{"id":1227,"date":"2025-10-29T18:00:32","date_gmt":"2025-10-29T09:00:32","guid":{"rendered":"https:\/\/www.hodogaya.co.jp\/english\/?page_id=1227"},"modified":"2026-03-24T14:05:10","modified_gmt":"2026-03-24T05:05:10","slug":"employee","status":"publish","type":"page","link":"https:\/\/www.hodogaya.co.jp\/english\/csr\/stakeholder\/employee\/","title":{"rendered":"Human Resources Management"},"content":{"rendered":"
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Basic approach<\/h5>\n

The Hodogaya Chemical Group is steadily implementing its personnel initiatives in line with the medium-term management plan \u201cSPEED 25\/30,\u201d based on human resource strategies linked to the enhancement of corporate value. Specifically, we are carrying out the following personnel cycle:
(1) Recruiting individuals who can learn, think, and act independently;
(2) Assigning and transferring personnel to the right positions;
(3) Providing education and training that support the enhancement of abilities and skills as well as career development; and
(4) Conducting fair and convincing personnel evaluations.
From the perspective of preserving corporate value, the Group recognizes that human risks\u2014such as violations of labor laws, harassment, loss of personnel, and individual disputes\u2014could pose serious obstacles to its continuous and stable growth. Accordingly, we strive to appropriately and sufficiently manage such risks and to prevent, avoid, and mitigate potential future losses.<\/p>\n<\/div>\n

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Personnel development<\/h5>\n
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\u25cfRecruitment<\/div>\n

The Hodogaya Chemical Group recruits strategic human resources who contribute to enhancing corporate value through their abilities, skills, and experience\u2014in other words, individuals who are motivated to grow, willing to take on new challenges, possess an innovative mindset, and can learn, think, and act independently.
As for recruitments, we actively hire from high schools near our factories. We also actively recruit mid-career personnel, which accounted for 35% of all new hires in FY2024 (non-consolidated basis).<\/p>\n<\/div>\n

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\u25cfPlacement\/Transfer<\/div>\n

To enhance corporate value, the Hodogaya Chemical Group pursues the principle of \u201cthe right person in the right place,\u201d ensuring that each employee can fully demonstrate their abilities, skills, and experience.
We also take into account each employee\u2019s career aspirations and needs for skill development when making placement and transfer decisions.<\/p>\n<\/div>\n

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\u25cfEducation\/Training<\/div>\n

To enhance corporate value, the Hodogaya Chemical Group actively provides support for employees\u2019 skill development and career growth, offering a wide range of learning opportunities\u2014from on-the-job training to off-the-job programs\u2014to foster a learning-oriented corporate culture.<\/p>\n<\/div>\n

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\u25cfTraining programs<\/div>\n
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Programs<\/th>\n<\/tr>\n<\/thead>\n
Global Training<\/td>\nTo foster globally competent personnel, the Hodogaya Chemical Group offers regular language training and overseas study programs in English-, Chinese-, and Korean-speaking countries.<\/td>\n<\/tr>\n
Position-based Training<\/td>\nTraining programs are provided at the time of promotion to managerial positions (department managers, section managers, team leaders, etc.) to equip employees with the knowledge required for their new roles.<\/td>\n<\/tr>\n
Grade-based Training<\/td>\nEducational programs such as management training are implemented to enhance employees\u2019 ability to perform their duties effectively.<\/td>\n<\/tr>\n
Job Function-based Training<\/td>\nTraining programs tailored to specific functions\u2014such as sales, development, and manufacturing\u2014are provided to strengthen the skills necessary for each role.<\/td>\n<\/tr>\n
Basic Training<\/td>\nAll employees of the Hodogaya Chemical Group receive essential training on compliance, sustainability, and diversity to build a solid foundation of knowledge and enhance practical skills.<\/td>\n<\/tr>\n
Self-development Support<\/td>\nThe Group supports employees\u2019 continuous learning through correspondence courses, web-based e-learning, and assistance for obtaining professional qualifications and licenses.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n
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\u25cfPerformance Appraisal <\/div>\n

