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FY2015
"Nadeshiko Brand"
March, 2016
I. FY2015 "Nadeshiko Brand" 1
1. What is "Nadeshiko Brand"? 1
2. The significance of the promotion of active participation by women in corporate
management 1
3. How the FY2015 "Nadeshiko Brands" were selected 4
4. Framework of scoring related to active participation by women 7
5. Implementation of the "Survey on the Activeness of Women's Careers Related to
the Selection of 'Nadeshiko Brands'" 8
6. Result of the selection of FY2015 "Nadeshiko Brands" 9
7. Efforts by companies selected as "Nadeshiko Brands" 11
8. "Pre-Nadeshiko Brands” (companies recently expanding efforts in promoting
women) 36
Reference (1) Preliminary calculation of index 39
II The current situation in the promotion of active participation by
women in Japanese companies 40
1. Impact on competitiveness 42
2. Current issues 44
3. Management 43
3-1. Commitment by the management (positioning in management strategy) 43
3-2. Direction/goal: Promotion of women's careers 48
3-3. Direction/goal: Support for maintaining a balance between work and family
51
3-4. Improvement of systems (organizational systems for the promotion of active
participation by women) 54
4. Performance 58
4-1. Details of the efforts: Promotion of women's careers
4-2. Efforts made: Support for maintaining a balance between work and family
63
4-3. Achievements: Promotion of women's career 66
4-4. Achievement: Support for maintaining a balance between work and family
69
1
I. FY2015 "Nadeshiko Brand"
1. What is "Nadeshiko Brand"?
The “Nadeshiko Brand” program is implemented every fiscal year from FY2012 as a joint effort
by the Ministry of Economy, Trade and Industry (METI) and Tokyo Stock Exchange to select and
announce companies that are promoting active participation by women.
Promotion of active participation by women is expected not only from the perspective of the
maintenance of the working population in Japan where falling birth rate and population aging are
progressing rapidly, but also from the perspective of enhancing competitiveness through the
promotion of active participation by women as a corporate strategy. Further, how women are
promoted is being prioritized recently when making decisions on investment and financing.
The government also positions the promotion of active participation by women as the "core of the
growth strategy." The "Nadeshiko Brand" program aims to further raise interest among investors in
listed companies that are promoting active participation by women and to accelerate efforts by
companies by introducing such companies as brands attractive for investors prioritizing "mid- and
long-term vitality."
2. The significance of the promotion of active participation by women in corporate
management
Promotion of active participation by women is expected to produce a favorable effect in corporate
management from the perspective of "diversity management." "Diversity management" signifies the
"strategy of utilizing various types of human resources" not only regardless of gender, age,
nationality or disabilities but also in terms of job history and career. As the "introduction (test)" of
diversity management, it is considered that there are four major significant factors in the active
promotion of women's careers and acceleration of the promotion of women by companies, as
follows.
■ Significance 1: Coping with various market needs
By staffing women to a wide range of departments and sectors such as product planning sectors or
research and development sectors, and actively promoting them, it is expected that "freeflowing
thinking" rises out and leads to the development of new products and services, or innovations,
reacting to a wide variety of market needs.
■ Significance 2: Improvement of risk-control ability and adaptability to change
At the same time, while the global development of Japanese companies is accelerating, it is
believed that increasing the diversity of an organization leads to improved adaptability to various
markets worldwide and stronger resistance against risks. In particular, it is expected that the
existence of women board members and auditors results in the implementation of monitoring on the
execution of operations from a further diversified viewpoint.
2
■ Significance 3: Establishment of reputation in the capital market, long-term and stable
funding
In foreign countries such as in Europe or the U.S., the diversity of the board is coming to be
recognized as an important factor in corporate governance. Institutional investors such as pension
funds are now showing stronger interest. Especially in foreign markets, "ESG investment," based on
corporate evaluation and rating considering ESG factors such as the organization's attitude towards
diversity, is expanding. Investors, in for example pension funds, are actively adopting ESG
investments. Also in Japan, financial instruments that evaluate and support active participation by
women are increasing. By promoting active participation by women and at the same time disclosing
information to the capital market, it is expected that reputation in the capital market becomes higher
and contributes to long-term and stable funding.
■ Significance 4: Establishment of reputation in the labor market, securing/obtaining
superior human resources
Although the labor participation ratio of women and the ratio of women in management positions
are both increasing in Japan recently, the level still remains low compared to other countries. On the
premise of superior human resources for companies existing in virtually the same ratio between both
men and women, the gender gap in terms of labor participation ratio and the ratio of those in
management positions suggests the possibility that there is a certain number of women who are
superior enough but are not be able to fully display their ability. Expanding such general population
at recruitment and promoting staff in companies can result in securing truly superior human
resources.
Actually, there is a report showing that companies with a higher ratio of women executive officers
tend to represent a better management index in regard to return on equity (ROE), for example.
Further, there are also study reports indicating that the promotion of women managers increases
productivity and acts favorably on profit margins in companies where a women-friendly working
environment has been established, or that the productivity per permanent employee per hour in
companies working to develop an environment that ensures the work-life balance necessary for the
promotion of women's careers (supporting raising children and providing nursing care and utilizing
systems allowing a flexible working style, etc.) is higher by twice or more compared to companies
that do not.
Although such study reports are just a part of many examples, companies that are promoting
active participation by women and achieving results can be regarded as "companies with growth
potential" in the sense that they have "the management ability to utilize different types of human
resources" and "the ability to reform themselves to adapt to environmental changes."
3
Figure 1 Significance of diversity in corporate management
Response to various market needs
・Product development and sales
strategies that meet the needs of female customers, who play the main role in the global market.
Establishment of reputation in the capital market
Long-term and stable funding
Improvement of risk management ability (governance) and
adaptability to change (flexibility)
Establishment of reputation in the labor market
Securing excellent human resources
The percentage of wives that determine family spending is approximately 74% in Japan and approximately 64% worldwide.
* (Cabinet Office “Survey on men and women’s
consciousness of life (consumption, savings, etc.)”
(2010), “Global survey on more than 12,000 women
in BCG” (2008)
Diversity Management• Personnel management to make
the most use of diverse human resources and linking with corporate performance
• An important management strategy for global companies
Promotion of women’s successful careers is the
introduction (test)
“Companies with one or more female executives can reduce the probability of falling into bankruptcy by 20% by expanding the range of abilities and strengthening governance.”
