The Daio Paper Group promotes diversity in the workplace and encourages each and every of its employee to “take initiatives to develop each of their unique abilities and perceptiveness, and act with consideration, good judgment, and proactivity.”
Promoting Diversity Management
Here at the Daio Paper Group, we implement diversity management to assist our greatest assets, our employees with their diverse abilities, in honing their unique abilities and sensibilities in order to reach their maximum potential, thereby leading to the sustainable growth of the Group. We aim to create a corporate culture in which employees embrace and make full use of their diverse values, points of view, and abilities and turn those into strengths that increase corporate value. Embracing and making full use of the abilities of each employee would lead to an increase in work motivation and greater eagerness to contribute.
Thinking of the Future of Daio Paper
Of the various initiatives to promote diversity, Daio Paper has been focusing particularly on promoting women’s active participation and advancement in the workplace, with numerical targets, such as the ratio of female managerial employees, in place since FY2014.
The key initiatives are:
①cultivating career awareness and promoting self-directed career development among female employees in career-track positions.
②cultivating female employees into managerial positions.
③supporting good balance between work and childcare.
【Goal】 Increase the number of female managers to 3.5% or more in FY2020 (1.7% as of October 2019)
【Key Points】 ① Create an environment in which female career-track employees can continue to work for more than 10 years. (Work style that can overcome the barriers of balancing career and parenting)② Cultivate autonomous career-building skills for women in career-track positions
Action Plan Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace
In order to create an environment in which women can continue to play an active role in managerial positions, an action plan has been formulated as follows.
Period of Plan
April 1, 2016-March 31, 2020
1) Low ratio of women in managerial positions (0.4% as of March 31, 2015) 2) Low ratio of women in career-track positions leading to small candidate pool for appointment to managerial positions 3) Shorter average length of service (5.6 years) for women in career-track positions as compared to that for men (15.8 years) Taking into consideration the current situation described in 1) to 3) above, Daio Paper will implement measures to create an environment in which each employee can continue to work until the appropriate period for appointment to a managerial role and also develop autonomous career-building skills.
【Effort 1】: Hold career interviews and career development training for women in career-track positions ※To foster a sense of autonomy in formulating their individual career plan
【Effort 2】: Purposefully assign women in career-track positions to departments with few such employees
【Effort 3】: Implement cross-industrial exchange training program for women in career-track positions ※ Develop awareness of and the skills to be appointed to a managerial role through finding positive role models in other companies and getting motivated via cross-industrial exchanges
【Effort 4】:Implement work style reform ※ By realizing a corporate culture that rewards producing the greatest results in the least amount of time and a work style not bound to a fixed location, we will create a working environment where employees with limited time due to parenting responsibilities and other obligations can take on managerial roles.
■Establishment of Diversity Committee (July 2019)
In order to further promote diversity management, Diversity Committee has been established with board members as the main officers.
■Daio Paper was selected as a Nadeshiko Brand company for three times (FY2014 and FY2016 and FY2018).
Daio Paper was recognized for its proactive efforts to promote women’s active participation and advancement in the workplace, in particular the announcement of the Declaration of Work Style Reform together with a message from the President. We also implemented the following measures: • Reforms to Ways of Working • Career Training and Interview for Female Employees in Career-Track Positions • Mentor Program (one-on-one coaching by officers)
The “Nadeshiko Brand” is awarded annually to companies that showed excellence in promoting women’s active participation and advancement in the workplace, and is selected jointly by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange.
■ Supporting Good Balance between Work and Parenting
Daio Paper aims to create a corporate culture in which it is common practice for female employees who are raising children to play leading roles in the workplace.
We provide female employees who are returning to work after childcare leave opportunities to think through their career path. We organize consultations with female employees before they return to work from childcare leave to facilitate a smooth return to work, as well as consultations after returning to work to facilitate their active participation in the workplace.