The Hodogaya Chemical Group aims to conduct fair and transparent performance appraisals based on each employee\u2019s ability, skills, and experience. In line with the mid\u2011term management plan
\n\u201cSPEED 25\/30,\u201d we will continue to examine the introduction of a new performance appraisal system.<\/p>\n<\/div>\n<\/div>\n

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Improving of motivation to work – Utilizing diverse human resources (promoting diversity)<\/h5>\n
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\u25cfPhilosophy and Establishment of the Workplace Environment<\/div>\n

The Hodogaya Chemical Group recognizes that the purpose of promoting diversity is to promote innovation in a challenging competitive environment, flexibly reorganize businesses, and strengthen adaptability to changes in order to enhance corporate value. In particular, to promote the active participation of women, we conduct training for female employees to help them develop their aptitudes and abilities and become aware of their role as leaders, and we also conduct training for male employees to reform their awareness, thereby working to create an organizational culture where both men and women can play active roles without distinction. Regarding mid-career hires, we make appointments based on a comprehensive assessment of experience, abilities, and skills without any difference between Japanese and non-Japanese and new hires and mid-career hires. At the same time, we are working to create an environment in which personnel can maximize their individual talents and skills. The election of a female Outside Director was approved at the Annual General Meeting of Shareholders in June 2023, and in June 2024, we promoted a female Executive Officer from within the company. In addition, promoting diversity will increase the number of personnel with diverse personalities and values to help expand the diversity of the organization; hence, it is important to unify the organization and personnel. We believe that the Hodogaya Chemical Group\u2019s PURPOSE (Management Philosophy) and VISION (Target Corporate Image) can fully unify the organization and personnel.<\/p>\n<\/div>\n

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\u25cfActive participation of female personnel<\/div>\n

The Group expects all employees, regardless of gender, to actively participate in all positions including management and supervisory positions based on individual capabilities, skills and experience.
In FY2022-2025, we set the following targets:
(1) the percentage of female employment to be 20% or greater; and
(2) the percentage of female managers to be 13% or greater.
Regarding female managers, they are actively engaged in roles such as department heads and plant administration heads. As of March 31, 2025, women accounted for 12.1% of all management positions (consolidated).<\/p>\n<\/div>\n

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\u25cfActive participation of non-Japanes employees<\/div>\n

In order to acquire personnel with diverse values and specialized expertise, we actively strive to hire mid\u2011career professionals.
Our (non\u2011consolidated) ratio of mid\u2011career hires in FY2024 was 35%, with these professionals contributing to manufacturing, R&D, sales, management and other areas.<\/p>\n<\/div>\n

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\u25cfInitiatives for mid\u2011career hiring<\/div>\n

In order to acquire personnel with diverse values and specialized expertise, we actively conduct mid\u2011career recruitment.
As of March 31, 2025, mid\u2011career hires accounted for 35% (non\u2011consolidated), and they are contributing to manufacturing, R&D, sales, and management.<\/p>\n<\/div>\n

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\u25cfInitiatives to improve the employment rate of workers with disabilities<\/div>\n

Our target employment rate for persons with disabilities is 2.6%. To achieve this, we select candidates through recruitment activities such as visiting schools near our offices, exchanging information with Hello Work (public employment security office) and private support organizations, and receiving referrals from staffing agencies. Candidates then undergo a probationary period and trial employment at each office. As of March 31, 2025, the employment rate of persons with disabilities reached 3.2%, thereby achieving our target.<\/p>\n<\/div>\n

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\u25cfInitiatives for Re-Employment Support for Middle-Aged and Older Personnel<\/div>\n

The Hodogaya Chemical Group has in place a Reemployment Program for retired personnel, under which a senior employee system is available for employees who wish to participate. In addition, personnel can continue to work as contract employees even after the age of 65, provided that there is a business need and the employees themselves are willing. Many middle-aged and older personnel actively contribute in various fields, leveraging their extensive knowledge, skills, and established networks.<\/p>\n