(Based on the result of a survey on 17,000 companies conducted by the Credit Management Research Centre, University of Leeds, UK in 2008)
・In Europe, many major pension funds adopt ESG investments. Some institutional investors also reach out to companies they invested in (engagement) for promoting the diversity of the company.
*It is said that about 30.2% of assets managed by institutional investors in the world are ESG investments. (Global Sustainable Investment Review 2014)・The number of financial products backing up active participation by women is also increasing in Japan.
・Expanding the general population in the recruitment and promotion of staff in companies can result in securing truly superior human resources.
4
3. How the FY2015 "Nadeshiko Brands" were selected
(1) Candidate companies to be selected
"Nadeshiko Brands" were selected for three years until last fiscal year among the companies listed
on the First Section of the Tokyo Stock Exchange. From this fiscal year, after three years from the
introduction of the program and considering the fact that the scope of companies putting effort into
active participation by women is expanding, companies listed not only on the First Section but also
on the Second Section of TSE, and on Mothers and JASDAQ, are included as selected company
candidates. In April 2016, the formulation and announcement of an action plan was required under
the Act on Promoting Active Participation by Women. By selecting brands from a wider population,
the program backs up efforts by companies.
"Nadeshiko Brands" are selected by each business category by implementing scoring on active
participation by women for companies disclosing the ratio of women in management positions, and
also by going through the screening of financial index (ROE). Basically, one or two companies are
selected from each business category (up to two companies for business categories with a relatively
large number of companies). However from this fiscal year, companies who were the runners-up in
the selection in each business category that meet the specific level are selected as "plus extras."
Upon scoring, the "'Nadeshiko Brand' Selection Standards Reviewing Committee" was established,
comprised of investment practitioners and experts in human resources utilization. The selection is
made after specific evaluation standards are reviewed.
Figure 2 Major flow of the selection of "Nadeshiko Brands"
(1) Primary screening on active participation by women
Surveyed: All listed companies, approx. 3,500
(Note) companies listed on the First Section and Second Section of TSE, on Mothers and JASDAQ as of the end of September 2015
“NadeshikoBrand”
Companies promoting active participation by
women
Companies disclosing the ratio of women in
management positions
(3) Screening based on financial index
(2) Secondary screening on active participation by women
Among companies with an average ROE of 8% or more in the last three years, or scoring above average in the business category, top-scoring companies in active participation by women are selected as “Nadeshiko Brands.” (*Originating as of the end of March, 2015)
* However, companies are not selected if the score on activeparticipation by women is notably low or if there is a grave breach oflaw.
* When it is found that information upon which scoring regarding activeparticipation by women is premised was false, or if there is a gravebreach of law and significantly undermined investor confidence, theselection may be canceled.
Companies are evaluated according to the scoring criteria based on their disclosed information.The top companies in each business category are selected for achieving a certain ratio.* Disclosed survey information is used for scoring.
Among achievements related to the “promotion ofwomen’s careers” (performance data), companiesdisclosing the ratio of women in managementpositions are regarded as candidates for becoming aNadeshiko Brand.
5
■ 28 business categories
Business category Companies selected
Fisheries, agriculture/forestry, foods 2
Mining, petroleum/coal products 1
Construction 2
Textile products 1
Pulp, paper 1
Chemistry 2
Pharmaceuticals 1
Glass, earthenware 1
Iron and steel 1
Non-ferrous metals 1
Metal products 1
Machinery 2
Electric instruments 2
Rubber goods, transport machinery 1
Precision equipment 1
Other products 1
Electricity/gas 1
Land transportation 1
Marine/air transportation 1
Warehousing and transportation related business 1
Information and communication 2
Wholesaling 2
Retailing 2
Banking 1
Securities, commodity futures trading 1
Insurance and other finance business 1
Real estate business 1
Service business 2
Until last fiscal year, the brands were selected according to 33 business categories. However,
because the number of companies in each business category differs largely, business categories with
less than 20 companies were combined with similar business categories and there are now 28
categories.
6
■ Implementation schedule
October 8, 2015 Holding of the "Nadeshiko Brand" Selection Standards Reviewing
Committee (at METI)
November 16, 2015 Holding of the briefing session on "Nadeshiko Brand" selection
standards (at TSE)
From November 18
to December 18, 2015
Implementation of the "Survey on the Activeness of Women's Careers
Related to the Selection of 'Nadeshiko Brands'"
From December 2015
to March 2016
Implementation of scoring, selection of brands, etc.
March 16, 2016 Announcement of FY2015 "Nadeshiko Brands"
■ "Nadeshiko Brand" Selection Standards Reviewing Committee roster (○: Chair)
Name Affiliation
Joji Iguchi Director in Charge of Equity Investment Department,
Chief Corporate Governance Officer,
Nissay Asset Management Corporation
Akiyo Inaba Senior Analyst,
Research Department, Sumitomo Mitsui Trust Bank, Limited
○ Tetsuo Kitagawa Professor, Aoyama Business School
Hiroki Sato Professor, Chuo Graduate School of Strategic Management (Business
School)
Ken Shibusawa Chair of the Board, Commons Asset Management, Inc.
Yoshiko Takayama Managing Director, Member of the Board,
J-Eurus IR Co., Ltd.
Hiroko Nomura Professor, School of Expression Studies, College of Humanities,
Shukutoku University
(Former Deputy Editor-in-Chief of Nikkei Money, Former
Editor-in-Chief of Nikkei WOMAN)
Kathy Matsui Vice Chair, Managing Director, Chief Strategist,
Goldman Sachs Japan
Observer
Secretariat
Tokyo Stock Exchange, Inc.
METI, Mizuho Information & Research Institute, Inc.
As of October 8, 2015
7
4. Framework of scoring related to active participation by women
The standards of scoring on active participation by women decided in the "Nadeshiko Brand"
Selection Standards Reviewing Committee include the two aspects of "management" and
"performance," evaluated from the two perspectives of the "promotion of women's career" and
"support for maintaining a balance between work and family."
In order to link active participation by women with the growth potential of the organization, a
commitment is to be made by top-level management and the concept is to be included in
management strategies. Therefore, this point was further made clear in the scoring standards for
FY2015. In addition, in order to promote information disclosure to investors, descriptions in
integration reports and annual report are further prioritized in evaluation.
