectively.<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"240\" height=\"144\" src=\"\/en\/wordpress\/wp-content\/uploads\/2022\/08\/img_human-right_09.png\" alt=\"\" class=\"wp-image-3000\"\/><figcaption class=\"wp-element-caption\">Mental health training<\/figcaption><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Main systems and measures taking work-life balance into consideration<\/h4>\n\n\n\n<figure class=\"wp-block-flexible-table-block-table\"><table class=\"has-fixed-layout\" style=\"width:auto\"><tbody><tr><td>Annual paid leave<\/td><td>Employees are granted 16 days per year upon joining the company and 20 days per year after their fifth year of service. This time off can be taken in increments of one day, a half day, or even hourly.<\/td><\/tr><tr><td>Accumulated leave<\/td><td>Up to 5 days of unused paid leave can be accumulated per year, up to a total of 50 days, and can be taken regardless of reason.<\/td><\/tr><tr><td>Special paid leave<\/td><td>Assignment leave\/Protective leave\/Marriage leave\/Bereavement leave\/Special leave\/Public duty leave<\/td><\/tr><tr><td>Flextime<\/td><td>Working hours are managed on a monthly basis instead of a daily basis. There is no core time. If you work at least one hour a day, you can work less than the designated working hours per month.<\/td><\/tr><tr><td>Teleworking<\/td><td>Can be used up to 10 days per month.<\/td><\/tr><tr><td>Cross-border work<\/td><td>Conditions and procedures are in place for employees aged 52 or older to work outside the company.<\/td><\/tr><tr><td>Overseas accompaniment leave<\/td><td>Employees can take a leave of absence of up to five years to accompany their spouse on an overseas assignment.<\/td><\/tr><tr><td>Childcare leave<\/td><td>Employees can take childcare leave in two installments to care for children under three years old.<\/td><\/tr><tr><td>System for childcare leave after birth<\/td><td>Employees can take a leave of absence for childcare purposes in two installments up to a total of four weeks within eight weeks of the date of birth or expected date of birth.<br>It provides paid leave for up to 15 calendar days of an employee\u2019s leave period.<\/td><\/tr><tr><td>Nursing leave <\/td><td>When an employee needs to care for a child up to the third grade of elementary school, they can take leave for nursing purposes, regardless of the reason, in hourly increments, up to 5 days per year if they have one child, and up to 10 days per year if they have two or more children.<\/td><\/tr><tr><td>Childcare reduced working hours<\/td><td>Employees can reduce their working hours by up to two hours a day in order to raise their children, up to the child reaching the third grade of elementary school.<\/td><\/tr><tr><td>Caregiver leave<\/td><td>Employees can take leave up to three times, for a total of 365 days, to care for a family member who requires it (*).<\/td><\/tr><tr><td>Nursing care leave<\/td><td>When nursing care is required for a relative (*) in need, up to 5 days of leave can be taken per year for one family member, and up to 10 days a year for two or more family members.<\/td><\/tr><tr><td>Nursing care reduced working hours<\/td><td>In order to care for a relative (*) who is in need of nursing care, an employee can reduce their designated working hours to six hours per day. This can be used up to two times per care recipient within a three year period.<\/td><\/tr><\/tbody><\/table><figcaption>*Parents, spouses, and children of the employee and their spouse, and grandparents, siblings, or grandchildren of the employee.<\/figcaption><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\">Toward a sound labor-management relationship\t<\/h4>\n\n\n\n<p>Nippon Shokubai and the Nippon Shokubai Labor Union, a member of the Japanese Federation of Energy and Chemistry Workers Unions, maintain a dialogue based on mutual respect as their basic stance.&nbsp;Respecting the three rights of labor and through a good labor-management relationship based on mutual understanding and trust, we are addressing the resolution of various issues and achievement of goals through cooperation. Regarding collective bargaining, we have specified the scope of negotiations, procedures, the method of settlement, and other matters in collective labor agreements so that various issues can be properly solved and overcome through dialogue.&nbsp; Moreover, meetings of the central labor-management council and meetings of the branch labor-management council at each plant are held periodically as forums for exchanging opinions between labor and management. The company and the union have concluded a union shop agreement under which all our general employees join the union.<\/p>\n<\/div>\n<\/div><\/div>\n","protected":false},"author":1,"featured_media":0,"parent":2963,"menu_order":10,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"cat_sustainability":[343],"class_list":["post-3021","sustainability","type-sustainability","status-publish","format-standard","hentry","cat_sustainability-society"],"aioseo_notices":[],"acf":{"memo":"\u753b\u50cf\u306e\u307f","is_hide_navi":false},"_links":{"self":[{"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/sustainability\/3021"}],"collection":[{"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/sustainability"}],"about":[{"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/types\/sustainability"}],"author":[{"embeddable":true,"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":49,"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/sustainability\/3021\/revisions"}],"predecessor-version":[{"id":19129,"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/sustainability\/3021\/revisions\/19129"}],"up":[{"embeddable":true,"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/sustainability\/2963"}],"wp:attachment":[{"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/media?parent=3021"}],"wp:term":[{"taxonomy":"cat_sustainability","embeddable":true,"href":"https:\/\/www.shokubai.co.jp\/en\/wp-json\/wp\/v2\/cat_sustainability?post=3021"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}