\u25cfAchievements regarding diversity<\/div>\n
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 <\/th>\nFY2020<\/th>\nFY2021<\/th>\nFY2022<\/th>\nFY2023<\/th>\nFY2024<\/th>\n<\/tr>\n<\/thead>\n
Number of employees (persons)<\/span><\/td>\n789<\/td>\n834<\/td>\n890<\/td>\n922<\/td>\n942<\/td>\n<\/tr>\n
Percentage of female managers (%)<\/span><\/td>\n11.2<\/td>\n10.8<\/td>\n11.0<\/td>\n11.3<\/td>\n12.1<\/td>\n<\/tr>\n
Percentage of female employees (%)<\/span><\/td>\n18.6<\/td>\n18.0<\/td>\n19.5<\/td>\n20.5<\/td>\n21.2<\/td>\n<\/tr>\n
Percentage of non-Japanese employees (%)<\/span><\/td>\n23<\/td>\n26<\/td>\n31<\/td>\n32<\/td>\n35<\/td>\n<\/tr>\n
Percentage of mid\u2011career hires (%)<\/span><\/td>\n33<\/td>\n34<\/td>\n35<\/td>\n35<\/td>\n35<\/td>\n<\/tr>\n
Percentageof disability employment (%)<\/span><\/td>\n2.3<\/td>\n2.5<\/td>\n2.6<\/td>\n2.6<\/td>\n3.2<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n
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Promoting Health and Productivity Management, and Work-life Balance Initiatives<\/span><\/h5>\n

The Hodogaya Chemical Group regards initiatives to promote the health of officers and personnel as a management priority. The President serves as the Chief Health Management Officer of the Hodogaya Chemical Group, and the executive officer in charge of the Personnel Department serves as Deputy Chief Health Management Officer. By strategically implementing health management\u2014through guidance and education for health promotion, and collaboration with the Hodogaya Chemical Health Insurance Society and industrial physicians\u2014the Group was certified as a \u201cHealth & Productivity Management Outstanding Organization 2025\u201d in FY2024 (for the fifth consecutive year).
We achieved 100% participation in health checkups and over 99% participation in stress checkups, and share employees\u2019 health information with industrial physicians to promote early recovery and prevent serious conditions. In addition, we conduct health enhancement training and health events for all personnel, and provide health literacy content to partner companies to deepen understanding of health management.
Going forward, we will continue to place the highest priority on the physical and mental health of all officers and personnel.<\/p>\n

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\u25cfEmployee Health and Productivity Management Declaration<\/div>\n

The Hodogaya Chemical Group considers the physical and mental health of its employees a top priority. As a way to increase engagement, we consider initiatives to improve health as a management issue. Therefore, we actively promote health management. The President is the Group’s Health Management Supervisor and the executive officer in charge of the Personnel Department is the Health Management Supervisor Representative. They work with the Hodogaya Chemical Health Insurance Society to actively contribute to instruction and education to promote health.<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Establishing a pleasant work environment<\/h5>\n

The Hodogaya Chemical Group aims to achieve both further corporate growth and enhanced job satisfaction for officers and personnel by respecting diverse lifestyles and creating a motivating work environment. To this end, we implement various programs and policies that enable officers and personnel to work productively while maintaining a balance between work and personal life (work-life balance).
In FY2022, we made remote work permanent in response to the COVID-19 pandemic, and even for officers and personnel who come to the office, we promote a year-round business casual dress code without ties to create a more comfortable workplace.
In addition, we actively pursue work-life balance initiatives, including increasing the rate of paid leave utilization and male childcare leave, introducing a 5-day consecutive refreshment leave system separate from annual paid leave, establishing telework regulations, and expanding the flex-time system. By supporting a balance between work and life, we continue to enable all officers and personnel to maximize their abilities and skills.<\/p>\n<\/div>\n

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\u25cfWage Management<\/div>\n

Hodogaya Chemical Group stipulates respect for human rights and the prohibition of discrimination in its Compliance Code of Conduct. Our wage regulations also ensure a gender-neutral compensation system.
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The Hodogaya Chemical Group complies with statutory minimum wage requirements and pays wages that exceed the minimum wage to its employees. In addition, to ensure that employees can maintain a decent standard of living, we provide various allowances as part of our compensation, thereby paying wages at a living wage level.
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Across our supply chain, as part of our procurement activities, we verify that our business partners comply with applicable minimum wage requirements in each region through a survey on the implementation of our Procurement Guidelines.<\/p>\n<\/div>\n

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\u25cfReduction of overtime labor<\/div>\n