Figure 3 Framework of scoring
Scoring is implemented by Mizuho Information & Research Institute, Inc.
8
5. Implementation of the "Survey on the Activeness of Women's Careers Related to
the Selection of 'Nadeshiko Brands'"
The "Nadeshiko Brand" initiative implements scoring based only on information disclosed by
companies during the survey period, from the perspective of encouraging information disclosure on
the promotion of active participation by women. However, with the aim of supplementing
information collection and providing feedback to each company, the survey was implemented
targeting all companies listed on the First Section and Second Section of TSE, on Mothers and
JASDAQ.
■ Result of the implementation of the survey (all business categories)
No. of companies to
which the survey is
sent
3,455 companies (all companies listed on the First Section and Second
Section of TSE, on Mothers and JASDAQ as of the end of September 2015)
No. of companies
answered
382 (response rate: 11.1%)
■ Response ratio by market category
Listing category No. of companies to
which the survey is
sent
No. of companies
answered
Response rate
First Section of TSE 1,894 327 17.3%
Second Section of TSE 540 14 2.6%
Mothers 216 9 4.2%
JASDAQ 805 32 4.0%
Statistics 3,455 382 11.1%
Among the companies that answered the survey, the list of the names of companies that gave
consent to disclosing such is shown at the end of text.
9
6. Result of the selection of FY2015 "Nadeshiko Brands"
In FY 2015, 45 companies were selected as "Nadeshiko Brands." Companies selected are as
follows.
■ List of companies selected as FY2015 "Nadeshiko Brands" (in the order of business
category, and in the order of brand code within the same business category)
Brand
Code Company name
TSE Market
category Business category
"Nadeshiko Brand"
2012 2013 2014 2015
2229 Calbee, Inc. First Section Fisheries,
agriculture/forestry, foods
● ● ●
2502 Asahi Group
Holdings, Ltd.
First Section Fisheries,
agriculture/forestry, foods
● ●
2914 Japan Tobacco Inc. First Section Fisheries,
agriculture/forestry, foods
●
1662 Japan Petroleum
Exploration Co., Ltd.
First Section Mining, petroleum/coal
products
●
1911 Sumitomo Forestry
Co., Ltd.
First Section Construction ●
1925 Daiwa House Industry
Company, Limited
First Section Construction ● ●
1928 Sekisui House, Ltd. First Section Construction ● ● ●
3591 Wacoal Holdings
Corp.
First Section Textile product ●
4185 JSR Corporation First Section Chemistry ●
4971 MEC Company Ltd. First Section Chemistry ● ●
4503 Astellas Pharma Inc. First Section Pharmaceuticals ●
4519 Chugai
Pharmaceutical Co.,
Ltd.
First Section Pharmaceuticals ● ●
5332 TOTO Ltd. First Section Glass, earthenware ● ●
5406 Kobe Steel, Ltd. First Section Iron and steel ●
5714 DOWA Holdings Co.,
Ltd.
First Section Non-ferrous metal ●
6301 Komatsu Ltd. First Section Machinery ● ●
6367 Daikin Industries, Ltd. First Section Machinery ● ● ●
7013 IHI Corporation First Section Machinery ● ●
6501 Hitachi, Ltd. First Section Electric instrument ● ● ●
6504 Fuji Electric Co., Ltd. First Section Electric instrument ●
6702 Fujitsu Limited First Section Electric instrument ●
10
5108 Bridgestone
Corporation
First Section Rubber goods,
transport machinery
● ● ●
7201 Nissan Motor Co., Ltd. First Section Rubber goods,
transport machinery
● ● ● ●
4543 Terumo Corporation First Section Precision equipment ●
7862 Toppan Forms Co.,
Ltd.
First Section Other products ● ● ●
9502 Chubu Electric Power
Co., Inc.
First Section Electricity/gas ●
9532 Osaka Gas Co., Ltd. First Section Electricity/gas ● ● ●
9005 Tokyu Corporation First Section Land transportation ● ● ● ●
9201 Japan Airlines Co.,
Ltd.
First Section Marine/air
transportation
● ●
9202 ANA Holdings Inc. First Section Marine/air
transportation
● ●
9433 KDDI Corporation First Section Information and
communication
● ● ● ●
9719 SCSK Corporation First Section Information and
communication
● ●
8001 ITOCHU Corporation First Section Wholesaling ●
8031 Mitsui & Co., Ltd. First Section Wholesaling ● ●
2651 Lawson, Inc. First Section Retailing ● ● ●
7606 United Arrows Ltd. First Section Retailing ● ●
8308 Resona Holdings, Inc. First Section Banking ● ●
8411 Mizuho Financial
Group, Inc.
First Section Banking ●
8601 Daiwa Securities
Group Inc.
First Section Securities,
commodity futures
trading
● ●
8566 Ricoh Leasing
Company, Ltd.
First Section Insurance and other
finance business
●
8766 Tokio Marine
Holdings, Inc.
First Section Insurance and other
finance business
● ●
3003 Hulic Co., Ltd. First Section Real estate business ●
2305 Studio Alice Co., Ltd. First Section Service business ●
2749 JP-Holdings, Inc. First Section Service business ● ●
6069 Trenders, Inc. Mothers Service business ●
11
7. Efforts by companies selected as "Nadeshiko Brands"
Efforts on the promotion of active participation by women by companies selected as "Nadeshiko
Brands" are introduced.
