Human Resources | Society | Sustainability | Asahi Kasei

Human Resources

Basic policy regarding labor issues

The Asahi Kasei Group believes that all of the human resources working at the Group are the source of new value creation based on their diversity and capability to change.

As a signatory to the UN Global Compact, the Asahi Kasei Group supports and respects the labor-related principles set forth therein. We also endorse the United Nations Guiding Principles on Business and Human Rights and the Children's Rights and Business Principles, and we will use these frameworks to grasp and appropriately address labor issues in our business.
The United Nations Global Compact stipulates the following labor principles.

  • Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining
  • Businesses should uphold the elimination of all forms of forced and compulsory labor
  • Businesses should uphold the effective abolition of child labor
  • Businesses should uphold the elimination of discrimination in respect of employment and occupation

Furthermore, the Asahi Kasei Group Code of Conduct clearly states that the Group, as well as its suppliers, does not allow inhumane practices such as child and forced labor, prohibits discrimination for any reason including employment status, respects human rights and diversity, and carries out its business with sincerity and a sense of responsibility.

Based on the above approach, we will not only comply with domestic and international labor laws and regulations on the following labor issues, but also strive to create a work environment where employees can reach their maximum abilities while working with safetly and peace of mind.

  • Prevention of child and forced labor
  • Reduction of excessive working hours
  • Formulation of working conditions based on consultation between labor and management
    We will maintain a certain standard of living for our employees through compliance with locally stipulated minimum wages and the payment of fair wages.
  • Guarantee of freedom of association and collective bargaining rights

    We guarantee the freedom of association and collective bargaining rights for the employees we hire.

The Group's working conditions are formulated and implemented based on consultation and agreement between labor and management.

Management framework

General Affairs and the Human Resources and Organizational Development Group at Human Resources oversee initiatives related to personnel and labor management and human resource development. Each Group company operates its own personnel system and strives for human resource development. The Group-wide status is confirmed through regular audits to ensure there are no violations of laws and regulations or improprieties.

Initiatives for compliance with labor standards and work style reform

Consultation between labor and management regarding labor standards

We strive to ensure legal compliance through such means as sharing information on topic and amendments to labor-related laws with Group companies in order to ensure Group-wide legal compliance.
In fiscal 2017, We also established an expert committee for the labor union and company to examine work style reform, and measures such as a telecommuting system have been implemented.
Moreover, we have promoted the use of annual leave days to reduce working hours. In addition to this, we monitor workplaces that have comparatively long working hours with the aim of preventing excessive working hours at the level of each organization.

Specific work style reform initiatives (adopted in fiscal 2019)

  • Work from home program
  • Availability of paid annual leave in one-hour units
  • Increase in number of annual leave days by one day, etc.

In fiscal 2020, there were six cases of Labor Standards Act violations where labor standards were violated in the Group (in Japan). Four of the cases involved overtime that exceeded the monthly limit (80 hours), and the other two cases involved overtime that exceeded the annual limit for the application of the special provisions in the Article 36 Agreement (six times). We have taken thorough measures to prevent recurrences at workplaces where cases have occurred.
For more information on our basic policy for dealing with COVID-19 infections, the status of telework, and related measures, please refer to the following page.

Preventing harassment

The Asahi Kasei Group Code of Conduct clearly stipulates a policy of zero tolerance for any kind of discrimination or harassment. To this end, we explicitly prohibit sexual harassment and other forms of harassment in our employment regulations. We also seek to instill within our domestic Group companies our company policy of zero tolerance for any kind of discrimination or harassment through training on corporate ethics for employees at each level – new hires, and newly appointed assistant managers and managers (administrators). In addition, we implement corporate ethics training by business unit and geographical area.
Within our domestic Group companies and most of our overseas Group companies, we have established a central point of contact for consultation about harassment and a compliance hotline (internal reporting system) that ensure anonymity for responding to various inquiries and concerns on related issues in the Asahi Kasei Group.
Training and consultation are also provided for staff from placement agencies and employees of affiliated companies, as part of our group-wide effort to prevent the occurrence of harassment.
In line with the amendment of the Law Regarding Power Harassment in April 2020, we used our internal magazine and intranet to share our company policy on harassment and inform a wide range of employees. From fiscal 2020 onward, to prevent the spread of COVID-19, we are promoting harassment prevention training that is tailored to workplace conditions, utilizing video training, and conducting training via videoconference.

