Developing Talent and Promoting Diversity

While pursuing the four values stated in the Tokuyama Vision, the Company is working hard to develop talent and promoting diversity. Tokuyama wants every employee to make the most of their unique gifts and abilities.

Tokuyama Human Resource Development
Tokuyama's human resource development system focuses on helping employees improve their abilities and interpersonal skills as free-thinking individuals. The goal is to develop high-quality human resources capable of taking the initiative and exercising creativity.

Global Training
The Company carries out various types of training to develop the human resources needed to drive its global business activities. It provides English and Chinese business communication programs that include training in language and intercultural communication skills. Experts from outside of the Company are also invited to provide lectures.

Next-Generation Business Leader Training)
Next-Generation Business Leader (NBL) training started in fiscal 2018. The goal of the training is to develop prospective managerial talent from early in their careers to lead the Company in the future. The training aims to equip future leaders with a detailed understanding of the Company and business structures. It fosters inspiration and insight, and promotes the mindset and skills it takes to envision future businesses, make decisions and courageously execute new business models.


Personnel System Reform
Tokuyama is reforming its personnel system to increase the work satisfaction of employees. The aim is to change the organizational culture by encouraging adoption of the Tokuyama Vision, while ensuring that all employees receive impartial treatment under a thoroughly applied, fair evaluation system. Following system changes for managers and senior contract employees, a new personnel system was introduced for general employees in fiscal 2020. The new system is a role-based grade system that emphasizes action. The roles and level of work expected by the Company are presented for each grade to encourage employees to take on challenges. The new system also provides multiple career-path options accommodating a variety of work styles and job categories, such as sales, manufacturing, and R&D. The system is designed to enable early promotion based on the scope of the expected roles as well as results and actions. Under the new system, evaluation of how well employee behavior displays Tokuyama's four values (see page 3) has been added to the personnel evaluation criteria, in order to ensure that the personal system helps to drive achievement of the Tokuyama Vision.


Promoting Diversity
Tokuyama is promoting diversity to ensure that all employees can work with energy and succeed. Tokuyama values diversity of knowledge and intelligence and seeks to create workplaces that are pleasant and motivating, while aiming to improve productivity, by reforming the workplace culture. While striving to promote more opportunities for women, in fiscal 2019 Tokuyama fell short of its goals in the areas of discontinuing non-management track positions and expanding women's areas of responsibility. At the end of fiscal 2019, the Company added the goal of building more comfortable workplaces and updated the plan for two years. Tokuyama is also working to improve workplace environments for people with disabilities, aiming for the legally mandated employment rate of 2.2%. For end-of-career workers, the Company offers re-employment contracts up to the age of 65. Currently, 170 employees (approximately 7% of the workforce) are on these contracts.

Employees Data

Work-Life Balance Support Programs

At Tokuyama, employees in workplaces eligible for flextime can choose their workday schedules with no core work-period requirement. The Company is also striving to optimize working hours by tracking and presenting aggregate data based on the computer log details of employees, enabling actual working conditions to be managed.

Under a program to help employees balance work and childcare responsibilities, shortened working hours can be received from 10 weeks before childbirth until the child starts elementary school. Eligible employees can also use flextime from the time that pregnancy is determined until the child reaches sixth grade. Starting April 2019, the period during which paid parental leave can be obtained was extended to within one year after child birth. Childcare leave can be obtained until the child reaches age two.* The rate of women returning to work after prenatal/postnatal leave and childcare leave in fiscal 2019 remained at 100% from the previous year.

Employees can also take family care leave for up to two years (legal requirement: 93 days in total) for each family member requiring care. With family care time off (unpaid), regardless of the number of care recipients, it is possible to take off two days a week (legal requirement: five days a year).

To support those on childcare and family care leave and help them eventually make a smooth transition back to work, internal information is shared with them on the intranet. In addition, an employee reinstatement system has been established to allow employees who resigned for childcare or family care reasons to be rehired.
*In certain cases, leave can be taken until the child reaches age two.