Calbee, Inc. ・・・・13 Terumo Corporation ・・・・24
Asahi Group Holdings, Ltd. ・・・・13 Toppan Forms Co., Ltd. ・・・・25
Japan Tobacco Inc. ・・・・14 Chubu Electric Power Co., Inc. ・・・・25
Japan Petroleum Exploration Co.,
Ltd. ・・・・14
Osaka Gas Co., Ltd. ・・・・26
Sumitomo Forestry Co., Ltd. ・・・・15 Tokyu Corporation ・・・・26
Daiwa House Industry Company,
Limited ・・・・15
Japan Airlines Co., Ltd. ・・・・27
Sekisui House, Ltd. ・・・・16 ANA Holdings Inc. ・・・・27
Wacoal Holdings Corp. ・・・・16 KDDI Corporation ・・・・28
JSR Corporation ・・・・17 SCSK Corporation ・・・・28
MEC Company Ltd. ・・・・17 ITOCHU Corporation ・・・・29
Astellas Pharma Inc. ・・・・18 Mitsui & Co., Ltd. ・・・・29
Chugai Pharmaceutical Co., Ltd. ・・・・18 Lawson, Inc. ・・・・30
TOTO Ltd. ・・・・19 United Arrows Ltd. ・・・・30
Kobe Steel, Ltd. ・・・・19 Resona Holdings, Inc. ・・・・31
DOWA Holdings Co., Ltd. ・・・・20 Mizuho Financial Group, Inc. ・・・・31
Komatsu Ltd. ・・・・20 Daiwa Securities Group Inc. ・・・・32
Daikin Industries, Ltd. ・・・・21 Ricoh Leasing Company, Ltd. ・・・・32
IHI Corporation ・・・・21 Tokio Marine Holdings, Inc. ・・・・33
Hitachi, Ltd. ・・・・22 Hulic Co., Ltd. ・・・・33
Fuji Electric Co., Ltd. ・・・・22 Studio Alice Co., Ltd. ・・・・34
Fujitsu Limited ・・・・23 JP-Holdings, Inc. ・・・・34
Bridgestone Corporation ・・・・23 Trenders, Inc. ・・・・35
Nissan Motor Co., Ltd. ・・・・24
12
■ Points to consider regarding the introduction of efforts by companies selected as
"Nadeshiko Brands"
Please note the following when referring to efforts by companies selected as a "Nadeshiko Brand."
・ The information on companies that responded to the "Survey on the Activeness of Women's
Careers Related to the Selection of 'Nadeshiko Brands'" is compiled based on the information
given as an answer regardless of the situation of information disclosure. Unanswered items are
left blank. In addition, some items for which there was a request against disclosure of this report
are left blank even if the survey was answered.
・ As for companies that did not answer to the "Survey on the Activeness of Women's Careers
Related to the Selection of 'Nadeshiko Brands'," information is shown only when a certain level of
disclosure is confirmed from the CSR report, integration report, annual report, etc. of each
company.
・ Among the list of efforts being implemented, "management effort case examples" and "situation
of career support measures for women" are shown in fixed format according to the question of the
survey.
・ Information on the "mentor system and occasions for exchange with senior executives" in the
"situation of career support measures for women" is shown when either the mentor system or the
occasions for exchange with senior executives is included.
・ The scope of organization to which the situation of each effort and answers on performance data
are applied, and the scope of aggregation may differ by company or particular answer.
・ Performance data are left blank if no answer is given on numerical information, even if efforts are
being made and systems exist.
・ Based on the above, please also refer to the information disclosed by each company as needed.
13
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Fisheries, agriculture/forestry, foods 2229 Calbee, Inc. ● ● ●
Selling point of the
company's efforts
With the consistent, strong leadership of top management, the company currently focuses mainly on the "support of active participation by women" under the policy of "no growth of Calbee without
active participation by women."
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment(Considering) Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal
and
external)
Executive
directors
Management
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of
women in management
position for
2 years
Total 3,273 58
-23.7%
7 2 4 15 283
Director 4.0%
Female 1,573 18 1 0 1 4 56
Ratio of female 48.1% 31.0% 14.3% 0.0% 25.0% 26.7% 19.8%
Support for
work-life-balan
ce
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid
holidays
taken
Average number
of years of
service
Ratios of male
employees who
take childcare
leave
existence existence 18.0% 9.9 days
Male 16.4 years
Female 12.2 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Fisheries, agriculture/forestry, foods 2502 Asahi Group Holdings,Ltd. ● ●
Selling point of the
company's efforts
By setting the major theme of diversity promotion as the "creation of organization and management
making use of difference," the promotion of active participation by women aims to support
maintaining a balance between work and family or creating more worker-friendly environment to back up further advancement of women.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including both
internal and
external)
Executive
directors Managemen
t positions
New
employees Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 7,322 61
0.2%
264 254 72 90 3,957
Director 0.5%
Female 1,231 19 6 5 2 2 265
Ratio of female 16.8% 31.1% 2.3% 2.0% 2.8% 2.2% 6.7%
Support for
work-life-balan
ce
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid
holidays
taken
Average number
of years of
service
Ratios of male
employees
who take
childcare leave
existence existence
13.1days
Male 17.9 years 61.0%
Female 16.1 years
14
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Fisheries, agriculture/forestry, foods 2914 Japan Tobacco Inc. ●
Selling point of the
company's efforts
The company puts efforts into the promotion of active participation by women as a part of the promotion of diversity. The various careers of each employee are supported through the implementation of various
training programs for women employees, the provision of networking opportunities, and training on raising
awareness concerning management positions.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both internal
and external)
Executive
directors Manage
ment
positions
New
employees Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors Auditors The lowest
position of
the
answered
as
manageme
nt posision
Increase of
the ratio of
women in management
position for
2 years
Total 8,915 214
9.7%
8 6 4 24 947
Director 2.4%
Female 1,152 73 1 0 0 1 37
Ratio of female 12.9% 34.1% 12.5% 0.0% 0.0% 4.2% 3.9%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 37.0% 19.8days
Male 23.0 years 3.4%
Female 16.2 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Mining, petroleum/coal
products 1662 Japan Petroleum Exploration
Co., Ltd. ●
Selling point of the
company's efforts
The numerical target for the ratio of women in management positions is clearly stated in the midterm business plan to present the promotion of active participation by women as one of the company’s
management goals. At the same time, strong proactive activities are carried out including awareness-raising
training targeted to both men and women in management positions.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rman
ce
Practice of Women’s
career advancement Career training targeted to women
Management training to increase their awareness of women’s empowerment (Considering)
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employe
es
Increase of the ratio
of women of new
employees for 2
years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 886 49
3.7%
14 12 4 13 329 Deputy
Director
(fukushuji) 0.4%
Female 130 10 1 0 0 0 12
Ratio of female 14.7% 20.4% 7.1% 0.0% 0.0% 0.0% 3.6%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
12.9 days
Male 18.2 years 3.2%
Female 14.5 years
15
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Construction 1911 Sumitomo Forestry Co., Ltd. ●
Business
category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Construction 1925 Daiwa House Industry Company, Limited ● ●
Selling point of
the company's efforts
The company is restructuring its corporate culture through company-wide efforts in the promotion of active
participation by women in accordance with issues for each job category or rank, such as career education for achieving both marketing and construction careers and the strategic expansion of the scope of clerical work.
