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Human Resources

UBE Group Human Resources Management Guidelines

The UBE Group has issued these human resources management guidelines in order to enhance its corporate value and maximize the well-being of employees.

These guidelines present the shared values the UBE Group practices in human resources management. While group companies have their respective rules, customs, and personnel provisions, these guidelines outline the Group’s universal approach to human resources management and apply to all group companies worldwide.

  1. Value the diversity of our human resources and respect each person’s individuality.
  2. Keep employees' motivation high by encouraging their creativity and autonomy.
  3. Provide many opportunities for all employees to develop themselves based on their own professionalism.
  4. Pursue fair evaluation and remuneration.
  5. Be receptive to diverse work styles, maintain good working environment, and further improve the working environment.

Personnel System

Basic Views

The UBE Group maintains a personnel system in which it clarifies what it expects of employees and impartially evaluates individual effort. We seek to ensure that employees therefore fully understand what they need to do and create workplaces that are challenging and motivating for all our employees.

personnel system

Human Resources Development

At Ube Industries, we provide on-the-job training, workshops and other off-the-job training, and self-improvement support programs with systems that empower our employees to perform at their best in an array of businesses and in an increasingly global operating climate.

A good example of our approach is the Career Development Sheets that employees prepare every year, based on which they can discuss areas in which they should enhance their skills and their prospects with supervisors. We rotate employees in keeping with their aptitude to broaden their perspectives and expertise. For workshops and other off-the-job training, we keep pace with changes in the operating climate by providing employee training programs that reflect skills required for each job level. We offer a range of programs that help employees enhance their capabilities, such as distance learning and in-house and external language courses.

We foster employee retention by bolstering career development. We are particularly determined to retain young employees, and are cultivating them as tomorrow’s leaders at the UBE Group by helping them to experience their own growth and find satisfaction in their work.

Training System Overview

Training System Overview

Main Training Participation (FY2019)

Scope Number of participants Average training time per participant (hours)
Level-Based Training
Management training UBE Group 227 22.2
Basic management training UBE Group 54 16
Generalist training Ube Industries 168 40.5
Key employee training Ube Industries 223 30.6
Theme-based training
Elder training Ube Industries 34 8
Refresher courses Ube Industries 98 8
Global training program
Cultural sensitivity training Ube Industries 29 8
Global business leader training program UBE Group 17 104
Overseas MBA programs Ube Industries 2
Group company new executive training UBE Group 13 16

Enhancing Global Human Resources Development

The UBE Group actively works to develop human resources that can contribute to its growing international business in various domains. The key points of the strategy are to: (1) foster global business leaders, (2) increase the opportunities for gaining international experience, (3) enhance cross-cultural capabilities, and (4) improve language capabilities.

Additionally, Group companies in Japan actively pursue exchanges with personnel from international Group companies, through initiatives such as joint training and mutual exchanges of young employees as trainees. These initiatives give employees actual experience working in other countries and foster a global mindset.

Diversity

Basic Views

Diversity is a key policy priority. The UBE Group accordingly seeks to build a corporate culture that respects individuality and broad perspectives and treasures creativity and ambition.

Ube Industries has operated a diversity group within the Personnel Department since October 2013, to promote diversity in human resources and work-styles.

Diversity in Human Resources

At Ube Industries, we endeavor to attract and retain diverse talent as part of efforts to overcome the looming challenges of a declining labor force and a changing business climate.

We recruit people with diverse talents regardless of career background, nationality, or gender. The management team engages closely with employees, including through meetings to exchange opinions and through labor–management council gatherings. We endeavor to create workplaces in which employees can fulfill their potential by performing great and satisfying work.

Employee Data (as of March 31, 2020)

  Number of Employees In which, Number of Managers Average Age Average Years of Service
Male 3,060 91.9% 875
97.4% 41.9 16.0
Female 269 8.1% 23 2.6% 39.8 14.8
Total or Average 3,329 100.0% 898 100.0% 41.7 15.9

Hiring Breakdown

(Number of employees)
Fiscal Year 2017 2018 2019
New graduate hires (Generalist positions) 46 (10) 37 (9) 47 (8)
New graduate hires (Key employee positions) 63 (9) 30 (2) 56 (8)
Mid-career hires 12 (1) 58 (3) 50 (6)
Hires with disabilities 2 (1) 2 (0) 3 (2)
Hires of non-Japanese nationals 2 (2) 1 (1) 1 (0)

Figures in brackets represent the number of women hired

Addressing the Gender Gap

As of March 31, 2020, 8.1% of Ube Industries employees were women, up from 7.5% the year before. Women held 2.6% of our management positions, compared with 2.4% the year before. As part of our efforts to be more inclusive for women, we have increased the number of female employees at our factories and overseas. Women are increasingly vital to our operations. Most of our female employees return to work after maternity leave. The number of male and female employees balancing childcare and professional commitments is rising annually, driving efforts to make operations more efficient, review work practices, and otherwise undertake workplace reforms.

In fiscal 2019, we launched a three-year action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace. The plan encompasses the following three benchmarks to realize more flexible working styles and provide greater opportunities for women.

  1. Annual paid leave usage rate of 80% or more
  2. At least 70% of eligible male employees taking childcare leave
  3. Achieve rate of 20% or more women among new graduate hires for generalist positions over the period of the plan.

Employing Non-Japanese Nationals

To harness expertise from different values and cultures, Ube Industries revised the global business leader program to include local training in Japan, Thailand, and Spain, and have expanded personnel exchanges with employees of the UBE Group companies outside Japan.

Additionally, every year the Company hires foreign nationals to work in Japan, and actively pursues personnel exchanges including accepting personnel from international Group companies.

Rehiring Retirees

Ube Industries maintains a program to rehire employees after they reach the standard retirement age of 60 so the Company can draw on their experience and skills and they can retain job security.

