Promotion of Diversity

1. Childcare and Work-Life Balance

Shindengen and some Shindengen Group companies in Japan offer various types of leave including hospital, maternity, and pregnancy miscarriage, as well as time for child care and health management which includes reduction of working hours, flexible commuting times and extension of break times. Continual expansion of leave programs for childcare and nursing are underway.
Shindengen’s Hanno factory and Okabe Shindengen support Saitama Prefecture’s “Saitama Womanomics Project” and offer a true equal employment nvironment for female employees. As a result of their efforts to provide a better working environment for women and childcare programs they received the gold certificate-“Company with a Diversified Working Environment” from the local government.

Annual Statistics for Maternity and Childcare Leave

Fiscal Year 2014

Fiscal Year 2015

Fiscal Year 2016

Number of people obtaining maternity leave

5 8 5

Number of people obtaining childcare leave

8 9 5

(Within) Number of men obtaining childcare leave

0 1 0

Reinstatement rate following childcare leave (%)

100 100 100

2. Long-Term Leave System

Shindengen provides employees with the opportunity to take a long-term career break based on their length of career. The purpose is to refresh themselves, create a lively office, and educate successors.

3. Women in the Workplace

On March 31st 2016, Shindengen notified the Ministry of Health, Labor and Welfare, of its action plan regarding the Act on Women’s Promotion. Since the entire female employee ratio is low at Shindengen, there are relatively less number of departments and/or positions where female employees are working in.
Shindengen is focused on workforce gender diversity and providing women with opportunities to lead. Gender equality is undamental to our ability to make progress and for our business to more broadly move beyond the need for target-setting to an environment where true gender equality is achieved.

Current initiatives include:

  • Increasing the ratio of hiring female graduates to 30%;
  • Providing equal opportunity to female employees in a wide range of departments and occupations; and
  • Further promotion of work-life balance programs.

Shindengen Group companies are also preparing “Research and analysis of female employees’ status and issues in the workplace”, “Development and Notification of action plans” and “Information disclosure”.

4. Diversity Seminars

  • Diversity Seminar
    Diversity Seminar

In March 2017, Shindengen held a diversity seminar where external diversity experts spoke on topics including “subconscious gender bias” and the “gender communication gap between management and female employees”. Around 100 employees attended, and Shindengen recognizes the importance of continuing to promote gender equality and reforming existing work practices to provide women with equal opportunity at work.

5. Actively Working by Gaining Various Knowledge

  • Passed the Engineer Test
    Passed the Engineer Test

Shindengen fully supports employees seeking further education whether this be within the company, or externally. We recognize that knowledge and
experience of different fields, provides individuals with a unique perspective that can be used to solve problems within the workplace. Mr. Kazuhiro Yaeda of Shindengen’s New Energy Business Division’s (2nd Design Division) successfully passed the Electrical and Electronic Division ‘Engineer’ Test (2016). Having worked and studied in parallel, his upstanding efforts are to be commended.

6. Equal Employment: Disabilities and Ageing Employees

Shindengen Group is committed to being an employer of equal opportunity. We strive to provide opportunities to people with disabilities, as well as people approaching the retirement age.
An example of this, is the ‘second career system’ which is committed to re-hiring retirees of 60 years of age and extending their career up to 65 years old.

7. Foreign Nationals

At Shindengen we realize in an increasingly globalized business world, it is essential to harness the strengths offered by individuals from a variety of backgrounds and cultures. We respect different values, cultures and experiences (regardless of nationality, race and gender) and appreciate in doing so, we can grow as a business that has a positive contribution on society and our employees.

Annual Statistics for Number of Foreign Workers

Fiscal Year 2014

Fiscal Year 2015

Fiscal Year 2016

Number of foreign workers 19 21 23

Number of foreign workers at management level

5 6 6

(Within) Number of foreign workers at or above director level

2 0 0

Consolidated number of foreign workers

3,038 2,567 2,453

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