Human Resources Management and Labor CSR

Allowing Employees to Grow and Achieve Work-Life Balance

Basic Stance

As a basic human resources policy, the Teijin Group aims to improve employees' quality of life (QOL) while practicing our corporate philosophy of "Empowering Our People." As part of this management, which is being carried out from group-wide and global perspectives, we are pushing ahead with measures to secure employment, promote diversity and realize work-life balance, along with exploring values to be shared by all Group employees and transferring technologies and skills to younger employees.

Code of Conduct

Together

We are united in building shared, sustainable value through mutual respect for our unique differences.

Environment , Safety & Health

We put the global environment, human safety and health as our top priorities when conducting business.

Integrity

We act with integrity in compliance with laws and regulations, and show respect for human rights and local communities in which we operate.

Teijin Group Basic Human Resources Policy

In 2003, we established the Teijin Group Basic Human Resources Policy. Amidst this, we clarify our human resources-related aims of implementing our corporate philosophy of "Empowering our People." and improving our employees' quality of life (QOL).

Teijin Group Basic Human Resources Policy

Goals of human resources management

  • Fulfill the corporate philosophy of "Empowering Our People"
  • Realize continuous improvements in employees' productivity and enhance their quality of life

Basic Policies

  • 1
    Take all possible measures to secure employment based on company-wide efforts to improve corporate performance and employees' efforts to increase productivity
  • 2
    In the treatment of employees, emphasize factors relating to the employees' duties, achievements and capabilities while pursuing transparency, fairness and understanding
  • 3
    Treat employees in an appropriate manner according to the characteristics of each business and structure of the labor force
  • 4
    Actively support the development of employees' capabilities
  • 5
    Respect for diversity

Teijin Group Medium-to Long-Term Personnel Plan

In our three-year Medium-Term Management Plan beginning in fiscal 2017, the Teijin Group has established a direction of “Penetration of diversity and work style reforms” and is charging ahead with its goals of “Promoting the success of human resources regardless of gender, nationality, experience and sense of values” and “Promoting the design of systems to support diverse work styles in step with the times”.

  • Penetration of diversity and work style reforms

Anticipating an improved QOL for each and every employee, create systems that supports a wide variety of work style choices and life plans

  • Promoting the success of human resources regardless of gender, nationality

Create HR systems that enable flexible personnel appointment/relocation across countries, companies and organizations to meet the wishes of all employees

  • Promoting the design of systems to support diverse work styles in step with the times

Create a training/education system enabling career development to meet all employees’ needs

Human Resources Development and Training

The Teijin Group promotes and encourages self-development based on the independent study of each and every employee and coordinates on-the-job training, a job rotation/appointment system and other training programs as part of a systematic approach to developing Group human resources.

Basic Approach to Human Resources Development and Training

A fundamental part of human resources development is to promote and encourage self-development based on the independent study of each and every employee.

1.On-the-job training

A means for leaders to promote the self-development/study of each team member through individual training and guidance in the course of daily work. This supports the growth of each employee based on the sense of fulfillment/achievement attained through having a sense of urgency in relation to work and through the process of completing work.

2. Job rotation/appointment

An opportunity for each individual to develop/extend capabilities and a means to encourage further self-development/study. Leaders should have a good understanding of the strengths and personalities of team members and work to implement appropriate job rotation/appointments based on self-applications and other information.

3.Training

This refers to off-the-job training, which is a means to provide employees with content based on requirements for present and future execution of duties and management needs, and an opportunity to provide each individual with an opportunity for self-development/study. Leaders should proactively send team members to training in order to encourage wider outlooks and mutual development with other employees inside and outside the group.

Increase the Number of Selected Excellent Overseas Human Resources for Core Human Resources Development Programs

The following programs are implemented with a view to developing core human resources who will forge the future of the Teijin Group. In FY2015, the Teijin Group further enhanced the framework by fundamentally reforming the selection requirements and content of the training programs and introducing short-term attendance at overseas business schools as well as liberal arts training.

1)STRETCH Ⅰ, STRETCH Ⅱ

The Strategic Executive Team Challenge (STRETCH) Ⅰ and STRETCH Ⅱ are Group-wide core human resources development programs used to develop human resources who can work actively on the global stage. The programs target employees at all Group companies including overseas.

In FY2016, 6 employees participated in selection training for STRETCH I, a program for employees in positions close to department manager, and 15 employees participated in selection training for STRETCH II, a program for employees in positions close to section manager.

2)SLP

The Strategic Leader Development Program (SLP), aimed at employees in mid-level positions, seeks to develop candidates for core human resources. In FY2016, as a continuation of FY2015, we held group training and sent program participants on training assignments to interact with human resources from outside the company and other industries. Also, in order to expand opportunities to engage in healthy competition with human resources from outside the company, we launched a new cross-industry interactive training course. The first round of this training was carried out in July 2017.

Global Management of Human Resources

From 2009, we have established the Global Human Resources Office in the Human Resources Division to create a human resources management system and mechanism of appointment to aid Teijin Group employees to be active on a global basis. Since April 2014, the general manager of the Human Resources Department of a Group company in Europe has been serving as the deputy general manager of the Human Resources Division and Corporate Officer of the Teijin Group. The aim of this personnel arrangement is to roll out our HR strategy on a global level. In fact, the implementation of various measures is being accelerated.

Furthermore, as a part of this initiative, from FY2011, the Group's shared leadership training program, EaGLES, has been expanded to five regions worldwide (Japan, EU, U.S.A., China and Thailand). EaGLES training is as an opportunity for all employees in managerial positions in the Teijin Group to acquire leadership experience and learn the Teijin Group's values, management policies and history. As such, all employees in Japan and overseas requiring these skills and knowledge are sequentially taking this training program every year.

In addition, we have been dispatching all new recruits of the three core group companies in Japan to emerging countries for training in order to respond to business globalization. Beginning with dispatches to China and India in FY2011, we added Indonesia as a new dispatch destination in FY2013, followed by Vietnam in FY2014 and Thailand in FY2016. The program is enhancing the recruits' awareness of globalization by allowing them to gain firsthand experience of various cultures through visits to companies and government offices, discussions and field work with high-achieving local human resources of the same generation, and other activities. In FY2015, the program had 88 participants. In FY2016, 138 people plan to participate.


Overseas training for new recruits

Group-Wide Leadership Training Program, EaGLES

EaGLES is a training program available in four languages (Japanese, English, Chinese and Thai) and consists of three steps: (1) e-learning, (2) group training in five regions (Japan, EU, U.S.A., China and Thailand) and (3) measuring learning outcomes. For group training overseas, we hold informal gatherings with regional representatives of Teijin Limited which serve as valuable opportunities to interact.
In FY2016, the program was conducted in Japan only, and was attended by 62 participants. Plans are to continue the program in FY2017 as well.

The Teijin Group Training and Job Rotation/Transfer System

  • *1
    Succession plan: A plan to foster successors to important posts from the viewpoint of business continuity.
  • *2
    Strategic Executive Team Challenge (STRETCH): A group core human resources development system for leaders.
  • *3
    Strategic Leader Development Program (SLP): Leadership skills development program for employees in mid-level positions with a desire to become key staff in the future.
  • *4
    Speciality Development Program (SDP): An educational program designed to enable career-oriented employees to gain specialized knowledge relating to marketing, engineering or clerical work.
  • *5
    Job Challenge System: An in-house staff recruitment system. Any employee can file an application for a position without permission from the division manager, and the manager cannot overrule decisions.