Improving Employee Work Engagement

We aim to create an organization that can enhance vitality and spur the growth of both individuals and the organization. In fiscal 2020, we reviewed the content of our existing employee awareness survey and introduced KSA (Vitality and Growth Assessment), a new survey that aims to confirm work engagement and behaviors conducive to growth. The survey is provided once a year to all employees in Japan, and the report is provided to line managers as a reference for understanding the current state of their organizations. We also promote activities aimed at creating a better workplace through dialogue with employees. At the same time, we conduct stress checks to identify health risks and create an environment in which each employee can achieve sustainable growth while maintaining good physical and mental health.
In addition, the Group as a whole is also working to promote diversity in work styles, expand the Group Masters system to recognize employees with high levels of expertise, and cultivate the next generation of leaders. We aim to be a company where a diverse array of human resources can take on challenges, play active roles, and develop even in a time of rapid change.

Overview of KSA (Vitality and Growth Assessment)

  • Overview of KSA(Vitality and Growth Assessment) KSA is based on the Vitality and Growth Environment Model in Organizational Behavior by Professor Hirakimoto of Osaka University, and assesses the state of individuals and organizations in terms of three indicators: (1)supervisor-subordinate relationship & work environment (2)vitality (3)behavior leading to growth. By assessing the level of impact of those three indicators, it can:・Clarify the effects of initiatives taken so far ・Indicate the current state of the organization to guide next steps. The KSA(Vitality and Growth Assessment) Structure (1)Supervisor-subordinate relation ship & work environment→ (2)Vitality→ (3)Behavior leading to growth→ Individual and organizational growth→ (1)Supervisor-subordinate relation ship & work environment/(2)Vitality Items measurable by KSA(Vitality and Growth Assessment) (1)Supervisor-subordinate relationship & work environment(Organizational resources) ・Supervisor encouragement ・Interpersonal relationships supporting work ・Inspiring ingenuity ・Respecting diversity ・Workplace encouraging frank discussion (2)Vitality ・Ability to maintain a positive outlook(Individual resources) -Self confidence, self actualization -Ability to overcome adversity -Ability to work out a path toward a goal -Optimism ・Work engagement (3)Behavior leading to growth ・Experiential learning behavior ・Contribution to the organization ・Problem solving & improvement activity ・Job crafting

Communication between management and labor

The Asahi Kasei Group supports employees' freedom of association and right to collective bargaining and strives to maintain a constructive partnership between management and labor.
Discussions on the overall management of the Asahi Kasei Group are held on a regular basis between the management of Asahi Kasei Corp. and the labor union, and separate discussions are periodically held at each business unit and operating site. In addition, regular meetings with the federation of labor unions are held to provide the venue to enhance open communication between management and labor.
We have concluded a union shop agreement with the Asahi Kasei Labor Union (an agreement under which all employees, except managers and supervisors, are members of the union), and the union has 9,816 members (as of June 1, 2021).

Policy

Our human resources policies are focused on the maintenance and reinforcement of a corporate culture emphasizing our characteristics, the personal growth of each employee, and the creation and expansion of business through superior people and organizations, based on the understanding that the source of our competitive strength is the exceptional power of our people and organizations.
The Human Resources Principles established in March 2006 outlines the values and behavioral guidelines that should be shared by each employee. By ensuring that our employees act in accordance with these principles, we aim to establish it as part of our corporate culture and achieve both growth for each and every employee and development for our Group.

Human Resources Principles

  • [Corporate Commitment] The basic commitment to human resources is to provide the venue for a dynamic and fulfilling career as a part of a lively and growing corporate group. [Basic Expectations] • Enterprise and growth through challenge and change • Integrity and responsibility in action • Respect for diversity [Expectations of Leaders] • Building the team, heightening performance and achievement • Going beyond conventional boundaries, in thought and action • Contributing to mutual development and growth

In accordance with these principles, our human resources development is focused on the mutual growth of individuals and organizations. As part of the medium-term plan beginning in fiscal 2019, efforts for human resources are focused on the growth of management and leaders, growth of professional groups and line managers who manage them, and growth of global personnel.