As initiatives to reduce working hours, we have designated Wednesdays and Fridays as \u201cNo Overtime Days\u201d and instruct employees to leave work on time. In addition, the Head Office promotes a latest departure time of 9 p.m., and although this is not formally institutionalized, we encourage a 12-hour interval between shifts.
The flextime system is also applied to some administrative departments at the Head Office.<\/p>\n<\/div>\n

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\u25cfTelework<\/div>\n

In 2020, we established \u201cWork from Home Regulations\u201d to respond to the COVID-19 pandemic; these were revised to the permanent \u201cTelework Regulations\u201d on the occasion of the relocation of the head office in May 2022. Under the revised regulations, telework\u2014up to four days per week, including working from home or at a shared office\u2014is allowed. The main purposes are to (1) improve employees\u2019 workstyles and engagement by helping them achieve a work-life balance, (2) promote efficient use of time to improve work efficiency, and (3) ensure the ability to continue business operations in the event of large-scale earthquakes, water- and wind-related hazards, infectious diseases, or other disasters.<\/p>\n<\/div>\n

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\u25cfAnnual paid holidays<\/div>\n

Annual paid leave can be taken in half-day or hourly increments. The usage rate of paid leave is 72%, and all Group personnel have taken five days or more of leave. Going forward, we will continue to review various systems to achieve further improvements.
Unused annual paid leave at the end of the previous fiscal year can be carried over as \u201cSeparately Accumulated Leave,\u201d up to a maximum of five days per year. This leave may be used not only for personal illness or injury but also for nursing care, medical checkups, volunteer activities, and other purposes.<\/p>\n<\/div>\n

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\u25cfRefreshment leave<\/div>\n

“Refresh Leave is a system in which personnel are eligible to take five consecutive business days off in addition to annual paid leave. This leave is aimed at refreshing the mind and body, and by combining it with Saturdays and Sundays, personnel can enjoy an extended vacation.
Personnel are required to use a certain number of annual paid leave days prior to taking Refresh Leave in order to promote a balanced use of annual paid leave and Refresh Leave.”<\/p>\n<\/div>\n

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\u25cfChildcare and caregiving<\/div>\n

“The Group implements various programs to support childcare, including short working hours during pregnancy and the childrearing period, long-term childcare leave, and nursing leave when a child is sick. To promote better understanding and use of these programs, we provide briefings on corporate programs, financial support, and necessary procedures related to pregnancy, childbirth, and childcare.
In FY2024, nine male personnel whose spouses gave birth took long-term childcare leave (usage rate: 82%).
The Group also provides programs to support caregiving, including both long-term caregiving leave and short-term caregiving leave.
Since FY2018, we have introduced a reemployment registration system called the Come-back Entry Program for personnel who voluntarily left the Company due to childcare, caregiving, or similar reasons, thereby creating an opportunity for them to rejoin the Company.”<\/p>\n<\/div>\n

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\u25cfThe use of Shinkansen and charged limited express trains for commuting<\/div>\n

This system allows employees to use the Shinkansen and limited express trains for commuting, aiming to (1) reduce commuting time for long-distance commuters, (2) make effective use of commuting time, and (3) expand the options for residential locations. While certain requirements, such as commuting time and distance, must be met to use the system, it is implemented as part of initiatives to enhance work-life balance.<\/p>\n<\/div>\n

