Promotion of Diversity

Basic Approach and DE&I Policy

In September 2022, the Sumitomo Bakelite Group declared that it would be promoting Diversity, Equity, and Inclusion (DE&I), and established the “Basic Policy” for achieving DE&I in October 2022. In line with this, we are working toward the realization of a company where diverse human resources can demonstrate their individuality and abilities, where fair opportunities are provided to each individual in accordance with his/her circumstances, and where they can actively work with mutual understanding and respect.

With the first step of promoting the active participation of women, we will make our company a place where diverse human resources, such as employees with limited employment due to nursing care or disabilities, foreigners with different cultural backgrounds, and LGBTQ people, can play an active role.
Through the promotion of DE&I, we will create innovation by bringing together human resources with diverse viewpoints and using flexible thinking.

Diversity, Equity, and Inclusion

DE&I Policy

  • 1. The promotion of “Diversity, Equity, and Inclusion (DE&I)” is being addressed as one of Sumitomo Bakelite Group's management actions.
  • 2. We will promote the active participation of diverse personnel, with women's career development as the first step forward.
  • 3. To support the success of diverse human resources, we will aim to facilitate different ways of working by providing support for balancing their careers with life events.

Organization

The DE&I Promotion Office was established as a specialized department within the Human Resources Headquarters. Representatives from each business site in Japan and from Group companies also belong to the department to promote DE&I throughout Sumitomo Bakelite Group.

Organization

Initiatives to Promote the Advancement of Women

We are aiming to achieve the following targets to enable female employees to balance their own careers and life events.

(1) Continue working consistently and in the long term
(2) Perform at high levels
(3) Aim for higher positions

In fiscal 2022, to nurture a culture conducive to the active participation of women, we conducted diversity promotion training for members of management and diversity management training for department managers who have female employees in their line of command. These initiatives are monitored and reviewed by the Responsible Care Committee.

In March 2022, there were 40 female managers, for a female management staff ratio of 3.86%. The action plan developed in April 2020 addresses the issue of the low ratio of female career-track employees by setting and working toward the target for the “ratio of female career-track recruits of 20% or more each year.”

Of newly graduated recruits in fiscal 2022, the ratio of women was 25.9% (7 women among a total of 27 newly graduated recruits).

Trends in the proportion of female management staff

Trends in the proportion of female management staff
  • Applies to management staff excluding Executive Officers.
  • Figure for Sumitomo Bakelite Co., Ltd. (non-consolidated basis).
  • Includes those seconded to other companies with qualifications as managerial staff.
  • Based on data at the end of March of each fiscal year.

Male employees taking childcare leave

We have set a target of a 50% ratio of male employees taking childcare leave in fiscal 2023, and following the amendments made to the law in October 2022, we established the new “childcare leave after birth” system and provide five days of paid leave (100%), among other measures aimed at creating a workplace environment with leave systems so that male employees can take part in childraising.

childcare leave logo
  • Registered as a company or organization supporting “childcare leave” being promoted by the Tokyo Metropolitan Government' Kodomo Smile Movement. This movement runs educational and awareness activities that can help foster a social culture where anyone, regardless of gender, is able to take childcare leave if necessary.

Continued employment of retirees

In accordance with the Employment Security Law for the Elderly, our company has introduced a system that allows employees to continue working as contract employees even after the retirement age of 60. By utilizing the various knowledge, technologies, and know-how that our employees have accumulated over the years, we have established a system that enables them to continue working even after retirement.

Continued Employment after Retirement

(Unit: Persons)
FY2018 FY2019 FY2020 FY2021 FY2022
Number of retirement-age employees 23 17 38 34 34
Number of post-retirement rehires 20 16 34 28 23
Rehiring ratio 87% 94% 89% 82% 68%
  • For the rehiring ratio, the first decimal place was rounded to the nearest whole number.
  • Figure for Sumitomo Bakelite Co., Ltd. (non-consolidated basis).
 

Employment Rate of People with Disabilities

Our company considers the employment of people with disabilities, as stipulated by law, to be an integral part of corporate social responsibility. While giving the necessary consideration to enabling those with disabilities to carry out their work, we endeavor to offer workplaces that are as safe and secure for those with disabilities as they are for others, and that allow employees to continuously hone and cultivate their skills.

