Diversity, Equity and Inclusion (DE&I)
The Policy on Developing an Internal Environment That Ensures Diversity
We strive to establish a proper personnel system and working conditions and foster a corporate culture that enables employees to fully demonstrate their capabilities, regardless of their individuality, value differences, or attributes, including gender, nationality, and length of service at the Company, thus contributing to corporate growth.
Implementation Status of Measures
Empowerment of Female Employees
Believing that empowering female employees is a key driver of DE&I, we have developed an action plan to create an environment that encourages women to further explore their potential. Current initiatives in this regard include enhanced support for employees balancing work with childcare or caregiving responsibilities, proactive recruitment of female managers, and the development of systems and infrastructure that ensure diversity. To support employees balancing work and childcare, we are working to implement programs that go beyond legal requirements, correct long working hours, and promote the use of paid leave—ensuring that employees feel truly empowered upon returning to work after childbirth and childcare.
Ratio of Female Employees Among New Hires and Ratio of Female Managers
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Female employees among New Hires (non-consolidated) | 24.1％ | 25.9％ | 23.9％ | 25.6％ | 31.4％ | 30.0％ | 43.8％ |
| Female managers (non-consolidated) | 2.0％ | 2.0％ | 2.2％ | 2.9％ | 3.6％ | 3.2％ | 4.9％ |
| Female managers (consolidated) | 1.9％ | 1.9％ | 2.2％ | 2.9％ | 6.6％ | 6.4％ | 7.9％ |
Gender Wage Gap
| FY2022 | FY2023 | |
|---|---|---|
| All female employees | 68.89％ | 71.32％ |
| Full-time female employees | 68.70％ | 69.99％ |
| Part-time female employees | 59.30％ | 66.39％ |
- No gender gap is observed in regular pay (the principal portion of fixed wages based on roles played and outcomes produced by each employee ) for employees excluding those in managerial positions. (95.72% in FY2023).
Uptake of Childcare Leave
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Acquisition rate (male) |
0.0％ | 0.0％ | 4.6％ | 5.1％ | 17.1％ | 44.0％ | 45.2％ |
| Acquisition rate (female) |
100.0％ | 75.0％ | 100.0％ | 100.0％ | 100.0％ | 100.0％ | 100.0％ |
Employees Raising Children on Shorter Work Shifts
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| The number of employees | 6 | 10 | 9 | 7 | 16 | 18 | 17 |
Promotion of Employment of People with Disabilities
With the aim of achieving normalization in society, we are actively advancing the employment of people with disabilities. Across many of our offices and business sites in Japan, they contribute through a wide variety of services, including general affairs and cleaning of workplaces, playing an essential role in underpinning our business operations. We will remain committed to assigning tasks that align with each individual’s unique strengths and aptitudes, creating a workplace environment where they can work positively and in ways that suit their needs.
Employment Rate of People with Disabilities
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Employment rate | 2.23％ | 2.32％ | 2.33％ | 2.10％ | 2.30％ | 2.10％ | 2.56％ |
| Statutory rate | 2.00％ | 2.20％ | 2.20％ | 2.20％ | 2.30％ | 2.30％ | 2.30％ |
Support for Senior Employees
Driven by a strong desire to keep every employee motivated throughout their career, regardless of age, we offer senior employees with extensive knowledge and experience career paths that extend beyond their mandatory retirement age. In more concrete terms, we hold career choice sessions and life plan seminars to support their work and financial planning following employment extension. Our career training also extends to younger employees, encouraging them to autonomously design their career paths early on with a view toward future performances.
Number of Employees Seeking Reemployment and Number of Reemployed Employees
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Employees reaching the mandatory retirement age | 23 | 12 | 9 | 3 | 19 | 24 | 32 |
| Compulsory retirees (not seeking continued employment) | 3 | 5 | 1 | 0 | 0 | 2 | 3 |
| Post-retirement employees | 20 | 7 | 8 | 3 | 19 | 22 | 29 |
| Post-retirement employees continuously employed at subsidiaries, affiliates, etc. | 6 | 2 | 1 | 0 | 2 | 2 | 0 |
| Compulsory retirees (those who sought continued employment but were unsuccessful) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Work-life Balance (WLB) Promotion Committee
Establishment of a WLB Promotion Committee
We established a WLB Promotion Committee to enhance the working environment that keeps employees motivated. We are also moving ahead with efforts to implement systems that promote reduced actual working hours by encouraging employees to take leave or work more efficiently and more flexible work arrangements that support balancing work with childcare or caregiving. In addition, we operate the SEIKA Mutual Aid Association to enhance employee welfare and contribute to the stability of employees’ lives.
Fundamental Principles of the WLB Promotion Committee
To achieve a healthy and fulfilling life where individuals take pride and satisfaction in their work and enjoy spending quality time with family, participating in community service, and pursuing personal development—all while discharging their job responsibilities
About the WLB Promotion Committee
- Members: Persons in charge of personnel affairs at each office / business site and labor union officials (Total: 15)
- Meeting frequency: Twice a year, in spring and fall
- Responsibilities: Monitoring the progress of indicators related to WLB, exchanging ideas on various initiatives, etc.
Initiatives to Promote WLB
Development of a Good Working Environment
Reduction of Long Working Hours and Promotion of Paid Leave Utilization
We are working to reduce working hours to realize “ways of working that are well-balanced and flexible” for ambitious human resources from diverse backgrounds. In addition, we are promoting productivity enhancement initiatives designed to maximize results within limited timeframes. These include improving work processes, setting and implementing rationalization targets, and sharing internal best practices across the Company to embed them in other departments.
Utilization of Paid Leave
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Paid Leave Taken | 69.6％ | 76.0％ | 75.3％ | 76.1％ | 76.6％ | 81.2％ | 81.0％ |
Overtime Work Hours (Monthly Average per Person)
| FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|---|
| Overtime Work Hours | 19.0 | 17.4 | 15.6 | 15.5 | 16.0 | 15.4 | 15.4 |
Realization of Autonomous and Flexible Ways of Working
To realize flexible ways of working, we are expanding a variety of programs. To facilitate open communication, we have redefined our dress code to introduce a more relaxed “office casual” attire and implemented work-from-home and flextime systems, enabling employees to work autonomously and flexibly. By allowing each employee to design their own workstyle through flexible ways of working, we aim to enhance both individual performance and overall organizational effectiveness.
Other Measures
- Introduction of the By-the-Hour Paid Leave System
- Introduction of the Leave of Absence System for Recurrent Education
- Establishment of Childcare Leave / Caregiver Leave Systems, with programs exceeding legal requirements
- Production of brochures facilitating the understanding of the Childcare Leave System and organization of informational briefing sessions
- Establishment of a benefit system by the SEIKA Mutual Aid Association to encourage childcare leave uptake
General Employer Action Plan
Pursuant to the provisions of the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on the Promotion of Women’s Active Engagement in Professional Life, we have established a general employer action plan in an attempt to develop a work environment that facilitates work-childcare balance and accommodates diverse working conditions, including those for employees who are not raising children.