■Diagram of human resources development system in fiscal 2021

  • 〈Organizational development〉 【Job rank:Managing Executive Division head Department head Section head Manager】Using KSA for organizational development Field practitioner training course 【Job rank:Division head  Department head Section head Manager】Experiential learning(career hires)Note:Now closed 〈Training by rank〉【Job rank:Executive Officer】Executive Forum New Executive Officers' seminar 【Job rank:Managin Executive】Leaders' forum 【Job rank:Division head】New Directors at affiliated companies E-learning New division head management reinforcement(Coaching program) New division head e-learning(Internal controls/personnel management) 【Job rank:Division head Department head】Financial accounting practical training 【Job rank:Department head】New L2 Management Training(with MBO-S. 360°FB) Business management transfer training(L transfer) 【Job rank:Section head】Business management candidate training(L-training) E-transfer basic knowledge training 【Job rank:Manager】Problem solving practical training Second-year followup training New hire training 〈Training by goal〉[Management support measures]【Job rank:Division head Department head】1-on-1 training 【Job rank:Department head Section head】Problem solving support training Evaluator training* [Next generation management leader development system]【Job rank:Division head Department head Section head】FLY(Future Leader of Young and next generation) BAC(Business Advanced Course) 【Job rank:Division head Department head】Education for management leaders(E-learning & external training) [Global]【Job rank:Division head Department head Section head Manager】Intercultural communication training Global business skills training 【Job rank:Division head Department head Section head】Global management training 【Job rank:Department head Section head Manager】Short-team dispatch* 【Job rank:Section head Manager】Designated study abroad & practical training Open study abroad* 【Job rank:Managing Executive Division head Department head】Career training(50s)* Note: Now closed for 40s 【Job rank:Department head Section head Manager】Career Hire Roundtable Meeting Now closed 〈System〉【Job rank:Managing Executive Division head Department head Section head Manager〉Self-improvement support system* 【Job rank:Division head Department head Section head Manager】Position posting system* 〈Other〉【Job rank:Division head Department head Section head)Local staff(management personnel education)* *Training programs held by organizations other than Human Resources and Organization Development.

Creating a foundation for a diverse array of individuals to play an active role

Based on the idea that everything starts with people, we have been working to develop our human resources infrastructure and implementing a variety of measures. In the “new normal” resulting from the COVID-19 pandemic, we have reaffirmed the importance of an environment where people can work with enthusiasm, as well as diverse work styles, a proactive approach toward change, and flexible management skills.
In this era of rapid change, it is important for employees from all generations, from the youngest to the most experienced, to continue to develop their expertise and grow. We will take concrete measures to achieve lifelong growth going forward.

  • Pre-pandemic During pandemic Accelerating changes Value diversification Toward an age of greater change Past Initiatives Diverse personnel activity and work engagement improvements Promoting diverse working styles (working from home, etc.) Expanding the advanced professional system Next generation leader education  New engagement survey, etc. More effective measures in the new normal environment Adopting flexible work w/o "core rime," satellite offices, etc. Using IT tools to Improve work styles & productivity Maintaining Individual physical & mental health 1-on- meetings, etc. Renewed awareness of Importance: A lively work environment Diverse work styles Proactive action toward change Flexible management ⇒ Professional growth regardless of generation Future trends Life-long growth Maximum demonstration of diverse individual capabilities Growth through individual-guided action Management skills using individual strengths and supporting growth and risk-taking  Implementing field-tested trials and concrete measures to achieve life-long growth –Everything starts with people- Further Evolving Team Asahi Kasei A century of cultivating diversity and the capability to change built through the ingenuity of each employee, organization, and company.
    Development of human resource infrastructure

Human resource development

A wide range of training programs

We utilize a combination of training based on job level and purpose to help employees develop their skills and perform their duties, improve their fundamental skills as they proceed with their work, develop personnel who can work globally, support line management, and develop next-generation management leaders.
Starting fiscal 2020, we are also taking a proactive approach to implementing digital learning, and we are working to develop an effective training system and curriculum that will allow employees to take advantage of high-quality learning opportunities on their own, regardless of their work location or work hours.

Reference: Investment in training per employee (actual)

FY2019 FY2020
Investment in training (total) 2,053,238 (thousand yen) 756,367 (thousand yen)
Investment in training (per employee) 116.0 (thousand yen) 42.5 (thousand yen)
Time invested in training (per employee) 21.5 (hours)

Developing digital human resources to promote Digital Transformation (DX)

In 2021, the Group formulated DX Vision 2030 to promote the development of DX as a pillar of its growth strategy. We will strive to achieve a sustainable society a reality by maximizing the benefits of digital technology.
The most important factor in promoting DX is digital human resources. While enhancing DX training by employee level, we are working to increase the number of digital professionals who can promote advanced digitalization to 230 by the end of fiscal 2021. As part of our DX training for all employees, in April 2021 we launched an internal “Open Badge System” to promote the acquisition of fundamental digital knowledge, and we are also developing a DX training program for business managers.

