Fostering a Culture That Embraces Challenge

Note: For details of the 14 human capital-related guiding principles see here.

In FY2021, SEKISUI CHEMICAL Group set the degree of challenging behavior expression as a key human capital KPI. Every year, we conduct a survey to measure employees' challenge behavior and employ the results of each survey to make improvements at the workplace level.

I am already engaging in specific challenging behavior in an effort to realize Vision 2030.
From FY2023: Respondents who replied “Yes” or “Somewhat applicable.”
Prior to FY2022: Respondents who replied “Yes.”

Engagement surveys that also include overseas Group companies are conducted each year. Within each survey, the percentage of employees who score an average of 4.5 or higher on six engagement-related behavioral questions (each on a 6-point scale), which measure passion for work and attachment to the Company is defined and measured as a key KPI.

SEKISUI CHEMICAL Group has set the target of exceeding 60% in FY2025, the final year of the Medium-term Management Plan.

For details of FY2023 results, see Major Initiatives for Fostering a Culture That Embraces Challenge.

In 2000, SEKISUI CHEMICAL Group launched an HR recruitment system in a bid to promote individual employee self-fulfillment and corporate growth. This system is implemented four times a year to match employees with departments.
Employees take the initiative to develop their capabilities and hone their individual skillsets in order to achieve their own careers. Those who raise their hands and take on the challenge of pursuing opportunities where they can play an active role will have the chance to move up the ladder. The Company can select from the pool of motivated employees who raise their hands.

SEKISUI CHEMICAL Group has established the Innovation School as a place to study where executive officers personally take on the role of educators to increase the motivation of each and every employee to, for example, change the Company and change each individual’s behavior. In addition, in line with the extension of the retirement age, we have established a new system for employees 60 year's old and older to work part-time. In order to expand opportunities for employees over the age of 60, we are increasing the number of work style options to expand their opportunities to play an active role and help them move on to their second life.

Every year, we conduct a survey to measure the level of employee engagement, focusing on their passion for work and attachment to the Company, as the foundation for taking on challenges. In fiscal 2023, the response rate hit a record high with the score improving to 133 compared with the previous year. Analyzing the results of the survey at the divisional company, Group company, and each organizational unit level, we are formulating and implementing improvement measures according to the issues faced.
As a cross-organizational initiative, the HR departments of domestic Group companies come together to undertake Engagement Drive Project activities. The project includes meetings to share advanced case studies of other companies and good practices internally, as well as seminars on organizational development methods.

SEKISUI CHEMICAL Group believes that promoting autonomous career development is important in further motivating employees to take on challenges. Working to promote this autonomous career development, SEKISUI CHEMICAL operates the Career Interview System for all employees. Under this system, employees discuss their past experience, commitment toward and fulfillment of roles as well as career and work orientation with their respective managers. The fruits of these discussions are then centrally managed under the Group’s human resource system and utilized in an organized manner.
Since its introduction in fiscal 2022, the promotion of measures to firmly establish this system has resulted in an improvement in the career interview implementation rate from 75.4% in FY2022 to 81.2% in FY2023. In addition to their immediate superiors, department heads and the Human Resources Department now have a better understanding of each employee’s career aspirations. As a result, we are now able to assign work, including transfers, and provide training opportunities, laying the groundwork for a more effective consideration of employees’ career development.
Moreover, we provide career autonomy supervisor and basic training on how to formulate career plans in order to conduct career interviews more effectively. Steps have also been taken to change the existing framework for career training opportunities from one that focus on age to a framework based on roles. We believe that such training is an opportunity for each employee to think autonomously about his or her career, and that through autonomous career development, we will be able to instill in our employees a proactive approach toward taking on challenges.