M
an
agem
en
t Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s career
advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal
and
external)
Executiv
e
directors
Managemen
t positions
New
employe
es
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors Auditors The lowest position
of the answered as
management
posision
Increase of the ratio
of women in management
position for 2 years
Total 14,379 822
4.5%
19 17 6 40 3,253 上席主任、主
任技術者 0.7%
Female 2,584 234 0 0 0 0 67
Ratio of female 18.0% 28.5% 0.0% 0.0% 0.0% 0.0% 2.1%
Support for
work-life-balan
ce
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number
of employees
who utilize
flexible work
systems
Average number
of paid holidays
taken
Average
number of
years of service
Ratios of male
employees who take
childcare leave
existence existence
6.7 days
Male 15.0 years 0.3%
Female 9.4 years
Selling point of
the company's
efforts
Under the action agenda of "prioritizing diversity and creating a free-spirited corporate culture," the
company values the importance of business strategies for utilizing various human resources, and made the "Sumitomo Forestry Group Declaration of the Promotion of Active Participation by Women" in the name of
the president.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment (Considering) Systems for incorporating the progress in personnel appraisals at the department head and director(Considering)
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
includin
g both
internal
and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the ratio of
women in management position
for 2 years
Total 5,000 137
5.1%
9 8 5 19 2,409
manager
0.6%
Female 920 40 1 0 0 1 63
Ratio of female 18.4% 29.2% 11.1% 0.0% 0.0% 5.3% 2.6%
Support for
work-life-balan
ce
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
7.7 days
Male 15.4 years 4.2%
Female 11.4years
16
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Construction 1928 Sekisui House, Ltd. ● ● ●
Selling point of the
company's efforts
Under the recognition that active participation by women is essential for realizing the vision of
resolving social issues through housing, all staff in the company are accelerating efforts as parties
involved from the following three perspectives: career formation for women employees, support for maintaining work-life balance, and innovations in working style.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals
at the department head and director 軒津中
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 18,270 736
5.3%
4,743 積水ハウスリフォーム㈱
以外・・課長、積水ハ
ウスリフォーム㈱・・店長 0.8%
Female 4,606 321 0 0 0 2 113
Ratio of female 25.2% 43.6%
2.4%
Support for
work-life-balan
ce
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
Male 16.9 years 19.0%
Female 9.5 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Textile product 3591 Wacoal Holdings Corp. ●
Selling point of the company's efforts
While establishing working conditions according to the life stages peculiar to women, the company
prioritizes recruitment and development based on capability rather than gender in order to realize an
environment where workers feel "ease of work" and "satisfaction in work."
Man
agem
e
nt
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees Increase of the
ratio of women
of new
employees for 2
years
Internal
directors Auditors The lowest
position of
the
answered
as
manageme
nt posision
Increase of
the ratio of
women in management
position for
2 years
Total 5,429
8 5 5 12 323 専任
課長 4.0%
Female 4,648
1 0 1 1 61
Ratio of female 85.6%
12.5% 0.0% 20.0% 8.3% 18.9%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
Male 20.0 years 27.8%
Female 11.0 years
17
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Chemistry 4185 JSR Corporation ●
Selling point of the company's efforts
The company presents not only the qualitative goals but also quantitative goals for supporting active
participation by women in order to show management’s strong commitment. Creation of value will
be promoted by further diversifying human resources, including women.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees Increase of the
ratio of
women of
new
employees for
2 years
Internal
directors Auditors The lowest
position of
the
answered
as
manageme
nt posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 3,246 97
-4.0%
7 4 3 22 527
主査 C
0.8%
Female 464 15 0 0 1 1 20
Ratio of female 14.3% 15.5% 0.0% 0.0% 33.3% 4.5% 3.8%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 77.4% 16.5 days
Male 13.4years 1.6%
Female 13.6 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Chemistry 4971 MEC Company Ltd. ● ●
Selling point of the company's efforts
MEC develops an environment wherein each person can enjoy differences regardless of nationality,
gender or disabilities, and puts effort into the promotion of diversity, so that everyone can fully exert
their various skills.
Man
ag
em
en
t
Commitment by the management Policies for encouraging women to play active roles in the workplace
Numerical Targets set for promoting work-life balance
Perfo
rman
ce
Practice of Women’s career
advancement
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both internal
and external)
Executive
directors Managemen
t positions
New
employees Increase
of the ratio
of women
of new
employees
for 2 years
Internal
directors Auditors The lowest
position of
the
answered
as
manageme
nt posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 151 13
-51.3%
5 3 3 5 37 グループ
長 9.1%
Female 45 2 1 1 1 2 8
Ratio of female 29.8% 15.4% 20.0% 33.3% 33.3% 40.0% 21.6%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence 無
10.3 days
Male 13.6 years
Female 13.4 years
18
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Pharmaceuticals 4503 Astellas Pharma Inc. ●
Selling point of the
company's efforts
By setting the WIND (Women's Innovative Network for Diversity) Project as the starting point for the promotion of diversity from 2007, the company has been making efforts in terms of both cultural
awareness and institutional aspects. Recently, occasions for women to take active roles as division
heads and business office directors are expanding.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employe
es
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 4,340 79
-7.3%
7 3 3 24
課長 0.8%
Female 1,068 28 1 0 1
Ratio of female 24.6% 35.4% 14.3% 0.0% 33.3%
6.5%
Support for
work-life-balance
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employee
s who
take
childcare
leave
existence existence 98% 9.8 days
Male 17.1 years 1.5%
Female 12.2 years
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Pharmaceuticals 4519 Chugai Pharmaceutical Co., Ltd. ● ●
Selling point of the
company's efforts
Am index was set to double the number of women managers in five years up to 2015, and this was achieved. Company management is proactively engaged in the promotion of active participation by
women through, for example, talent management in order to select and develop human resources
based on their capability and through exchange with executive directors.