  • [Digital Professional Human Resources] Thought Leader Digital Expert [Digital Professional Human Resource Candidates] Digital Experienced ←Human Resource Digitization Plan for 40,000 employees

Group Masters

For the Asahi Kasei Group to achieve sustainable growth amid dramatic changes in the business environment, we must seek growth and win in the global market. Human resources hold the key for doing this.
In this situation, we employ a "Group Masters" program to broaden the segment of human resources with expertise that holds universal value through the appointment, training, and treatment of human resources expected to be actively involved and participating in creating new business and strengthening existing business as "Group Masters."
Under the program, we have defined five categories of Group Masters. We have clarified the respective roles of each Group Master category and enhanced treatment to create a mechanism that encourages the growth of human resources while securing outstanding external human resources at the same time.
We have also formulated a succession plan for Group Masters in each field, and have linked the succession plan to business reinforcement and human resource development, which will strengthen our competitive edge.

Categories and roles of Group Masters

  • [Categories]
    Executive Fellow (status equivalent to Executive Officer), Person who newly developed or considerably expanded a field of technology / Principal Expert (status equivalent to Managing Executive or Senior Managing Executive), Person who takes the lead in a field of technology / Senior Fellow (status equivalent to Managing Executive, Senior Managing Executive, or Executive Officer), Person whose term as Executive Fellow or Principal Expert expires after retirement age but who is expected to continue the roles shown at right / Lead Expert, Person ranked below Principal Expert (candidate to Principal Expert) / Expert, Person ranked below Lead Expert (candidate to be Lead Expert) / [Roles] 1. Actively participating in and contributing to new business creation and strengthening operations by cultivating and enhancing their skills and abilities as a leading specialist. 2. Fostering younger personnel in the relevant areas. / Actively participating in and contributing to new business creation and strengthening operations by cultivating and enhancing their skills and abilities.

Target areas

We define fields of technology to be strengthened business-wide as "core technologies" and appoint engineers to lead each core technology field as Group Masters.
As a result of organizing the core technologies, production technologies, know-how, business platforms, diverse market channels and business models, which have been cultivated as the source of the Asahi Kasei Group's competitiveness, we defined the 12 fields below as business-wide core technologies. We will also define the fields and occupational categories to be cultivated internally as experts for business-specific fields and key Group-wide functions (core platform fields) and will appoint human resources to lead those areas as Group Masters.

  • [Core technology fields] (1) Fibers (polymerization spinning and cellulose) (2) Membranes and separation (3) Electrochemistry (electrolysis and batteries) (4) Polymers (design, polymerization, processing, and applications) (5) Catalysts, chemical processes, and inorganic synthesis (6) Compound semiconductors (7) Analysis and CS (8) Process development and construction technologies (9) Product design and advanced control (10) Plant engineering (11) Digital innovation, (12)Biotechnology Note: Fields confirmed and reviewed as necessary every year [Business-specific fields] Target fields are defined and Group Masters are appointed for each business in the Material sector (Asahi Kasei Corp. and Asahi Kasei Microdevices Corp.) and Asahi Kasei Pharma Corp., Asahi Kasei Medical Co., Ltd., Asahi Kasei Homes Corp., and Asahi Kasei Construction Materials Corp. [Core Platform fields] Examples of target fields, Administration-related: Legal affairs, accounting and tax, trade and customs, internal audits, HR, etc., Technology-related: Intellectual property, environment and safety, quality assurance, IT etc.

Development of global human resources

To advance the expansion of our global business set forth in the medium-term management initiative “Cs+ for Tomorrow 2021” from the perspective of human resources, we are implementing an overseas open study program for young employees to challenge themselves to an overseas experience, with the aim of cultivating personnel with a global perspective. We are also working on measures to nurture human resources at overseas subsidiaries. To that end, we are implementing and operating a succession plan for overseas posts, measures for raising awareness about our philosophy, cross-cultural communication training, and management training.
For example, in China, Asahi Kasei (China) Co., Ltd. provides all local subsidiaries of Asahi Kasei in China with open lectures, as well as human resource development programs based on their job function and level.
In the past few years, we have placed particular emphasis on training local employees to become select section chiefs (from fiscal 2017 to 2019) and training executive management candidates for prospective general manager positions and above (from fiscal 2020 to the present). We have been closely monitoring the trends in the Chinese market on an ongoing basis, and we have been promoting measures based on an understanding that localization of management is essential for our company to be able to incorporate these trends.