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\u25cfPrograms for work-life balance<\/div>\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Programs<\/th>\n<\/tr>\n<\/thead>\n
Long-term childcare leave<\/td>\nUntil a child turns one year old, in principle, but extendable until the child turns two under special circumstances<\/td>\n<\/tr>\n
Long-term caregiving leave<\/td>\nUp to 180 days per family member requiring care<\/td>\n<\/tr>\n
Childbirth leave<\/td>\nSix weeks before childbirth\/eight weeks after childbirth<\/td>\n<\/tr>\n
Spousal maternity<\/td>\nThree days in case of spousal maternity<\/td>\n<\/tr>\n
Short working hours<\/td>\nUp to 180 days until a child reaches the 3rd grade (childcare) or within three years (nursing care)<\/td>\n<\/tr>\n
Nursing leave<\/td>\nFive days\/year (a max. of ten days) per child until he\/she reaches the 3rd grade<\/td>\n<\/tr>\n
Short-term caregiving leave<\/td>\nFive days\/year per family member requiring care<\/td>\n<\/tr>\n
Separately accumulated annual leave<\/td>\nAnnual paid leave that expired at the end of the previous fiscal year is accumulated separately up to 5 days per year and apply it to time off for such uses as personal illness\/injury, nursing care, and voluntary services<\/td>\n<\/tr>\n
Half-day leave<\/td>\nPaid leave on a half-day basis (four times\/month, up to 24 times\/year [a max of 12 days])<\/td>\n<\/tr>\n
An hourly leave<\/td>\nPaid leave on an hourly basis (up to five days\/year)<\/td>\n<\/tr>\n
Telework<\/td>\nTelecommuting, shared office work up to 4 days a week<\/td>\n<\/tr>\n
Flextime<\/td>\nTrials are underway to increase the number of applicable departments.<\/td>\n<\/tr>\n
\u201cCome-back\u201d entry<\/td>\nReemployment Applicants Registration System for persons who resigned for unavoidable reasons such as childcare and nursing care.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n
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\u25cfAchievements regarding work-life balance<\/div>\n
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 <\/th>\nFY2020<\/th>\nFY2021<\/th>\nFY2022<\/th>\nFY2023<\/th>\nFY2024<\/th>\n<\/tr>\n<\/thead>\n
Percentage of usage of childcare leave(%)<\/span><\/td>\nMale<\/td>\n14<\/td>\n56<\/td>\n83<\/td>\n109<\/td>\n82<\/td>\n<\/tr>\n
Female<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n\u30fc*<\/sup><\/td>\n100<\/td>\n<\/tr>\n
Average monthly overtime per employee(hours)<\/span><\/td>\n10.3<\/td>\n11.6<\/td>\n11.3<\/td>\n10.0<\/td>\n12.0<\/td>\n<\/tr>\n
Percentage of usage of paid holidays (Hodogaya non-consolidated)(%)<\/span><\/td>\n65<\/td>\n69<\/td>\n71<\/td>\n74<\/td>\n72<\/td>\n<\/tr>\n
Percentage of usage of refreshment leave (Hodogaya non-consolidated)(%)<\/span><\/td>\n93<\/td>\n93<\/td>\n93<\/td>\n96<\/td>\n96<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

* Regarding the percentage of usage of long\u2011term childcare leave (female), there were no eligible employees in FY2023.<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Analyzing Engagement Scores and Making Improvements<\/h5>\n

The Hodogaya Chemical Group has set as a goal enhancement of engagement such that all officers and personnel can feel job satisfaction. In order to gauge employees\u2019 perception of job satisfaction, the Group is conducting assessment and analysis of engagement scores, as well as developing and implementing policies to address issues (including personnel dispatched overseas). The results revealed that there is a strong resonance with the Company\u2019s philosophy and strategies among employees, while there are still challenges in terms of getting help from one\u2019s surroundings and receiving acknowledgment for one\u2019s comments and opinions. It is our goal to create a psychologically safe workplace where everyone feels comfortable speaking up.<\/p>\n

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Target<\/p>\n

Gradually raise engagement score<\/p>\n

Result<\/p>\n

Items showing improvement since assessment
(rate of improvement from FY2021 to FY2024)<\/p>\n<\/div>\n

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Key driver: item<\/th>\nInitial score<\/th>\nRecent score<\/th>\nRate of improvement<\/th>\n<\/tr>\n<\/thead>\n
Health: workload<\/td>\n53<\/td>\n59<\/td>\n11.3\uff05<\/td>\n<\/tr>\n
Organizational culture: embracing challenges<\/td>\n50<\/td>\n55<\/td>\n10.0\uff05<\/td>\n<\/tr>\n
Health: stress response<\/td>\n54<\/td>\n59<\/td>\n9.3\uff05<\/td>\n<\/tr>\n
Environment: work-life balance<\/td>\n59<\/td>\n64<\/td>\n8.5\uff05<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

* We observe a trend toward improved work-life balance, contributing to lower workloads and stress levels, coupled with a cultural shift that praises taking on new challenges.<\/p>\n<\/div>\n

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Human Risk Management<\/h5>\n