Man
agem
e
nt
Commitment by the management Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including both
internal and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of the
ratio of women in management
position for 2
years
Total 4,932 83
3.4%
10 5 4 16 1,618
課長
1.4%
Female 1,252 36 1 0 0 0 157
Ratio of female 25.4% 43.4% 10.0% 0.0% 0.0% 0.0% 9.7%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees
who take
childcare leave
existence existence
16.0 days
Male 18.1 years 4.2%
Female 12.3 years
19
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Glass, earthenware 5332 TOTO Ltd. ● ●
Selling point of the company's efforts
TOTO has been engaged in the promotion of full-fledged active participation by women since 2005,
and has been promoting various kind of environmental developments. Currently, the creation of new
values from women's perspective is also resulting in business contribution.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy (Considering) Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace
Policies for promoting work-life balance Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of
the
answered
as
manageme
nt posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 6,795 145
4.6%
12 10 4 29 2,008
主査
1.0%
Female 1,699 50 0 0 0 0 113
Ratio of female 25.0% 34.5% 0.0% 0.0% 0.0% 0.0% 5.6%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
14.2 days
Male 19.3 years 0.6%
Female 13.3 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Iron and steel 5406 Kobe Steel, Ltd. ●
Selling point of the
company's efforts
The company is establishing an environment where all employees can work without worry by, for
example, introducing systems and mechanisms for the continuous employment and promotion of the active participation of women, conducting exchange meetings and training workshops, promoting
men’s participation in child-rearing, and carrying out activities to transform the work style to reduce
prolonged working.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including both
internal and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 10,609 397
1.4%
11 9 5 25 1,710
課長
0.4%
Female 728 24 0 0 0 0 24 Ratio of
female 6.9% 6.0% 0.0% 0.0% 0.0% 0.0% 1.4%
Support for
work-life-balan
ce
Specific efforts
for improving the
situation of long
work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence 3.6%
Male 18.1 years 22.0%
Female 17.1years
20
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Non-ferrous metal 5714 DOWA Holdings Co., Ltd. ●
Selling point of the company's efforts
The company is providing a field wherein employees can bring out their best according to their
lifestyle through, for example, the introduction of flexible working hours without core time. The
company is also putting effort into education through career formation training.
Man
agem
ent
Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rman
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manageme
nt
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The
lowest
position
of the
answere
d as
manage
ment
posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 3,969 48
1.1%
7 5 4 6 747
課長
0.4%
Female 318 5 1 0 0 1 12
Ratio of female 8.0% 10.4% 14.3% 0.0% 0.0% 16.7% 1.6%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
Male
Female
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Machinery 6301 Komatsu Ltd. ● ●
Selling point of the company's efforts
Komatsu shifted its focus from "establishing an environment that allows employees to keep on
working" to "establishing an environment that allows employees to keep actively participating," and
is working on measures to promote the career of women employees in all aspects.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal
and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of the ratio
of women in management
position for 2 years
Total 10,416 334
2.4%
10 7 5 43 1,603
主査
1.2%
Female 1,091 50 0 0 0 2 57
Ratio of female 10.5% 15.0% 0.0% 0.0% 0.0% 4.7% 3.6%
Support for
work-life-balan
ce
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
18.3 days
Male 14.4years 0.9%
Female 11.4 years
21
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Machinery 6367 Daikin Industries, Ltd. ● ● ●
Selling point of the
company's efforts
The company considers diversity management to be one of the pillars of management, and has been
promoting the development of various types of human resources. While visiting advanced companies
in Europe and the U.S. and studying case examples of the promotion of active participation by women, the company is developing an original system that suits the actual conditions of the company.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
director
s
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 7,990 258
15.3%
12 10 4 26 995
課長
1.2%
Female 1,151 90 1 0 0 0 34
Ratio of female 14.4% 34.9% 8.3% 0.0% 0.0% 0.0% 3.4%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 44.3% 20.1 days
Male 16.1 years 57.8%
Female 11.4 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Machinery 7013 IHI Corporation ● ●
Selling point of the company's efforts
In order to foster an organizational culture of fermenting creation and innovation, the company is putting effort into improving diversity (and especially the promotion of active participation by
women) as a part of its management strategy. The company focuses on the recruitment and capacity
building of women and promotes willingness for growth and changes in the mindset of those in supervising positions.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation
may differ by
company)
Employees Directros
includin
g both
internal
and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 7,700 421
0.2%
15 13 5 21 2,847
課長
0.3%
Female 892 59 0 0 0 1 60 Ratio of
female 11.6% 14.0% 0.0% 0.0% 0.0% 4.8% 2.1%
Support for
work-life-ba
lance
Specific efforts for improving
the situation of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid
holidays
taken
Average
number of
years of
service
Ratios of male
employees
who take
childcare leave
existence existence
16.0 days
Male 14.3 years 0.8%
Female 12.1 years
22
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Electric instrument 6501 Hitachi, Ltd. ● ● ●
Selling point of the
company's efforts
Diversity is a source of innovation and is the engine for the growth of Hitachi. Under the strong
commitment of the top management, the company promotes diversity management as a management
strategy, and aims to become a company where the power of various types of human resources can be utilized in its management.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 31,375 650
ー 0.9%
12 4
31
課長
0.2%
Female 4,947
2 0
0 434
Ratio of female 15.8% 19.4% 16.7% 0.0%
0.0% 3.7%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
15.4 days
Male 19.0 years
Female 15.4 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Electric instrument 6504 Fuji Electric Co., Ltd. ●
Selling point of the
company's efforts
The company upholds a management policy of "respecting the willingness of various human
resources and exerting comprehensive power as a team," and is strengthening its sustainable diversity management by, for example, promoting active participation by women.
M
an
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employe
es
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 10,977 182
10.1%
9 6 5 15 2,662
課長職層
0.2%
Female 1,139 40 0 0 1 0 42
Ratio of female 10.4% 22.0% 0.0% 0.0% 20.0% 0.0% 1.6%
Support for
work-life-balance
Specific efforts
for improving
the situation of
long work
hours
Raising internal
consciousness
of promoting
work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
13.9days
Male 20.0 years 57.9%
Female 17.6 years
23
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Electric instrument 6702 Fujitsu Limited ●
Selling point of the company's efforts
Fujitsu is engaged in the promotion of active participation by women within activities to promote
diversity and inclusion. Pipelines are expanded by supporting careers according to issues at each
level, producing women leaders on a continual basis.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
position
s
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 25,667
12 6 5 53 M(マネー
ジャー)
Female 3,959
2 0 0 0
Ratio of female 15.4%
16.7% 0.0% 0.0% 0.0%
Support for
work-life-balan
ce
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
Male 20.4 years
Female 17.8 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Rubber goods,
transport machinery
5108 Bridgestone Corporation ● ● ●
Selling point of the
company's efforts
The company announced its "Mindset of Bridgestone Group Regarding Respect for Diversity.” Concerning the promotion of women's careers, the company sets the number of women managers
and develops training measures. In addition, it gives support for maintaining a balance between work
and family through, for example, the introduction of home working.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both internal
and external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 14,248 109
13.8%
7 3 4 51 1,113
課長
0.2%
Female 1,127 33 3 0 1 2 14
Ratio of female 7.9% 30.3% 42.9% 0.0% 25.0% 3.9% 1.3%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of male
employees
who take
childcare leave
existence existence
13.9 days
Male 13.6 years 0.8%
Female 12.2 years
24
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Rubber goods,
transport machinery
7201 Nissan Motor Co., Ltd. ● ● ● ●
Selling point of the company's efforts
Nissan believes that diversity in ways of thinking and values will be the strength of the company,
and positions the promotion of active participation by women as one of its management strategies. In such, it places as two pillars "support for the development of women's careers" and "reflecting
women's perspectives in operational process.”