Supporting independent study

In October 2003, the Asahi Kasei Group instituted a program to support independent study by employees. To encourage employees to acquire higher level specialized or technological ability, the company will pay part of the cost of attending courses or lectures. In fiscal 2020, a total of 694 employees utilized the program.

Policy

The Asahi Kasei Group Code of Conduct clearly stipulates that "we must respect individuals' basic human rights and diversity, not discriminate on the basis of nationality, ancestry, race, ethnicity, religion, gender, ideology, age, physical characteristics, sexual orientation and gender identity, employment status, form of contract, etc., nor condone such discrimination" as company policy. We promote the establishment of a lively workplace which ensures equal opportunity and enables all employees to perform at their best without suffering discrimination. We seek to instill our company policy to prevent any discrimination or harassment through training on corporate ethics for employees at each level – new hires, and newly appointed assistant managers and managers. In addition, we implement corporate ethics training by business unit and geographical area.

Management framework

The Asahi Kasei Group believes that the development of a human-based organization in which personnel with diverse values can play active roles is vital to the sustainable growth of our business.
The Asahi Kasei Diversity Promotion Office, a department dedicated to promoting the activities of a diverse group of personnel and encouraging work-life balance, plays a central role in this effort.

Expansion of opportunities for women

In 1993, we established a dedicated corporate organ (now Diversity Promotion Group) to promote equal opportunity, and have proactively increased the proportion of women hired and expanded the distribution of job assignments for women. While only three employees at the rank of supervisor or above were women in 1994, this has risen to 257 (as of July 1, 2021). To support female personnel through life events such as childbirth and parenting, we hold seminars on returning to work after maternity leave, and provide a mentoring program that encourages female managers to further develop their careers.
In fiscal 2020, we also formulated an action plan and targets below in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace.

'17: 171persons, '18: 193persons, '19: 212persons, '20: 231persons, '21: 257personsNumber of women as managers*

Asahi Kasei Group Action Plan* We have developed an action plan to promote the active participation of women more than ever. As part of our efforts to create an environment in which diverse human resources with various values and backgrounds can play an active role together and contribute to the growth of our business and organization.
Term April 1, 2021 – March 31, 2026
Content
Objective 1
Expand the human resources that can be candidates for senior management who play a leading role:
Increase the number of female managers by 40% from the number as of March 31, 2021
Objective 2
Aim for a situation where women are active in positions where they play a leading role:
Increase the total number of female section chief line managers and highly-skilled professionals by 20% compared to the number as of the end of March 2021
  • *Action Plan for Asahi Kasei Corp., Asahi Kasei Microdevices Corp., Asahi Kasei Pharma Corp., Asahi Kasei Medical Co., Ltd., Asahi Kasei Homes Corp., and Asahi Kasei Construction Materials Corp.

Employment of persons with disabilities

Asahi Kasei Ability Corp. was established in 1985 as a special subsidiary for the employment of persons with disabilities, performing a wide range of services for the Asahi Kasei Group, including office automation services such as data entry, digitizing documents (conversion to PDF files), website design, printing of business cards, document printing and binding, dispatch of sample products, cleaning, copying, and planter box gardening.
On March 1, 2021, the legal minimum proportion for employment of persons with disabilities was revised upward from 2.2% to 2.3%. The proportion for applicable companies of the Asahi Kasei Group was 2.38% throughout the year, and as of June 1, 2021, stood at 2.35% (639 persons), exceeding the legal requirement.

  • * The rate of employment and the number of persons employed are the average figures for each fiscal year for applicable companies of the Asahi Kasei Group. Calculations are based on total employment of 27,191 persons at the 20 applicable companies as of June 1, 2021 (number of persons calculated in accordance with the Act on Employment Promotion, etc. of Persons with Disabilities).

