Corporate Social Responsibility

Ebara is committed to contributing to society through cutting-edge products and services and responsible corporate citizenship.


Respecting Diversity

EBARA Corporation's vision for fiscal year 2019 is to be a company that maximizes the capabilities of each employee, regardless of gender, nationality, or other factors, and adopts a system that properly rewards the exercise of such capabilities.

Diversity Declaration

  • We create a corporate culture where every individual can utilize their talents and grow to their full potential.
  • We respect different values and create a dynamic corporate culture that facilitates change while promoting business development and contributing to society.
  • We aim to create working environments that celebrate diversity and lead to the evolution and innovation of our business processes.

In order to become a more competitive and sustainable company we encourage the full participation of all employees regardless of gender, nationality, or other characteristics and create a corporate culture where each and every employee can utilize their individual attributes and fulfill their potential.

Our Approach to Diversity

We are implementing the following activities in our efforts to promote diversity as a part of revitalizing our working culture.
- Reform of awareness and culture
- Development of systems and environments
- Reform of business and visualization of operations

Reform of management’s awareness

We conduct training aimed at Ebara Group executives and top-level management to promote understanding of diversity and to encourage the management of workplaces that cater to the unique circumstances of each employee. We regularly invite outside experts to conduct training (fiscal year 2015 topic: “Full female engagement as a management strategy," fiscal year 2016 topic: "Organizational reform utilizing diverse human resources"). In addition, we administer trainings (featuring lectures and group work) conducted by external experts aimed at management-level employees to help them understand how to further promote diversity.

Executive-level Training
Management-level Training

Diversity round-tables

We began to hold round-tables between the President and employees with "Diversity" as the main theme beginning in 2015. In fiscal year 2016, a number of these round-tables were held, and employees from various workplaces were able to share their opinions and ask questions directly to the President. Topics of discussion included: male participation in homemaking and child-raising, as well as the revitalization of working style at sales offices. We will continue to provide opportunities to deepen the level of understanding regarding diversity promotion, including through measures such as direct dialogue with the President and others.

Improving on a working culture that approves of excessive overtime

In fiscal year 2016, we established an advisory labor-management joint committee, in order to revitalize our working culture and achieve greater work-life balance through concrete action and initiatives.

Career-support for women

We began implementing a career management program in fiscal year 2015 that was implemented in stages and targeted at certian management and all career-track employees. In this program, employees are encouraged to think about their own careers, while their supervisors and human resource departments offer support for the realization of career aspirations based on an overall management strategy.

Development of a more flexible working environment

We are determined to create a work environment where employees at various life stages, whether it is child-rearing or nusring care or other life events, can balance private life and work and realize their full potential.

♦ Support for employees with children (a ★ indicates benefits that exceed legal requirements)
During Pregnancy Morning sickness leave
Leave for maternal health management
(doctor's appointments, etc.)
Delivery Maternity leave ★
Time off for spousal birth/childcare
Child-rearing Childcare leave
Shortened working hours ★
Staggered attendance time scheme
Exemption/limit on overtime
Restriction on night work
Time off for sick/injured childcare ★
Telecommuting program
♦ Support for employees engaging in nursing care (a ★ indicates benefits exceeding minimum legal requirements)
During nursing care Nursing care leave ★
Time off for nursing care
Shortened working hours ★
Staggered attendance time scheme
Limit on overtime
Restriction on night work
Telecommuting program
♦Number of employees using staggered attendance time scheme or shortened working hours
2014 2015 2016 2017
Staggered attendance time scheme Male 30 32 31 38
Female 16 15 18 14
Shortened working hours Male 0 0 0 2
Female 102 125 143 156
*Each year as of April 1
*Shortened working hours: An employee may shorten 1 working day at most by 1 hour 45 minutes in 15 minute increments. In the case of childcare this system may be used until the child graduates from elementary school. In the case of nursing care, up to one year in conjunction with nursing care leave.