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 22,614 609
-4.1%
9 8 4 51 2,610
課長
1.4%
Female 2,047 129 0 0 0 1 214
Ratio of female 9.1% 21.2% 0.0% 0.0% 0.0% 2.0% 8.2%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 100.0% 18.6 days
Male 20.6 years 4.0%
Female 14.9 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Precision equipment 4543 Terumo Corporation ●
Selling point of the
company's efforts
Aiming to achieve growth as a company contributing in the field of medicine, a working
environment is being established under the commitment of the top management where each
employee can interdiffuse and exert potentials, including efforts in raising the ratio of women in management positions and the ratio of male employees taking childcare leave.
M
an
agem
ent
Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
position
s
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 4,744
17 12 3 27
Female 656
2 1 0 0 45
Ratio of female 13.8%
11.8% 8.3% 0.0% 0.0% 4.8%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
Male
22.1%
Female
25
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Other products 7862 Toppan Forms Co., Ltd. ● ● ●
Selling point of the
company's efforts
The company sets diversity and integration as part of its management strategy, and puts in practice
the realization of a worksite where people are motivated to work through the proactive recruitment of
women, development of women managers, career development including maternal and childcare leave, and improvement of the work-life balance environment.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executive
directors Managemen
t positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of
women in management
position for 2
years
Total 1,854 51
2.6%
15 14 4 12 636
課長
1.5%
Female 362 24 1 0 1 0 29
Ratio of female 19.5% 47.1% 6.7% 0.0% 25.0% 0.0% 4.6%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 32.8% 7.7 days
Male 20.1 years 21.6%
Female 11.7 years
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Electricity/gas 9502 Chubu Electric Power Co.,Inc. ●
Selling point of the
company's efforts
By setting the promotion of diversity as a management issue and proactively implementing efforts, the company intends to increase its competitiveness. The company sets the goal of "doubling the number of
women employee with certain level of appointment from FY2014 to FY2020," and trains women on a
continuous basis. M
an
a
gem
en
t Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace
Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement Career training targeted to women
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manageme
nt
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The
lowest
position
of the
answered
as
manage
ment
posision
Increase
of the
ratio of
women in managem
ent
position
for 2
years
Total 17,782 402
17 10 5 9 6,190
Female 1,871 61 1 0 0 0 109
Ratio of female 10.5% 15.2% 5.9% 0.0% 0.0% 0.0% 1.8%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employee
s who
take
childcare
leave
existence existence
14.3 days
Male 22.0 years
Female 17.0 years
26
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Electricity/gas 9532 Osaka Gas Co., Ltd. ● ● ●
Selling point of the
company's efforts
The "Osaka Gas Group Diversity Promotion Policy" was announced in the medium-term management plan launched in March 2014. The company is promoting activities by setting
numerical goals for active participation by women and by announcing the advancement of efforts to
improve productivity at the same time.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal
and
external)
Executive
directors Management
positions
New
employees
Increase of the
ratio of women
of new
employees for 2
years
Internal
directors
Auditors The lowest
position of
the
answered as
management
posision
Increase of
the ratio of
women in management
position for
2 years
Total 5,866 159
6.2%
13 11 5 22 356 課長(マ
ネジャー) 0.2%
Female 810 25 0 0 1 0 8
Ratio of female 13.8% 15.7% 0.0% 0.0% 20.0% 0.0% 2.2%
Support for
work-life-balance
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid
holidays
taken
Average number
of years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 83% 16.7 days
Male 19.7 years 0.7%
Female 22.4 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Land transportation 9005 Tokyu Corporation ● ● ● ●
Selling point of the company's efforts
The company upholds "respecting individuality and bringing the best out of people" as its
philosophy. "Work style innovation" is clearly stated as the focused measure in the medium-term 3-year management plan, and active participation by women is promoted from the perspective of
"institution, culture, and mind."
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both internal
and external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 4,267 106
7.3%
18 14 5 17 271 課長・
主査 -0.2%
Female 596 25 1 0 0 0 11
Ratio of female 14.0% 23.6% 5.6% 0.0% 0.0% 0.0% 4.1%
Support for
work-life-balance
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number
of employees who
utilize flexible
work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence 62.0%
Male 19.9 years 9.5%
Female 10.0 years
27
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Marine/air
transportation
9201 Japan Airlines Co., Ltd. ● ●
Selling point of the
company's efforts
Japan Airlines promotes innovation in lifestyles of both men and women and awareness of such. Aiming to become a company where various types of human resources including women can work
actively, the JAL Group unifies its efforts to establish an organizational culture that creates vigor and
new values.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executive
directors Managemen
t positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 31,534 80
9 7 2 25 1,219
課長
0.8%
Female 14,765 32 2 1 0 2 144
Ratio of female 46.8% 40.0% 22.2% 14.3% 0.0% 8.0% 11.8%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence 20.0% 16.2 days
Male 19.5 years 1.9%
Female 11.3 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Marine/air
transportation
9202 ANA Holdings Inc. ● ●
Selling point of the company's efforts
The company made a "positive action declaration" and promotes active participation by women as a
management strategy by setting numerical goals. The ratio of women in management positions is growing steadily every year due to a focus on efforts such as career development and awareness reform for women
employees and reforming the work style of all employees.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation
may differ by
company)
Employees Directros
including
both
internal and
external)
Executive
directors Manageme
nt positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of
the ratio of
women in manageme
nt position
for 2 years
Total 15,312
10 15 5 35 2,855 担当管理職
(係長)
0.6%
Female 8,107 1 1 0 4 312 Ratio of
female 52.9%
10.0% 6.7% 0.0% 11.4% 10.9%
Support for
work-life-ba
lance
Specific efforts for
improving the
situation of long
work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees who take
childcare leave
existence existence 16.0% 13.6 days
Male 19.5 years 3.6%
Female 8.3 years
28
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Information and
communication
9433 KDDI Corporation ● ● ● ●
Selling point of the company's efforts
The company focuses its efforts on bringing up women leaders and continues its "women line leaders program." It also puts efforts into the development of women managers, which is the
foundation for realizing the above. Thus, the number has been increasing for nine consecutive years.