Category Program Details
Flextime system Employees eligible for flextime can freely select work schedule (no core work period)
Childbirth and childcare Flextime eligibility An employee raising a child in sixth grade or younger, but who is not eligible for flextime, can apply for transfer to a workplace where flextime is available, making the employee eligible for flextime.
Expanded application of flextime Employees who are pregnant or raising a child in sixth grade or younger can work shortened hours below the prescribed monthly work hours, and can work intermittently with interruptions and resumption of work.
Examination leave A pregnant employee can receive one day paid leave per month as part of leave taken to receive health guidance or medical exams.
Prenatal and postnatal leave Paid leave can be taken for up to six weeks before childbirth (14 weeks for a multiple-child pregnancy), and up to eight weeks after childbirth (law only requires unpaid leave).
Childcare time A female employee raising a child younger than one year old can take 30 minutes of childcare time twice a day (paid).
Shortened working hours An employee expecting a child within 10 weeks or raising a preschool child can shorten the work day by one to two hours per day.
Parental leave An employee with a newborn can take three days of paid leave within 14 days of the birth, and five days within one year of the birth, in principle.
Childcare leave An employee can take up to two years of leave after the birth of a child.
Accumulated annual leave Employees raising children in the sixth grade or younger can use the accumulated annual leave if they need to take 5 or more days off due to school or class closures, etc. caused by natural disasters or infectious diseases such as influenza.
Limits on overtime and late-night work An employee raising a preschooler can apply to limit after-hours and late-night work.
Exemption from non-scheduled work An employee raising a child younger than three can apply for exemption from non-scheduled work.
Reinstatement registration system An employee who resigns for the reason of pregnancy, childbirth, or childcare can register for this rehiring program upon resignation.
Regular health exams An employee can receive paid leave to receive regular medical checkups after taking prenatal/postnatal leave, or childcare leave.
Child nursing leave For employees with children up to the sixth grade of elementary school, up to five days (may be subdivided into hourly units) per person per year of (unpaid) leave can be taken in the case of a child’s injuries or illnesses, or for immunizations and health checkups.
Family care Flextime eligibility An employee not eligible for flextime but who has a family member needing care can apply for transfer to a workplace where flextime is permitted, and receive flextime.
Expanded application of flextime Upon application, an employee with a family member needing care can work shortened hours below the prescribed monthly work hours, and can work intermittently with interruptions and resumption of work.
Family care leave Can be taken for up to two years for each care recipient.
Family care time off When a person with a family member in need of nursing care requests nursing care leave, regardless of the number of family members in need of care, he or she can take two days per week (maybe subdivided into hourly units) of (unpaid) leave. (However, in the case that two days per week are taken, one day can be used from accumulated annual paid leave.)
Accumulated annual leave If an employee of the nursing care leave system takes two days of nursing care leave in a week, one of them can be transferred to the accumulated annual leave.
Reinstatement registration system An employee who resigns in order to care for a family member can register for this program at the time of resignation.
Limits on non-scheduled work, overtime work,and late-night work An employee with a family member needing care can refuse non-scheduled and after-hours work (latenight work limit is available to an employee with a family member requiring care, and who lives in a household without someone else, 16 or older, to provide the needed care).
Working from home
Working from Home A:
If the employee requests it and the company approves, in principle two days a week may be spent working from home.
Working from Home B:
If employees are experiencing problems arising from nursing care or childcare obligations that cannot be solved by using Working from Home A, the short working hours system, or the flexible operation of flextime, working from home can be used up to four days a week.
Temporary Working from Home:
When it is necessary to work from home beyond the abovementioned scope due to the impact of natural disasters or from the perspective of preventing infectious diseases, etc., the General Manager of the General Affairs & Human Resources Division shall make the decision on whether to allow working from home.