[Asahi Kasei Ability] FY 2017 335, FY 2018: 379, FY 2019: 418, FY 2020: 438, FY 2021/6: 451 [Other companies] FY 2017: 224, FY 2018: 195, FY 2019: 191, FY 2020: 185, FY 2021/6: 188 [Employment rate] FY 2017: 2.24%, FY 2018: 2.23%, FY 2019: 2.31%, FY 2020: 2.38%, FY 2021/6: 2.35% [Statutory employment rate] FY 2017: 2.0%, FY 2018: 2.2%, FY 2019: 2.2%, FY 2020: 2.3%, FY 2021/6: 2.3%Rate of employment and number of persons with disabilities employed*

Initiatives at Asahi Kasei Ability

(1) Initiatives for Hiring More People with Disabilities
Asahi Kasei Ability, which actively employs people with disabilities, has established the Ohito Project Office as an organization for laying the groundwork to open a base in the Ohito area (Izunokuni City, Shizuoka Prefecture) in October 2020. The scale of its business activities continues to expand.

  • Ohito Project Office established in October 2020

(2) Securing new business

  • (1) Supporting remote work for our Group’s employees

    In the past, Group employees had to come to the office to process invoices. However, after the COVID-19 pandemic began, Asahi Kasei Ability, which also has multiple regional offices, has been receiving these invoices en masse and uploading them to a dedicated system on behalf of the Group companies. This makes it possible to handle administrative work without requiring employees to come to the office, thereby making it easier for Group employees to work remotely.

  • (2) Ceramics (handmade ceramics) and coffee processing (drip pack production)

    We have been developing job duties suitable for the unique natures of various disabilities, and we began operations in the ceramics industry and coffee processing in fiscal 2020. This allows us to ensure a wide variety of work processes and provide manufacturing work experience by having employees use their hands and fingers.

  • Working with ceramics
  • Ceramic products

(3) Abilympics (skills competition for people with disabilities)
Many employees from Asahi Kasei Ability participate in the Abilympics (a skills competition for people with disabilities) in various prefectures every year and win prizes. Eight employees represented their respective prefectures in the 2020 national competition (held in Aichi Prefecture), with one employee winning a bronze medal in the sewing category and another winning a bronze medal in the desktop publishing category, demonstrating the skills cultivated through daily work and practice. In addition, one qualifying contestant has been selected to participate in the international competition scheduled to be held in Russia in 2022.

(4) Efforts to enhance communication
As an initiative for enhancing communication among the five sales offices, which is usually lacking, a culture festival was held online and participated in by all offices. Many unique “senryu” poems and handmade works were displayed online, allowing employees to appreciate them and feel what the creators were thinking, thus fostering a sense of unity among the sales offices.

  • Online culture festival

System to Support the Activities of All Motivated Human Resources

In addition to promoting the active participation of women and people with disabilities, we have developed a wide range of supportive measures to create an environment that supports the individual circumstances of our employees and allows them to fully demonstrate their abilities.
For example, we have established a rehabilitation work system that allows employees to resume work in a phased manner in accordance with the instructions of an industrial physician to support a smooth return to work after a period of medical treatment. Going forward, we will continue to study ways to expand support for employees who work while undergoing treatment for illness.
As globalization continues to advance, an increasing number of personnel have a spouse who is transferred to an overseas assignment. In fiscal 2013 we adopted a provision for such personnel to take a leave of absence to accompany their spouses living overseas. In fiscal 2020, this provision was utilized by 16 personnel (including 1 male employee).
In addition, in January 2021, we began treating same-sex partnerships as equivalent to marriage in our internal system.

Balancing work and family life

In order to improve the balance of work and family life, the Asahi Kasei Group complies with laws and regulations aimed at eliminating and reducing long working hours and provides various forms of support for employees to work with security and vitality in accordance with their individual circumstances and values from the perspective of balancing work and family life. At the same time, we also foster a workplace environment that facilitates utilization of the provisions by raising awareness of them through our corporate intranet and offering management support for superiors. Many of the provisions we offer are also available to non-regular employees with some changes to the details, and are actually utilized by them.

Parental leave

Our parental leave is available through the fiscal year in which the child turns 3 years old at Group companies in Japan*.
In fiscal 2020, parental leave was utilized by 698 personnel. This is included 433 men, with the rate of those who were qualified and actually utilized the leave exceeding 40% for the past six years in a row, and 265 women.