We have also introduced the following measures to develop an environment that allows female employees to exercise their full potential with peace of mind, even during their child-rearing years: • Started subsidizing baby-sitting service • Extended shortened working hour system for child-rearing employees to until the child finishes third grade of elementary school • Expanded the scope of valid reasons for using stored annual paid leave to include getting vaccinations for children and regular health check-ups, etc.
In October 2017, we established “GOO.N SukuSuku Leave,” which is paid leave for child caring purposes, and in April 2018, we opened the “GOO.N SukuSuku House” (Shikokuchuo City, Ehime prefecture), a facility for employer-provided childcare service, with the aims of providing more support for child-rearing employees and promoting male employees’ participation in parenting.
[Kurumin Mark] A certification mark awarded by the Minister of Health, Labour and Welfare to companies that show support for parenting. Daio Paper was certified in FY2011.
Results (Promoting Women’s Active Participation and Advancement at the Workplace, and Diverse Work Styles)
General Conference for Promoting Women’s Active Participation and Advancement at the Workplace(June-July 2014)
In June and July 2014, a general conference was held with the president and other directors, managers with female subordinates, and all female employees in attendance for the purpose of communicating the objectives and targets of promoting diversity to the entire company directly from the top management.
Promotion of Autonomous Career Development
To encourage female employees to self-direct and incorporate their own “personal values and ideas” in each of their career development instead of leaving career design up to the company or other people, we are conducting career design training in the company and also encouraging female employees to participate in cross-industrial exchange training programs.
|October 2014-||Participation in women’s cross-industrial exchange training program|
|June 2015-||Career design training for female employees in area-limited positions|
|June 2016-||Career design training for female employees in career-track positions|
|July 2016-||Career interviews between female employees in career-track positions and their supervisors|
Approach to Developing Female Employees into Managers (from April 2015)
For female career-track employees who are one level away from being qualified to take on managerial positions, we conduct individual interviews with them and also send them for training with external providers in order to dispel their worries about becoming a “manager” and encourage them to advance their careers with confidence. Also, in November 2016, we introduced an executive mentor program. Through this program, we hope to broaden our female employees’ perspectives and increase their career awareness via regular interviews with directors, where they would receive advice from the top management and learn how the top management thinks.
|April 2015-||Individual interviews between female career-track employees one level away from being qualified to take on managerial positions and their supervisors|
|October 2015-||Selection and dispatch of prospective female managers to the GLOBIS Female Leader Development Program|
|November 2016-||Executive Mentor Program|
Transform to an open corporate culture
To build a culture that embraces diversity, it is essential to improve internal communication skills, so we conduct training aiming for self-analysis and mutual understanding.
|April 2019-||Started unconscious bias training|
Initiatives to Support Balancing of Work and Parenting
To dispel concerns about balancing work and parenting, we began three-way interviews with female employees on childcare leave who are two months away from returning to work, their supervisors, and the Personnel department. Through the dialogues on ideal work styles and career paths after returning to work, we are able to create an environment that makes it easier for employees to return to work. We are also working on the creation of an environment where employees can work to the best of their abilities with peace of mind while parenting.
|July 2013-||Introduced the baby-sitting subsidy system|
|April 2014-||Started conducting interviews for employees returning to work after childcare leave|
|April 2015-||Extended shortened working hour system for child-rearing employees to until the child finishes third grade of elementary school|
|April 2015-||Expanded the scope of valid reasons for using stored annual paid leave to include getting vaccinations for children and regular health check-ups, etc.|
Introduced the “GOO.N SukuSuku Leave” (paid leave for childcare purposes) All employees, on the birth of their child, are granted five days of paid leave to help promote men’s participation in parenting and women’s balance of working and parenting after returning to work from childcare leave
|April 2018-||Opened the “GOO.N SukuSuku House”, a facility for employer-provided childcare services, in Shikokuchuo City|
Diversity in Numbers
|Ratio of female new hires||34.0%||30.0%||26.7%||27.5%|
|Ratio of females in managerial roles||0.4%||1.0%||1.4%||1.6%|
|Ratio of employees with disabilities||2.03%||2.13%||2.12%||2.21%|