Human resource management

Our Fundamental Approach

We are committed to investing in human capital by advancing Diversity, Equity, and Inclusion (DE&I), fostering a vibrant and engaged organization, and cultivating the next generation of global leaders. Our aim is to create an environment where every employee can thrive and contribute to our long-term success on the global stage.

Construction of a dynamic humanresource portfolio that will help to accomplish the strategy

Promoting Human Capital Management, Including Development of a Human Resources Portfolio

JCR sees developing and securing personnel who might contribute to enhancing its corporate value as central to its efforts to invest in human capital that will aid in advancing its business plans. Going forward, JCR will strive to expand and enhance programs that will contribute to promoting human capital management, including development of a human resources portfolio. To remain a group that is attractive to a diverse workforce and to retain talent, we value the ability to share our core values with others regardless of nationality, gender, or age. To secure those human resources, we are working to strengthen not only recruitment of new graduates, but also mid-career hires with diverse skills and attributes who can make immediate contributions. In FY2022, we spent approximately 41 million yen on this effort. We will continue this proactive investment in hiring in FY2023 and beyond with a focus on securing human resources with an even greater degree of specialization and diverse human resources. Our goal is to enhance our human resources portfolio with people better able to contribute to advancing our global strategy.

Offering Online English Conversation and In-Person Practical Training Programs to All Those Wishing to Improve Their Language Skills

JCR focuses on employee training from the viewpoint that employee growth leads to the development of the Company itself. In addition to holding regular training for new hires and for employees at each level of the organization, we also offer English-language training and beginning in FY2020, we have incorporated voluntary training in which employees can express their own interest in participating and e-learning to support employee efforts at self-improvement and growth. We also take into consideration the needs of our employees and the ease with which they can participate in these training programs, whether in the form of group training with outside instructors or participation in open lectures held outside the Company. English-language training is also offered with a variety of content and formats, including group lessons, web-based training and others.

Developing Next-Generation Global Leaders (JCR Academy)

JCR Academy was launched in FY2022 as a training initiative to develop next-generation global leaders and nurture the skills that will enable them to thrive on a global stage. The goal is for participants to acquire the soft skills required to thrive as global leaders, including communication skills, project management skills, and leadership skills, through a practical program.

Development and Organizational Permeation of Diversity and Inclusion

Creating a Corporate Culture That Utilizes the Individual Talents of a Richly Diverse Employees

Based on a firm belief that “Team JCR” is the source of JCR’s value, we mutually respect different attributes such as gender, age, nationality, and disability, and believe it is important to maximize the individual abilities of richly diverse employees. For this reason, we promote diversity and inclusion.

Creation of a Workplace Where Employees Can Thrive Regardless of Gender

At JCR, we hire based on talent, not gender. Over the past five years, females have accounted for an average of 43.0% of new graduate hires (FY2023: 47.6%, FY2024: 31.7%, FY2025: 43.7%). Females now represent 42.3% of all employees, including 49.0% in Research and 41.8% in manufacturing. As this trend continues, the current 16.7% ratio of female managers is expected to rise.

Workstyle Innovation

Believing that both work and private life matter, we introduced flexible work arrangements including flextime, telecommuting, and hourly paid leave. Since 2020, flextime has been gradually expanded to include production sites. We also offer an accumulated paid leave system, initially piloted in 2019 and expanded in 2021, to allow caregiving leave for family members beyond parents.

Support for Employees Raising Children, through In-house Childcare Centers and Childcare Subsidies, etc.

Efforts to Support Parental Leave.

To promote understanding and encourage uptake of parental leave, we publish detailed guides and share stories in our internal newsletter. As a result, since 2014, the return rate for women taking maternity/childcare leave has remained 100%, while 63% of eligible men took parental leave in FY2024.

Activation of Individuals and Organizations Promotion of Improvements to Engagement

Building a Human Resource Management Frame as a Framework to Realize the Image of Who We Want Our People to Become

To ensure proper communication between the Human Resource Planning Department and each department, regular discussions are held to align the Company’s approach to future human resource needs before formulating a personnel plan. This effort to build a human resource management framework for people who can excel globally is centered on a newly formulated the image of who we want our people to become, and our desired corporate climate. To study the current status of the above initiatives, in FY2023 we conducted an engagement survey of all employees to measure employee satisfaction levels. We also conducted a human resource trend analysis (competency measurement). We were able to obtain responses from about 90% of employees, and the results of our analysis of the survey were used in formulating our image of who we want our people to become and our desired corporate climate. Going forward, we will use the information in considering new human resource systems, and will also begin considering a system for measuring engagement on an ongoing basis. In addition, with the aim of accumulating and visualizing human resources information as human capital, we introduced SAP SuccessFactors, a talent management system, in parallel with the deployment and building of the Company’s core SAP S/4 HANA system. The system, a standardized solution for human resource management, not only allows for the centralized management of human resource data, but will enable us to analyze and utilize data to achieve talent management in line with our image of who we want our people to become. Examples of these initiatives include management of employee goals and evaluations, and use of a Career Vision Sheet. The Career Vision Sheet is a system unique to JCR, and is used to obtain information from employees once a year regarding the jobs they desire going forward and their career goals several years into the future. This allows us to understand each employee’s vision for their own career, and consider appropriate assignments, transfers, and employee career development in light of future business operations. It also functions as a tool for communication between the Company and its employees.

Promotion of a Workplace Environment That Protects the Safety and Health of Employees, and Allows Them to Work Comfortably

As an initiative to create an ideal workplace environment that protects the safety and health of employees and allows them to work with peace of mind, we are encouraging the use of annual paid leave. We also provide group administration of influenza vaccinations and support employees aged 35 years and over who wish to receive a comprehensive health check. To improve the workplace environment, we hold a monthly Safety and Health Committee meeting on a Company-wide basis. Whenever improvements are necessary, the committee members discuss what steps JCR should take. Furthermore, we have created a space called “JCR Oasis,” where employees can get a massage and refresh themselves during work.

Initiatives for Hiring Those with Disabilities

Hiring and Creating Places for Those with Disabilities to Excel

With the aim of promoting and normalizing diversity, in addition to its existing recruitment activities JCR has undertaken a wide-ranging review of work for individuals with disabilities. Since 2021, we have worked to create a system that would allow for stable operations even during the COVID-19 pandemic, while also introducing diverse work styles, including a hybrid of teleworking and office-based work for employment of those with disabilities. Through this system, we also worked to expand employment of those with mental disabilities. To create a more comfortable working environment, we have also assigned counselors who conduct one-on-one interviews to check on employee wellness and motivation, and to discuss how they work. Going forward, we will look from the perspective of work sharing to create a base for employment of those with disabilities, continue to expand eligible occupations, and strive to ensure each person can make full use of their abilities in their areas of strength. In addition, we will put in place a system for continually following up with those with disabilities, with the goal of being a company in which diverse human resources can excel.

Support System for Employees with Disabilities

The Act for Eliminating Discrimination against Persons with Disabilities, enacted in 2016, requires businesses to make “reasonable accommodations” to remove as many barriers as possible in the lives of people with disabilities. At JCR, we are working to improve and maintain the working environment to enable employees with disabilities to lead stable professional lives in accordance with the characteristics of their particular disabilities. This includes, in the hybrid work teams mentioned above, direct individual support, including cooperation with specialized welfare agencies, as well as assigning counselors to conduct regular one-on-one employee interviews.