[Women] FY 2016: 240, FY 2017: 266, FY 2018: 236, FY 2019: 251, FY 2020: 265 [Men] FY 2016: 316, FY 2017: 346, FY 2018: 392, FY 2019: 417, FY 2020: 433Employees using parental leave

Shortened working hours for child care

At Group companies in Japan*, employees are able to utilize shortened working hours to care for preschoolers, with the working day shortened by up to 2 hours until the child enters elementary school. In September 2007, a provision called “Kids Support” was added to enable employees with children up to the third grade of elementary school can work in a short time as well. These provisions may be used concurrently with a "flex-time" system for flexible working hours.
In fiscal 2020, 493 employees took advantage of shortened working hours for childcare and kids’ support, four of whom were male employees. In April 2020, we began to expand the applicable period of the shortened working hours system for childcare for contract employees (up to the start of elementary school) and the application of the kids support system.

[Short working hours (women)] FY 2016: 355, FY 2017: 371, FY 2018: 356, FY 2019: 350, FY 2020: 366 [Short working hours (men)] FY 2016: 1, FY 2017: 5, FY 2018: 3, FY 2019: 3, FY 2020: 4 [Kids Support (women)] FY 2016: 80, FY 2017: 70, FY 2018: 92, FY 2019: 141, FY 2020: 123 [Kids Support (men)] FY 2016: 0, FY 2017: 1, FY 2018: 1, FY 2019: 2, FY 2020: 0Utilization of shortened working hours system and kids support system

Platinum Kurumin certification mark

In 2016, Asahi Kasei Corp., Asahi Kasei Microdevices Corp., Asahi Kasei Pharma Corp., and Asahi Kasei Medical Co., Ltd. received Platinum Kurumin certification from the Ministry of Health, Labor and Welfare. Platinum Kurumin certification is awarded in recognition of proactive support for the development of the next generation which is particularly outstanding.

Kurumin certification mark

Support for family care

Group companies in Japan* have established systems to support caring for family members that go beyond legal stipulations to provide support for balancing work with care for family members.

  • Leave of absence for family care:

    A leave of absence of 245 days in total is available for each disease of each family member who requires care.

  • Shortened working hours for family care:

    A total of 1,225 days for each family member who requires care

  • Flexible working hours for family care:

    Flex-time system for working with short core times, etc.

Since 2011, we have been holding caregiving seminars at various locations across Japan, which were renewed in fiscal 2018 as seminars for supervisors who have subordinates balancing caregiving and work, to improve the understanding of supervisors and workplaces of employees who are responsible for caregiving. The free caregiving telephone consultation service (available 365 days a year and 24 hours a day to all Group employees and their family members), which was launched in April 2019, has been used for over 20 cases over the year. Furthermore, in April 2020, we expanded our short-time work program for caregivers as a measure in response to the increase in the number of at-home caregivers.

At the same time, in order to create an environment that facilitates utilization of these systems, we disseminate information on balancing work and family care and information about these provisions through our corporate intranet and distributed booklet on balancing work with care for family members (since January 2013).

  • * Regular employees of Asahi Kasei, Asahi Kasei Microdevices, Asahi Kasei Homes, Asahi Kasei Construction Materials, Asahi Kasei Pharma, Asahi Kasei Medical, and major affiliates in Japan are eligible.

Booklet on balancing work with care for family members

  • Pregnancy, Delivery, Child care: One year old, Two year old, Three year old, Entry to elementary school, End of third grade, Family care, Time off/leave, Others (Women only: Time off for morning sickness, Maternity leave, 42 days, 56 days, Plus 14 days off before/after delivery), Up to April 1 after child reaches three years of age, Parental leave, Leave of absence for family care (once year in total), Time off for family care, Expanded application of unused paid days off to care for family members (up to 40 days), Time off for family illness, Shortened working hours for child care, Kids Support shortened working hours for child care, Shortened working hours for family care (twice in 3 years), Flexible working hours for family care, Financial assistance for employing babysitters/caretakers
    Main provisions to support balance in work and family life

Re-employment of employees at mandatory retirement age

In fiscal 2001, we introduced a voluntary re-employment program for all domestic employees who have reached the retirement age of 60 to enable them to continue working and making use of their extensive experience and advanced skills. In fiscal 2013, we conducted a revision to increase the fixed amount of compensation by 1.5 times in order to maintain the same motivation and satisfaction as before retirement. In fiscal 2020, over 80% of employees who reached retirement age utilized the program to be actively engaged.