Dynamically Engaging Female Employees

Women in management/targets

As of April 2017, women make up 20.8% of EBARA Corporation and constitute 5.2% of management. We aim to raise that to 7% by April 2020. To accomplish this we have set a “General employer action plan”

♦ Number of female employees / female employees in management positions (EBARA CORPORATION)
2014 2015 2016 2017 2018
Total number of employees 4,060 4,106 4,101 4,105 4,003
Total number of female employees 831 853 857 855 832
Number of women in management 42 44 49 77 83
Proportion of women in management (%) 3.4 4.0 4.8 5.2 5.7
*Each year as of April 1

Supporting the career development of female employees

EBARA divides female employees into three stages (young employees, pre-management, and management), and conducts targeted programs for career development and acceleration according to the needs of each stage.

Major initiatives

Career Design Seminar
We hold seminars for female employees under thirty years of age, to help them build their career plans and achieve work-life balance.

Cross-exchange meetings
We provide opportunities for female employees to meet with senior female employees and other female employees with similar backgrounds to consult and discuss issues they may face or any concerns they may have regarding career development.

Dispatch to external trainings
We actively dispatch female employees for external training with the intent to promote female career development and acceleration.

Exam for career-track changes
In order to support the career development of female employees hired as non-career track, in fiscal year 2014 the exam system for career-track changes was revised to allow applicants to submit themselves for evaluation without their supervisor's recommendation as a requirement. Additionally, employees who have passed this exam receive full support for their new careers through briefings and training programs.

Business improvement activities by female employees
From fiscal year 2016, EBARA has begun implementing business improvement activities under the initiative of female employees and sales offices and plants. Employees start from the point of looking for opportunities to improve day-to-day work and through these activities learn the process of implementing improvements.

Hiring without regard for nationality

We hire diverse employees from all around the world who have passion and dedication and a desire to innovate and contribute to society. A core measure under the personnel and human resource development policy, is the proactive employment of international employees at the EBARA Group.

An international employees’ path of development at EBARA begins with an offer of employment and we provide various kinds of support throughout their career to ensure full engagement.
We are committed to the continued global development of the Group through the globalization of human resources, especially through the hiring of personnel from strategically-important regions, the globalization of domestic employees who work with international employees, and the recruitment of highly-talented and diverse personnel.
As of 2017/4, 12.4% of fresh graduate hires were international employees.

Employment of Disabled Persons

The EBARA Group is working with local communities as well as broader society to increase the proportion of its workforce accounted for by persons with disabilities by promoting vocational independence and creating opportunities for social participation. As a part of these efforts, we established EBARA EARNEST Co., Ltd., a special affiliate company, in fiscal year 2012.

♦ Employment rate (%) of Disabled Persons at key Group companies
2017/12*1 2.54 - *2 1.69 0.88 2.35 1.78 1.00 2.46
2017/3 2.48 1.09 1.69 0.88 1.99 2.00 1.01 -*2
2016/3 2.30 0.94 -*2 0.91 1.77 2.03 1.02 2.35
2015/3 2.24 0.94 -*2 1.03 1.66 1.81 1.08 2.28
2014/3 1.80 0.50 -*2 1.20 1.90 1.80 -*2 -*2
*1 The data shown here is 9 months due to our change of fiscal year end date
*2 A dash (-) indicates that the company is exempt from the Act for Promotion of Employment of Persons with Disabilities

EBR: EBARA CORPORATION  ED: EBARA DENSAN LTD.  EFB: EBARA FAN & BLOWER CO., LTD  ERS: Ebara Refrigeration Equipment & Systems Co., Ltd.  EETC: Elliott Ebara Turbomachinery Corporation  EEP: Ebara Environmental Plant Co., Ltd.  EFT: EBARA FIELD TECH. CORPORATION  EA: EBARA AGENCY CO., LTD.

Employment of Seniors

Ebara Group companies in Japan have set 60 as the mandatory retirement age, but we encourage the employment of older workers and have programs to rehire individuals who have special skills, abilities, qualifications or knowledge as well as employees who have highly mature, practical expertise. The engagement of older workers is effective for the passing down of skills and abilities obtained over many years to younger employees. We seek to understand the working style needs of older workers and promote employment in ways that facilitate their individual abilities.