From the perspective of preserving the corporate value of the Hodogaya Chemical Group, we recognize that the occurrence of human risks (such as violations of labor laws, harassment, outflow of personnel, or individual troubles) could pose a serious obstacle to the Group\u2019s continued and stable growth. Based on this recognition, we strive to appropriately and sufficiently manage human risks, and to prevent, avoid, and mitigate potential future losses.<\/p>\n<\/div>\n

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Relationship between company and union<\/h5>\n

Hodogaya Chemical Co., Ltd. and the Hodogaya Labor Union (hereinafter collectively referred to as \u201cManagement and the Union\u201d) have maintained a healthy relationship based on mutual trust since entering a labor agreement in 2001.
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The Company complies with the Labor Union Act of Japan.
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Under the collective labor agreement, the Company recognizes the fundamental labor rights of union members, including the right to organize (freedom of association), the right to collective bargaining, and the right to engage in collective action. At the same time, the Hodogaya Chemical Labor Union acknowledges that management authority rests with the Company. Management and the Union respect and comply with the collective labor agreement.
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Based on the union shop system, the labor union participation rate is 100%, except for management and certain employees specified in the agreement.
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Management and the Union hold regular meetings once a month, during which the company provides explanations and engages in discussions on the Group\u2019s business conditions, policy revisions, and overtime work. Every March and April, meetings are held almost weekly to discuss requested revisions to working conditions.
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In FY2024, in addition to regular agenda items, discussions were held on wages in light of the economic situation, the progress of the mid-term management plan SPEED 25\/30, and the optimization of working hours. Furthermore, each business site holds monthly discussions between management and the union to address issues such as workplace environment and labor-hour management.<\/p>\n

\u25cfFreedom of association<\/div>\n
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Index<\/th>\nTarget range<\/th>\nFY2020<\/th>\nFY2021<\/th>\nFY2022<\/th>\nFY2023<\/th>\nFY2024<\/th>\n<\/tr>\n<\/thead>\n
Number of people in union*1<\/sup>(persons))<\/span><\/td>\nHodogaya only<\/td>\n309<\/td>\n310<\/td>\n336<\/td>\n340<\/td>\n332<\/td>\n<\/tr>\n
Union membership rate*2<\/sup>(%)<\/span><\/td>\nHodogaya only<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

*1 The number for each fiscal year on March 31<\/p>\n

*2 Number of people in the union divided by the number of eligible people (excludes management and people exempt from the agreement)<\/p>\n<\/div>\n

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Measures to prevent COVID-19<\/h5>\n

The Hodogaya Chemical Group concluded various COVID\u201119 countermeasures on May 8, 2023, following the reclassification of COVID\u201119 as a Category V infectious disease under the Infectious Diseases Control Law.
Going forward, we will continue to implement appropriate infection prevention measures as needed to prepare for potential pandemic risks. We recognize that such measures not only fulfill our responsibilities as a manufacturer to maintain supply, but also contribute to preventing the spread of infections in society.<\/p>\n<\/div>\n

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Message from the Executive Officer in charge of the HR Department<\/h5>\n
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Shinichi Sato
Director and Managing Executive Officer<\/p>\n<\/div>\n

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As the global order undergoes transformation, the ways of thinking among workers and the labor market are changing drastically. While human capital management is gaining traction as human resources are considered assets in creating corporate value, the Hodogaya Chemical Group has always regarded human resources as the driving force behind value creation. By promoting investments and initiatives for our people that foster a process of transforming individual awareness and behavior \u2192 enhancing interpersonal relationships \u2192 driving organizational growth,\u201d we aim to achieve our medium-term management plan SPEED 25\/30 and realize sustainable growth together with the enhancement of corporate value over the medium to long term.<\/p>\n<\/div>\n<\/div>\n

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Key human resources investments and initiatives through FY2024<\/h5>\n

FY2024<\/p>\n

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  • Trial expansion of the flex-time system (ease of work)<\/li>\n
  • Decision to introduce a \u201cbook summary service\u201d (Human resource development)<\/li>\n<\/ul>\n

    FY2023<\/p>\n

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    • Introduction of employee stock benefit trust (J-ESOP) (expanded target in FY2024) (motivation to work)<\/li>\n<\/ul>\n