In fiscal 2019, 85.7% of employee of Ube Industries who reached the standard retirement age were rehired and are now deployed throughout the UBE Group. Ube Industries and its Group companies are reviewing the roles and benefits of these people to enhance their work environments and motivation.

Employment of People with Disabilities

At the UBE Group, we do much to foster the employment of people with disabilities, and maintain the UBE Group Support Network for Employment of People with Disabilities. We draw on the accumulated knowhow of Libertas Ube, Ltd., a special-purpose subsidiary that we established in 1991, to hire these individuals and create workplaces for them Group-wide.

Libertas Co., Ltd. also works to promote employment and improve the welfare of people with disabilities in partnership with the community in its hometown of Ube City as a core member of the Support Network for Employment for People with Disabilities Conference, which is composed of local governments, support organizations, schools, and corporations, as well the Corporate Subcommittee, which is a subordinate organization.

Percentage of Employees with Disabilities Percentage of Employees with Disabilities

Reforming Work Styles

Basic Views

Work style reform is an important management priority. As such, Ube Industries strives to ensure high productivity by reviewing tasks from a range of perspectives, including through the use of ICT. At the same time, the Company offers telework, flextime outside core times, and other programs enabling more work practice diversity. In addition, based on the UBE Group Human Rights Guidelines, which stipulate appropriate management of working hours, the Company has prohibited the sending of e-mail late at night and on holidays and has strengthened management of work hours using personal computers. At the same time, Ube Industries works to review duties and equalize workloads. The Company also sets targets for actual annual working hours based on labor-management negotiations, works to reduce overtime hours, and encourages employees to use their annual paid leave. All of these initiatives are aimed at establishing workplaces that facilitate work-life balance.

Paid Leave and Overtime Hours at Ube Industries

Fiscal Year Unit 2017 2018 2019 FY2025 Target
Ratio of annual paid leave taken % 73.7 78.2 81.3 100
Overtime (annual average) Hours per person 194 199 177
Total hours worked Hours per person 1,987 1,980 1,949 1,900 or less

Work-Life Balance

Ube Industries is working to improve systems to allow employees, regardless of gender, to continue working in ways that make sense for them at various stages of their lives and to create a climate that ensures that employees are able to take advantage of such systems.

The Company endeavors to create an environment that makes it easier for employees to take parenting leave, nursing care leave or reduced working hours, depending on their individual situation.

Furthermore, based on the Act on Advancement of Measures to Support Raising Next-Generation Children, Ube Industries has developed an action plan to help ensure an employment environment that allows employees to use their abilities to the fullest while both working and raising children. In addition to making some childcare leave paid, the Company encourages male employees to take a greater role in parenting. Ube Industries was awarded a Kurumin certification signifying its support for child-rearing. Under the three-year action plan launched in fiscal 2019, the Company is working toward the following two goals: 1) implement measures to encourage work-style reforms and 2) expand social contribution programs related to raising the next generation.

Image: The “Kurumin” Next-Generation Certification Logo The “Kurumin” Next-Generation Certification Logo

Leave for Volunteer Activities

In order to make it easier for employees to participate as volunteers in social and community initiatives, Ube Industries’ employees can use their accumulated leave to participate in volunteer activities.

Main Work-Life Balance System

  System Description
  Maternity leave *1 Up to six weeks prenatal and eight weeks postpartum
Childcare leave Leave can be taken until the day before the child’s first birthday (or the child’s second birthday, in certain circumstances). The first seven days of leave are fully paid.
Childbirth leave *2 Employees whose spouses have given birth can take four days of paid leave.
Shortened working time The working hours of employees caring for children in elementary school or younger, nursing family members, seeing a doctor, and going to school can be shortened by up to two hours per day on request.
Child nursing leave Employees can take leave on an hourly basis to nurse children in the third grade of elementary school or younger. (Five days per child can be taken each year, up to a maximum of 10 days a year for two or more children.)
Family nursing leave Employees can take leave to provide nursing care for family members (up to a total of 365 days).
Family nursing short leave Employees can take leave on an hourly basis to provide nursing care for family members (up to a maximum of 5 days a year for one family member, 10 days a year for two or more family members).
  Half-day annual paid leave Employees can take paid leave in half-day units
Hourly annual paid leave Employees can take paid leave in hourly units (up to 40 hours annually)
Flexible working hours Eligible for all employees except shift workers (no core time)
Accumulated leave Employees can accumulate up to 40 days of expiring annual paid leave and use it to take time off for sickness/medical treatment, caregiving, fertility treatment, etc.
Telework Employees can work from home as a means to improve work-life balance, raise productivity, and prepare BCPs.
Career restart Gives employees the option to resume their careers if they have to quit for reasons out of their control, such as marriage, giving birth, parenting, caregiving or spouse’s job transfer

*1 Only available for female employees
*2 Only available for male employees

Quality Working Environment

Labor Union Relations

The UBE Group respects the basic rights of workers, including the freedom of association and the right to collective bargaining.

At Ube Industries, we have concluded an agreement with the Ube Industries Labor Union that encompasses worker rights. Management engages in negotiations and regular discussions with labor representatives to improve living standards and working conditions for union members and provide comfortable work environments. We endeavor to maintain and enhance healthy relationships between management and labor by having senior executives participate in conference sessions with labor to exchange and honestly discuss views about the Company’s issues and direction and share management policies and plans with union members while reflecting their feedback in management.

Office and Plant Tours for Families

UBE Group companies give office and plant tours to the families of employees, so that they can see where their family member works and the conditions they regularly work under as well as the way they spend their time. This initiative is aimed at facilitating communication within families and increasing employee motivation.

Occupational Safety and Health

ESG Data

Society (PDF:135KB)