We are also making continuous efforts to employ new graduates with disabilities by, for example, accepting students with disabilities for internships so as to provide them with opportunities that suit their conditions and workstyle needs.

Employment rate of people with disabilities over the past five years

  • The employment rate of people with disabilities for each fiscal year is calculated by dividing the total number of persons with disabilities as of the first day of each month by the total number of regular employees as of the same da

Concrete efforts

1. Establishment of the Working Group for the Advancement of Women

In 2023, the Working Group for the Advancement of Women was established and round-table discussions were held for female employees at all business sites in Japan.

Based on the opinions of female employees, we are implementing highly effective measures that lead to the advancement of women, such as revising the system and strengthening educational activities.

In addition, we are encouraging female employees to share their views and opinions and build relationships where they can consult with each other.

round-table discussions

2. Support for people with disabilities

Activities of Sign Language Groups

The Sign Language Group was established in April 2022.
Deaf and hard of hearing employees at the head office serve as instructors and learn how to express fingerprints, sign language words, and sentences.
We will continue our activities to promote understanding of deaf people, improve sign language skills, and deepen exchanges between employees across departments.

Internship Program for Schools for the Deaf and Special Needs Schools

The head office, Kanuma Plant and Shizuoka Plant offer internships for high school students with disabilities.
The program provides students with hands-on experience with our company operations, including Excel exercises and hands-on training at production sites.
We will continue to provide opportunities to ensure that employment options are not limited by disabilities.

Sign Language Team Activities

Sign Language Team Activities

Support for balancing work and sports for people with disabilities

Ryuta Nakano is in charge of packing products at the Kanuma Plant, and his solid work has earned him the trust of his colleagues.
A versatile athlete, Nakano competed in national athletics competitions in high school, finishing second in the relay race and second in the 100 meter race.
After graduating from high school, his high physical ability earned him a place on the disabled soccer team, and he has become so good that he is called up every year to represent Tochigi Prefecture.
Nakano's team was the runner-up to the powerhouse Tokyo in the 22 National Disability Sports Tournament in 2022.
He is the oldest keeper in the team and the mood-maker in the workplace.
Sumitomo Bakelite will continue to support Nakano.

Ryuta Nakano

Ryuta Nakano

3.Completion of a new facility

The Amagasaki Plant opened a new dining hall in February 2024. The concept is to revitalize business activities by improving employee engagement and communication. A team consisting of members from across departments brought together opinions to develop concepts and design areas.

We have established facilities that are conscious of the promotion of DE & I, such as the establishment of communication areas for both internal and external users, the introduction of health-conscious menus, and the installation of barrier-free toilets and elevators that are easily accessible to a variety of users.

We will devote our efforts to creating a better environment so that each employee and customer can spend their time comfortably and safely.

Appearance photo

Appearance

Communication Space photo

Communication Space

4. Awareness and awareness activities

In order to create an environment in which each employee can demonstrate his/her abilities by embracing diverse values, we conduct various awareness activities, such as awareness of the importance of DE&I promotion and support systems.

Promote understanding of DE&I (1)

Directors and managers learned about the importance of promoting DE&I from a management perspective.

Promote understanding of DE&I (2)

All employees learned the necessity of promoting DE&I and the significance of realizing an organization where diverse human resources can flourish.
Diversity Management Aimed mainly at department heads, the participants understood the need for diversity and women's participation, and learned about specific methods of individual management.
Support for balancing work and childcare We learned about the necessity of male childcare leave and how taking childcare leave can have a positive impact on work.
Leader education Female managers learned the roles required for leaders and the specific skills that leaders should acquire.
Smart work education Female employees learned how to think about the future of work and career from multiple perspectives and how to work while achieving work-life balance.
Education of managers with child-rearing subordinates Managers with child-rearing employees as subordinates understood the importance of work-life balance and learned the skills to take the initiative in creating a comfortable work environment.

Balancing work and care

We learned the point of balancing care and work. I also shared the compatibility know-how of people who have experienced care.
LGBTQ education All employees learned the awareness necessary to deepen their understanding of LGBTQ people and to create a work environment that is comfortable for everyone.
Introduction of Unique Activities at Each Plant In accordance with the workplace environment, each plant carries out autonomous DE&I promotion activities. These activities were shared to raise the level of activities.

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