One of the Material Issues we have identified in our long-term vision "E-Vision 2030" for fiscal 2030 is to promote working environments that encourage challenge. We will create a corporate culture in which diverse human resources can play an active role, compete, and take on challenges while feeling rewarded and comfortable in their work.
<b>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.</b>
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.
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
We are aiming to be a company that supports the career paths of female employees who feel a sense of accomplishment and pride through their work and are able to fully utilize their skills.
EBARA received Rank 3 in the “Eruboshi” certification mark program. In this program, the Minister of Health, Labour and Welfare grants this certification to the companies that present excellence in empowering female employees based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.
The certification is based on the following five criteria: 1) Recruitment, 2) Continuous Employment, 3) Working hours, 4) Female management ratio, 5) Diverse career paths
Number of female employees
Number/ratio of women in management
Average years of service
Number/ratio of female fresh graduate hires (excluding production employees)
|Wage gap between men and women (regular employees)||73.7%|
|Wage gap between men and women (non-regular employees)||39.3%|
|Wage gap between men and women (all employees)||71.9%|
*Ratio of women's wages to men's
*Wages: Taxable wages (base salary, overtime, family allowance, housing allowance, bonus, etc.) excluding only commuting allowance.
*Regular employees: Our original employees (including those seconded to other companies)
*Non-regular employees: Part-time employees, contract employees, and temporary employees (excluding dispatched employees)
Supplementary explanation of wage gap between men and women
Since a role grading system has been implemented, there is no difference in wages between male and female employees in the same grade level. However, there is a difference because the ratio of female employees in key positions is low at 6.5%. We will consider and implement measures to increase the ratio of female in key positions.
About 94% of male non-regular employees are temporary employees, while about 50% of female non-regular employees are part-time employees, resulting in a wage gap.
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.
<b>Holding Roundtable Discussions for Employees on Childcare Leave</b> The purpose of this event is to provide an opportunity for employees to share information and think about their concerns about childcare, balancing work and childcare, and their future career.
<b>Raising up female employees</b> We distribute a regular newsletter that features different female employees, to increase the representation of diverse working models and inform employees of possible career paths.
<b>Dispatch to external trainings</b> We actively dispatch female employees for external training with the intent to promote female career development and acceleration.
<b>Holding seminars for male employees on balancing work and childcare</b> In order to promote the advancement of women, it is essential to change the mindset of men, and this event is held to create a working environment where each individual can achieve an optimal work-life balance.
As of April 2021
|Niigata Prefecture||Happy Partner Companies (Niigata Prefecture Gender Equality Promotion Companies)|
|Miyagi Prefecture||Companies that Utilize the Power of Women|
|Aichi Prefecture||Family Friendly Company|
|Nagoya City||Child-rearing Support Company|
|Hiroshima City||Commendation for Businesses Promoting Gender Equality|
|Osaka Prefecture||Declaration of Vigor and Vitality for Men and Women|
|City of Osaka||Women's Activity Leading Company|
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.
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 special needs 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.
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.
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