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Development of Talented and Attractive Human Resources

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Development of Talented and Attractive Human Resources

Polyplastics has implemented a variety of initiatives to keep our employees healthy in mind and body so they can realize their full potential and find pride and happiness in their work.

Building Diverse Workplaces

Post-Retirement Working Styles

Although Japan has a mandatory retirement age of 60, Polyplastics is working to create a system and environment to allow employees to continue to work until the age of 65. Depending on their role and duties, these employees can choose to work either full-time or 100 hours per month.

To prepare employees before they reach the mandatory retirement age, we hold a second-life design seminar at age 55 where they can learn about second life design, Japan's pension plan, and Polyplastics' re-employment system. We also hold follow-up consultations with employees on re-employment, first 18 months and then 6 months before they reach retirement age.

Building Comfortable and Pleasant Workplaces

1. Working Free from Constraints

(1) Free from Time Constraints: Expanding the Scope of the Flex-Time System

The flex-time system was first introduced in the Research & Development Division in 1992. Its application has since been expanded, and it is now available in all divisions except those under the shift work system. We will continue to make efforts to achieve a more flexible working style.

(2) Free from Family Constraints: Support in Balancing Work with Childcare and Nursing Care

Polyplastics has a variety of systems in place to support employees in childcare and nursing care. First, for childcare, employees can take childcare leave until the day before their child's first birthday in principle, but depending on the circumstances, we also allow this period to be extended until the day before the child's second birthday at the longest. To support those who return to work before their child turns 1, we provide a monthly childcare allowance until the child's first birthday. And once employees return to work, they can utilize a short-time work system until their child finishes the third year of primary school. If they have any concerns about balancing childcare with their work, they can address them in regular consultations with their superiors and the Human Resources Department.

In addition, for nursing care, Polyplastics allows employees to take a total of 365 days of family care leave per family member in principle. And, so that employees can continue working while providing necessary care to family members, they are also allowed to use the short-time work system (that can be split into 2 periods in 5 years). They may also take up to 20 days of nursing care leave per year.

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As a Company that Supports Childcare and Nursing Care Employee Engagement Survey
(Kurumin Mark and Tomonin Mark)

In September 2017, Polyplastics received Kurumin certification from the Japanese Ministry of Health, Labor and Welfare. This achievement was thanks to our great results in childcare leave utilization (100% among women and 91% among men (compared to the national averages of 81.8% and 3.16%, respectively)), as well as our initiatives to increase the paid leave utilization rate and our various policies to appropriately manage working hours. We also promote the building of workplaces that facilitate work-life balance with Tomonin Mark. Polyplastics will continue to work to create workplace environments where employees feel comfortable and supported as they strive to balance work with childcare and nursing care.

2. For Healthy and Abundant Lives

(1) Preventing Long Work Hours

Long work hours and other forms of overwork have a negative impact on physical and mental health. In our efforts to eliminate overwork and build an environment where employees can work in good health, Polyplastics is striving to create a shared awareness of this problem across the company, including among managers, and to promote a style of working in line with appropriate labor management as well as laws and regulations. In addition to managing monthly and yearly working hours for employees in labor unions in accordance with the 36 Agreement (Article 36 of the Labor Standards Act), we also manage the working hours of managers by setting upper limits of overtime on average for the periods of 1 year, 1 month, and 2 months or 6 months.

(2) Promoting Paid Leave Utilization

Paid leave utilization rate
(company-wide average)

Our paid leave utilization rate has always been higher than the average for companies in Japan, but we are aiming to raise it even higher. We achieved a utilization rate of 81% for the period of November 2016 to October 2017, and in the future, we intend to continue to spread information about this issue within the company, raising employee awareness of the importance of taking paid leave.

(3) Regular Medical Checkups and Mental Healthcare

Polyplastics conducts regular medical checkups for all its employees every year. In addition to legal mandated medical checkup items, we also support our employees and their families by providing abdominal and carotid artery ultrasounds, taking on the cost of secondary testing, and offering a physical/cerebral health screening program for employees and their spouses at age 40 and age 50. We're also working to raise employee's awareness of issues that may affect their own health through a monthly intranet publication called Health Promotion Newsletter, which provides information from corporate health nurse. In the area of mental health care, we offer yearly stress checkups, where employees not only receive individualized feedback but also organizational analysis by a healthcare team, including a public health nurse, to help them maintain their emotional health. Besides all this, we also offer training on self-care as well line care, which teaches management-level employees how to create a supportive environment for their subordinates.

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Cultivating Human Resources

1.The Human Resources Department’s Approach (Global Human Resources Policy)

Polyplastics' human resources policy was established based on our belief that each and every one of our employees is an invaluable asset.

Human Resources Policy

    We seek for talents who can challenge to create new values with the sprits of mutual trust and cooperation.
    We place the right talents to the right positions while providing development opportunities fairly to individuals with diverse backgrounds and perspectives from the long-term standpoint.
    We implement HR measures from global viewpoint in order to work Polyplastics group properly as one team.

2.Cultivating Human Resources

We have set up a group-wide classification system called Global Grade to develop human resources who are capable of handling our global business.

(1) Through Our Operations

Polyplastics utilizes a target management program and skill charts to ensure that employees are improving their skills and abilities through daily operations. We also create medium-term growth plans for individual employees, and have them participate in group-wide and company-wide rotations and projects of various types as opportunities to gain experience in a variety of operations.

(2) Through Feedback

Employees of group companies from around the world coming together for position-based training

Polyplastics encourages proactive communication between superiors and their subordinates both in daily operations and in human resources consultations. We provide support for our employees on an individual level so that they can build careers and develop their abilities while engaging in dialog with their supervisors.

(3) Through Training

Polyplastics provides a variety of training programs including position-based training programs to teach employees what they need to know for each career stage, global leadership training focused on intercultural understanding and leadership, and overseas dispatch training.

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Employee Engagement Survey

If there is little interest in the company's initiatives among employees, it can only have a negative effect on corporate activities. For this reason, in July 2017, we implemented an employee engagement survey for the employees of overseas group companies. The survey results first show us what motivates employees and what will help them to fulfill their true potential, so we can use this information to reflect the opinions of our employees in our actual policies.