      FY2022<\/p>\n

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      • Formulation of telework regulations (ease of work)<\/li>\n
      • Introduction of training for next-generation management personnel (Human
        \nresource development)<\/li>\n
      • Introduction of a multi-assessment system (multifaceted evaluation system)
        \n(Human resource development, motivation to work)<\/li>\n<\/ul>\n

        FY2021<\/p>\n

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        • Measurement of engagement scores and implementation of training to improve engagement (motivation to work, ease of work)<\/li>\n
        • Start of career education for female employees (human resources development and job satisfaction)\n<\/li>\n<\/ul>\n

          FY2020<\/p>\n

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          • Introduction of a new personnel front system (DX)<\/li>\n
          • Transition to performance-linked bonuses (motivation to work)<\/li>\n
          • Revision of retirement benefit system (full transition to defined contribution (DC) pension plan) (motivation to work)<\/li>\n
          • Establishment of a new education system for managers (Human resource development)<\/li>\n
          • Revision of personnel evaluation system (Human resource development (motivation to work)<\/li>\n
          • Introduction of the Come-back entry System (Reemployment Applicants Registration) (ease of work)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n
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            Mid\u2011term Management Plan SPEED 25\/30 HR strategy<\/h5>\n

            In order to enhance its medium to long term corporate value, it is essential for the Hodogaya Chemical Group to expand its human capital. To this end, in aiming to promote the recruitment and development of human resources capable of independent learning, thinking and action, the Group has set forth the strategic goal of enabling all officers and personnel to feel job satisfaction through enhancement of engagement by implementing the following human resources cycle.<\/p>\n

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            Future challenges and countermeasures<\/h5>\n

            We have set the enhancement of employee engagement\u2014 enabling all officers and personnel to experience job satisfaction\u2014as a strategic goal, and are implementing initiatives to achieve it. In addition, as a new initiative, we are considering the introduction of a hybrid job-based personnel system that combines the membership-based model with position-based compensation. However, issues related to HR may be broad while values regarding this topic can also change. By constantly being on the lookout for information, we can grasp changes in HR management trends in a timely manner, and respond to changes based on our PURPOSE (Management Philosophy) and VISION (Target Corporate Image).<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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            Voice<\/div>\n
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            HR Department<\/p>\n

            N.K.<\/p>\n<\/div>\n

            \n
            Creating learning opportunities that integrate job satisfaction and growth, thereby enhancing employee engagement<\/div>\n

            Employee training not only serves to develop skills and support the growth of every employee, but it also plays a pivotal role in enhancing job satisfaction and performance across the whole organization. We believe that creating an environment where employees can continue to learn independently while feeling fulfillment is one of the important roles of the Human Resources Department in achieving SPEED 25\/30.
            Going forward, we will further focus on developing the next generation of leaders to ensure the organization\u2019s sustainable development while maintaining and enhancing its competitiveness. Simultaneously, the Human Resources Department aims to create an environment that balances job satisfaction with organizational growth and leads to improved engagement by focusing on motivating employees and establishing systems to encourage learning.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            Manufacturing Department,
            Koriyama Plant<\/p>\n

            S.H.<\/p>\n<\/div>\n

            \n
            Boldly taking 3 months of childcare leave<\/div>\n

            In July 2023, my second daughter was born, and I took 3 months of childcare leave. When my first daughter was born by emergency C-section, my wife struggled to even move for a while due to postoperative pain, and considering that we didn\u2019t have any relatives nearby to rely on, as well as taking care of our energetic first daughter, I decided to take 3 months off.
            I am very grateful to my supervisor who readily agreed and to my colleagues who supported me. I feel that the understanding of men taking childcare leave has deepened to the point where it\u2019s already becoming the norm, which greatly contributed to my ability to take it without hesitation.
            My wife thanked me, saying, \u201cI\u2019m really grateful that you took childcare leave.\u201d In the future, I will support those taking childcare leave as someone who can provide support.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            General Affairs Department<\/p>\n

            K.O.<\/p>\n<\/div>\n

            \n
            Creating Workplaces and Work Styles Where Everyone Can Play Active Roles<\/div>\n

