 |
  |
 |
|
Top ＞ CSR Framework ＞ Engagement with Employees
1. Human Rights and Equal Opportunity
1-1. Respect Personal Qualities, Prohibit Discrimination, and Understand Diversity
Asahi Denka is seeking to create a diverse and creative organization, where diverse personal qualities and value sets are respected, and individuals gain stimulation from such diversity. We determined four principles of human resource management so as to promote and practice universal principles of human resources and labor. The first principle is “Respect employees’ humanity and personal qualities”.
We support the Equal Employment Act: For many years, we have been creating a good working environment where keen employees are trained and utilized equally, regardless of their gender.
Asahi Denka perceives “Buraku/ Dowa discrimination” as ignorant and unreasonable. We prohibit and work to eliminate any discrimination in recruitment and human resources management. For recruitment, we follow the public employment service agency guidelines.
1-2. Employment of Physically Challenged People
Asahi Denka acknowledges that employment of physically challenged people supports their independence hence, is a part of corporate social responsibility. We have been supporting employment of physically challenged for many years through various efforts such as facility improvement and employee training. As a result, the ratio of physically challenged employee increased to 1.77％ in 2004. (1.8% is the ratio designated by law). We have been improving facilities and creating a good working environment for all by promoting a barrier-free workplace, for example by installing wheel chair accessible restrooms.
1-3. Prohibition of Sexual Harassment (Establishment of labor and management consultation services)
In order to prevent sexual harassment, Asahi Denka offers awareness raising training at manager and new employee training sessions, using Japan Business Federation guidebook as a textbook.
1-4. Recruitment and Promotion of Women
Asahi Denka has been creating a good working environment where keen employees are trained and utilized equally, regardless of their gender, for many years. Asahi Denka female employee ratio is 11.6% (171 employees) as of March 2005. Fourteen of them hold positions higher than assistant manager (2 executives and 12 assistant directors).
1-5. Employee Quality of Life Improvement
(1) Diversification of Working Hours
We have been working on proper management of labor hours in accordance with Ministry of Health, Labor, and Welfare guidelines. In order to correct long labor hours and realize an efficient work style, we introduced “flex time system” and “discretionary labor system” that allows employees to choose their working style and time allocation at their own discretion.
(2) Fringe Benefit
Asahi Denka owns a membership hotel in Tokyo area and recreation facilities in Mie area. In addition, Asahi Denka has partnerships with theaters, movie theaters, amusement parks, and sports facilities, such as tennis and fitness clubs. Employees and their families can use these facilities at a discount rate.
(3) Recreation Activities
Asahi Denka organizes various recreation activities, such as bowling rallies, group walks, and ski tours at various offices so as to create opportunities for employees to socialize. Annual sports events are held at an Asahi Denka factory. Many participants enjoy the event, including employees’ families and trainees.
1-6. Various Support Systems (Childcare, Nursing, and Volunteering)
(1) Childcare Leave
Childcare leave is available for employees, so that keen and qualified employees can balance work and family life. The Childcare leave system was introduced in 1991. Nine employees took such leave in 2004. Our current challenge is to encourage male employees to take child-care leave. The “flex time system” also supports employees in balancing work and child-care and/or nursing.
(2) Nursing Leave
A support system is provided for employees when nursing their spouses and their parents. The nursing leave system was introduced in 1993. The duration of the leave is up to one year, longer than the legal requirement of three months. In addition, employees can take special leave set aside, up to 20 days, so as to continue to nurse family members while working upon their return.
(3) Volunteer Leave
We support employees’ volunteer activities. Employees can take up to 7 days volunteer leave when they participate in various voluntary activities, such as emergency relief, cultural interaction, social welfare, and environmental protection. In 2001, procedures for taking volunteer leave were simplified, so that a larger number of employees could take the leave.
Comment of one employee who took child-care leave
I took one year child care leave. It was very precious time that I spent with my daughter while she was growing up and changing drastically. I had some concerns about returning to work after one year and two months leave, however, I am thankful that my colleagues have been very supportive.
Through the child-care experience, I myself also grew and my enthusiasm towards work increased. I will continue to work hard while balancing it with raising children.
I hope the number of employees taking childcare leave will continue to increase. (Legal/ PR Division, Ms. Yoriko NAKAYASHIKI)
Engagement with Employees： NEXT →
Social Performance： ← BACK | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | NEXT →
HOME TOP | Copyright © 2006 ADEKA CORPORATION All Rights Reserved.