Labor Practice
Basic ideas and policies
As a “Co-Creative Chemical Company,” Resonac aims to become a “global top-level functional chemical manufacturer from Japan.” To this end, in our personnel strategies we attribute importance to developing human resources based on our Purpose and Values. We will foster the growth of employees and develop talent in-house as well as enhance employee engagement toward increasing our corporate value. Since the launch of the new system in January 2023, we have introduced a new personnel system, aiming to enable autonomous and co-creative people who embody the Values to achieve further growth and demonstrate the full range of their abilities. Under this system we will implement personnel measures to evaluate and recommend actions that contribute to the Values, thereby improving the working environment to give employees more motivation and providing better working conditions so that they can maintain a balance between their personal and working lives.
Commitment to respecting human rights
As a signatory to the United Nations Global Compact, we respect human rights in all aspects of our business activities by operating in accordance with the Ten Principles of the UN Global Compact and the UN Guiding Principles on Business and Human Rights, strive to prevent and mitigate negative impacts on human rights, and comply with national and regional laws and regulations concerning human rights.
In Japan, for example, we prevent child labor by stipulating the minimum age for employment in our employment regulations and by thoroughly checking the age of employees when hiring. In addition, the company helps prevent forced labor by not taking custody of important employee documents such as passports.
Provision of safe and clean workplaces
We will provide employees with safe and clean workplaces where they can demonstrate their abilities. By making office space, where employees spend much of their time each day, as well as rest rooms, changing rooms and other facilities for employees even more comfortable, we hope that they will be able to work more proactively, increasing their engagement within the workplaces.
Moreover, at the Daimon and Marunouchi offices we have introduced a free-address system to provide employees with greater convenience. We are thus helping them adopt new work styles by improving the workplace environment.
Initiatives to prevent harassment
Harassment in the workplace is subject to disciplinary action, and we are working on in-house education to create a harassment-free workplace. We consider it particularly important to raise the awareness of management, and we provide training on preventing and responding to harassment to top management on down. In addition to appointing members of the Human Resources Division to serve as in-house contacts for consultations, we have also set up an external consultation contact for those who might find it difficult to consult directly with the company. These consultations can be carried out anonymously, and investigations are conducted based on the wishes of the individual and handled strictly.
Encouraging employees to take annual paid days off and reducing their working hours
In compliance with the Labor Standards Act of Japan, we are working to reduce overtime work and encouraging employees to take their annual paid leave. We also ensure that employees who work overtime exceeding the predefined threshold are interviewed by an industrial doctor to help them maintain their health.
In order to prevent working to excess, we are implementing the following measures at each of our sites and Group companies:
- Share information about current problems and measures for improvement through labor-management activities
- Set a target for the number of annual paid days off for employees and encourage them to actually take the days off
- Designate a day on which employees will be asked to end their work on time
- Team activity to make improvements for higher operational efficiency
System to support employees in maintaining their work-life balance
Resonac has systems to support employees in maintaining their work-life balance at each life stage, and we are continuously implementing measures to encourage employees to utilize the systems, including conducting a campaign to encourage male employees to take childcare leave. In order to provide employees with even more options for flexible work styles, we also introduced a telecommuting system for employees who need to take care of their children or other family members and subsequently updated the scope of the system to include all employees, aiming to provide greater job satisfaction.
Major work-life balance support systems
Flexible working time system; shortened working hours for childcare/family care; telecommuting system; use of annual paid days off in units of half a day; support leave (that can be taken in units of one hour and half a day); special leave system (for marriage, childbirth, bereavement, official duties, disaster damage and transfer); leave system for employees working apart from their families to return home; refreshment leave; absence for child nursing care (partially paid); absence for long-term nursing care (partially paid); leave for infertility treatment (partially paid); leave for maternity health management (partially paid); additional leave (for nursing care, long-term nursing care, infertility treatment and volunteer activities; unpaid); absence for the treatment of non-occupational illness/injury (partially paid); leave for the treatment of non-occupational illness/injury; childcare leave; long-term nursing care leave; and life support leave
Outline of major systems
- Childcare leave: Can be taken by employees who live with and are raising children younger than two years old until the day before the child’s second birthday. It is possible to take this leave up to twice per child during the period. Apart from this leave, male employees can also take paternity leave following the birth of the child. Moreover, if the Company gives special approval, employees can take childcare leave for up to a total of three years before the child enters elementary school.
- Shortened working hours for childcare/family care: Can be taken by employees who have children under junior high school age or who are taking care of family members in need of long-term nursing care. These employees may choose to reduce their standard working hours by up to two hours per day. They can also shorten their working hours to four hours per day at the shortest, if approved by the Company.
- Support leave: Employees are granted five days per year and can carry over any untaken days up to a total of 40 days. They can also take this leave in units of days, half-days and hours to participate in school events for their preschool- and elementary school-aged children, to take care of their children in the event of temporary school closure/class cancellation or to provide (long-term) nursing care for their children or other family members.
- Long-term nursing care leave: Can be taken by employees who have family members in need of long-term nursing care. Depending upon the relationship between the employee and the family member in need of long-term nursing care, a total of 93 days off, or a total of 12 months’ leave during the two-year period from the start of the leave, can be taken.
Various systems
We have concluded a labor agreement with the labor union and built a solid relationship of trust in accordance with the basic spirit of the company and the union cooperating with each other as partners in realizing the growth of both the company and the individual and earnestly pursuing effective corporate activities and proper treatment of union members. We also review various systems as necessary through active "conversations" between labor and management.
Our wages comply with the legal standards of the countries and regions in which we are located. In Japan, we operate our wage system through discussions with the labor union, taking into account social trends and prevailing standards.