            Using the head office relocation in 2022 as an opportunity, Hodogaya Chemical is implementing various measures to improve the feeling of motivation and ease of work. Among a host of initiatives, we consolidated all departments (including officers) to a single floor, introduced an office system where employees are free to change desks at all work stations, eliminated fixed-line phones, and made telework a regular practice. This approach to workplaces and work styles directly enables those in their child-rearing years and female employees to play an active role. With this in mind, we believe a bright and open atmosphere is also very important. The new head office features minimal walls and pillars, large open spaces and a lounge area, and a system that allows personnel to connect with anyone at any time. However, there are still many issues to consider, such as better communication and the appropriate scale for each area. I want to continue helping to improve engagement from a woman\u2019s perspective.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            Nanyo Plant<\/p>\n

            T.F.<\/p>\n<\/div>\n

            \n
            Using HR programs to balance my work and home life<\/div>\n

            It felt like the month went by very quickly, but I was able to take advantage of our childcare leave program. The reason I utilized the childcare leave was because I wanted to increase the amount of time I spend with my wife and child and I wanted to try helping with the housework and childrearing that I usually leave to my wife.
            I was glad that I used this program since it let me have more freedom in my schedule, allowed me to prepare meals and baby food (which were two things I had not been able to do well), and made it easier for me to tend to the baby in the middle of the night.
            I am not sure that I was of much help, but I think it lessened the mental and physical burdens on my wife. I hope that our society will become better at accepting and accommodating both men and women who are working while taking care of household chores and childrearing.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            Deputy General Manager of Intellectual Property Dept. Research & Development Department<\/p>\n

            J.C.<\/p>\n<\/div>\n

            \n
            As a foreign manager and a mother<\/div>\n

            My job is patent practice. It requires highly specialized knowledge and a strong sense of responsibility. In doing my job, I am required to master the legal knowledge on intellectual properties inside and outside of Japan and technical knowledge on areas in charge. In such environment, the responsibilities and pressure of being a female manager of a foreign nationality are not small, but I try to handle the domestic and international patent practices by utilizing the unique sense I have as a woman and language skills I have as a foreigner in the practical management of intellectual propertyrelated activities.
            \nAlso, my husband and I are a working couple with elementary school kids, so there are many challenges in balancing my career and housework. However, I think I am able to work full-time by using the various programs that support childcare and thanks to the support of my colleagues.
            \nI wish to continue contributing to the development of the Company on my own without being conscious about gender or nationality.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            HODOGAYA (SHANGHAI) TRADING CO., LTD.<\/p>\n

            T.K.<\/p>\n<\/div>\n

            \n
            My experience working in Shanghai<\/div>\n

            I spent one year from April 2015, my fifth year with the Company, in Shanghai to participate in the overseas language training (trainee program), and now I am based in Shanghai engaging mainly in sales operations of our dyestuff products within China. Three and a half years have already gone by since I began living in Shanghai.
            \nBack then, I was bewildered by my first experience living abroad, and I had to study Chinese almost from zero. But thanks to all the support, the environment to focus on studying the language was already there, and I was able to dive straight into my Chinese studies, which I feel became the foundation of the greater ability I have now.
            \nChina is growing with such speed that I am often perplexed by the speed of things changing. But with the support of my colleagues and local staff, I am able to do my job in a foreign country.
            \nI am truly grateful for this valuable opportunity to gain work experience abroad while I am still young. Meeting such people whom I could rarely meet in Japan is a real pleasure of working abroad, so I will continue to work hard on what I can do where I am.<\/p>\n<\/div>\n


            <\/p>\n

            \n<\/p>\n

            Head of Administration
            Department, Nanyo Plant<\/p>\n

            N.M.<\/p>\n<\/div>\n

            \n
            As a working female<\/div>\n

            At the plant I work, the majority of employees are male. In such an environment, I sometimes feel the pressure of being a female manager, but in carrying out my job, I always try to think what I need to do and what I am expected to do while using my sensibilities as a woman. My husband and I are a working couple, so it was difficult to balance my career and housework when the children were young. I couldn\u2019t have continued working without the support of my family.
            \nThe Company has many programs for female employees to actively participate, and I think they could be improved with ideas from a female perspective, which should lead to improving the quality of our business. Looking forward, I hope that there will be more opportunities for female employees to participate actively, with the recognition that male and female are working partners.<\/p>\n<\/div>\n


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