Examination leave, prenatal and postnatal leave, and childcare time are programs exclusively for women

Creating a Health-Conscious Workplace

As a company, Tokuyama is working as a united team with its employees to realize its Mission and its goal of “transitioning toward a robust business structure that is resilient against changes. ”
To achieve these aims, we understand that it is of the utmost importance to create a workplace environment where employees find it comfortable to work, and to endeavor to support and foster the mental and physical health of employees and their families.
It was based on this concept that the Health Management Declaration was announced on October 1, 2020.

Health Management Declaration

Tokuyama is committed to health management with the aim of improving the mental and physical health of employees and their families and creating a workplace where it is comfortable to work.
Hiroshi Yokota
Representative Director, President and Executive Officer
Tokuyama Corporation
Basic policy
  1. We place the highest priority on the physical and mental health of our employees and their families, and we actively strive to ensure primary prevention (preventing the occurrence of illness or infirmity). Among our efforts, we are prioritizing initiatives to address the issue of smoking, which is known to have very severe health impacts.
  2. In cooperation with the Tokuyama Health Insurance Association, we actively support and foster the mental and physical health of our employees and their families.
  3. We are actively involved in educational initiatives to raise employees’ awareness about their own health and in providing guidance for health maintenance and promotion.
  4. Outcomes of various initiatives are verified and continuous improvements made.

Health management organizational structure

In accordance with the policy determined by the Health Promotion Committee and under the leadership of the Representative Director, President and Executive Officer, who is also responsible for overall health management, the Health Management Center of the General Affairs & Human Resources Division is working to promote health management in cooperation with industrial physicians and the Tokuyama Health Insurance Association.
The Health Promotion Committee is chaired by the Executive Officer and General Manager of the General Affairs & Human Resources Division, who is responsible for health management. The committee formulates plans and targets for the company’s health management policy, based on the advice of dedicated industrial physicians. The committee also receives reports on the implementation and verified outcomes of measures promoted by various organizations in accordance with these plans, summarizes them, and reports the results to the committee chair.

Health management initiatives

Tokuyama has a company-wide health management basic plan designed to foster employees’ mental and physical health and promote measures against lifestyle diseases. The plan has the goals of raising individual health awareness, keeping the rate of findings on health checkups at 44% or less, and reducing the rate of leave taken due to health problems . The Company is taking various actions including such priority initiatives as the Smart Life Program, health guidance and fighting lifestyle diseases, and promoting mental health care.
*In March 2020, Tokuyama was recognized in Japan as a 2020 Certified Health & Productivity Management Organization (large enterprise category).


■ Promoting the Smart Life Program
The Smart Life Program is tackling lifestyle diseases by encouraging employees to keep records of their weight, number of steps walked, and blood pressure on the personal health portal site My Health Web. It also offers anti-smoking help such as raising awareness about the harmfulness of smoking, reducing indoor smoking areas and tobacco vending machines, and encouraging “no smoking day” during working hours on the 22nd of every month.

■ Offering health guidance and fighting lifestyle diseases
Working with the Health Insurance Association, Tokuyama provides specific health guidance to employees through in-person interviews and via emails. As a result, the 2020 health checkup showed an improvement in 44% of those who had received health guidance in the previous year. The Company will continue to conduct regular health checkups and specific health checkups and ensure that thorough health guidance is provided by industrial health staff and also via the medium of onsite health education (mini-classes in the workplace).

■ Promoting mental health care
Tokuyama aims for early detection and response to mental health issues by giving occupational stress tests to all employees, reaching out to and interviewing people with high levels of stress, and offering enhanced consultation services, including with external providers. In addition, at the various manufacturing divisions of the Tokuyama Factory, various initiatives are being taken to improve the work environment through stress reduction and self-care education and utilizing the results of group analysis. During 2019 a total of 21 mental health training sessions were held, which were attended by 485 people, or 59% of those invited to attend.

■ Quantitative targets and performance indicators for improving health issues
Tokuyama has set targets of reducing the employee smoking rate to below 20% by FY2025 and below 10% by FY2030 and is working towards the realization of these targets.

Changes in employee smoking rate