Further, training sessions are held and employees are able to have discussions with management personnel including the president.
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Information and communication 9719 SCSK Corporation ● ●
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Managemen
t positions
New
employees
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women
in management
position for 2
years
Total 7,328 99
5.4%
18 15 4 46 797
課長
3.3%
Female 1,237 32 1 0 0 1 54
Ratio of female 16.9% 32.3% 5.6% 0.0% 0.0% 2.2% 6.8%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who
utilize flexible work
systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees
who take
childcare
leave
existence existence 100.0% 19.2 days
Male 17.3 years 4.0%
Female 10.8 years
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including both
internal and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the ratio
of women in management
position for 2 years
Total 10,671 299
2.9%
13 9 5 18 4,098 課長
クラス 1.0%
Female 2,083 91 1 0 0 0 177
Ratio of female 19.5% 30.4% 7.7% 0.0% 0.0% 0.0% 4.3%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long
work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence 60.0% 13.1 days
Male 17.3 years 84.0%
Female 15.9 years
Selling point of the
company's efforts
The company sets measures against long working hours, which is a large obstacle in promoting diversity
including active participation by women, as the basis of its effort. It also simultaneously works on the promotion of active participation by women and supporting them in both child-rearing and working.
29
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Wholesaling 8001 ITOCHU Corporation ●
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s
success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
position
s
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 4,262 140
-3.0%
13 11 5 36 2,438
Grade3
1.2%
Female 1,030 24 0 0 0 1 111
Ratio of female 24.2% 17.1% 0.0% 0.0% 0.0% 2.8% 4.6%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
10.2 days
Male 16.0 years 1.1%
Female 15.9 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Wholesaling 8031 Mitsui & Co., Ltd. ● ●
Selling point of the company's efforts
Aiming for diversity management such as through "improvement of corporate competitiveness
through combining the efforts of various human resources," the company is working on the establishment of an environment where the potential of varied employees can be fully exerted by, for
example, working on innovations in work style and awareness.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The
lowest
position
of the
answered
as
managem
ent
posision
Increase of
the ratio of
women in management
position for 2
years
Total 6,122 187
-2.7%
14 9 5 43 3,353
M3
1.2%
Female 1,661 60 2 0 1 0 126
Ratio of female 27.1% 32.1% 14.3% 0.0% 20.0% 0.0% 3.8%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average
number of
paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
Male 19.1 years 45.6%
Female 17.9 years
Selling point of the
company's efforts
The company offers individual support tailored to the life stage and career of each woman. At the
same time, it introduces the "early bird" work shift to promote company-wide innovation in working
style and focuses on further improvements in operational efficiency and the maintenance and advancement of employees' health.
30
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Retailing 2651 Lawson, Inc. ● ● ●
Selling point of the company's efforts
Lawson recognizes the promotion of active participation by women as part of the company's
management philosophy, and aims to become a company where the opinions of women are securely
incorporated in different departments and where women can fulfill their potential.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Manage
ment
positions
New
employees
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 3,723 129
8.1%
8 3 4 24 1,161
課長
1.6%
Female 601 73 3 0 1 0 76
Ratio of female 16.1% 56.6% 37.5% 0.0% 25.0% 0.0% 6.5%
Support for
work-life-balance
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 100.0% 5.0 days
Male 14.1 years 70.0%
Female 6.4 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Retailing 7606 United Arrows Ltd. ● ●
Selling point of the
company's efforts
Based on one of the company's action guidelines under the management philosophy "creation of employee value," the company is implementing continuous efforts. An environment has been
established in order to allow women to work long term. The ratio of those returning to work after
childcare leave is more than 90%. Employee satisfaction is high.
Man
agem
ent
Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of
Women’s career
advancement
Career training targeted to women Mentor system/exchanges with top management for women
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both internal
and
external)
Executive
directors Managem
ent
positions
New
emplo
yees
Increase
of the
ratio of
women
of new
employe
es for 2
years
Internal
directors Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of the
ratio of women
in management
position for 2
years
Total 3,521
6 4 3 12 340
店長
2.7%
Female 2,066
0 0 1 1 127
Ratio of female 58.7%
0.0% 0.0% 33.3% 8.3% 37.4%
Support for
work-life-balance
Specific efforts for
improving the
situation of long
work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who
utilize flexible work
systems
Average
number of
paid holidays
taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
Male 6.5 years
Female 5.0 years
31
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Banking 8308 Resona Holdings, Inc. ● ●
Selling point of the
company's efforts
Resona Group is working on the promotion of diversity management, including providing training and establishing institutions to support women employees for the purpose of establishing a
workplace where everyone can work actively regardless of gender or lifestyle.
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Banking 8411 Mizuho Financial Group,
Inc.
●
Selling point of the
company's efforts
The company focuses on supporting career formation for women employees through measures such as supporting networks between women employees, training to encourage reforms in awareness
among managers, and innovating in operational processes by distributing iPads to all employees.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s
success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executive
directors Managemen
t positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of the
ratio of women in management
position for 2
years
Total 32,837 1,629
5.1%
27 18
121 3,300 課長・
課長代
理 2.7%
Female 14,540 914 1 0
1 396
Ratio of female 44.3% 56.1% 3.7% 0.0%
0.8% 12.0%
Support for
work-life-balance
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 18.2% 13.0 days
Male 17.2 years 37.0%
Female 13.6 years
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may differ
by company)
Employees Directros
including
both
internal and
external)
Executive
directors Managemen
t positions
New
employees
Increase of
the ratio of
women of
new
employees for
2 years
Internal
directors
Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in managemen
t position
for 2 years
Total 14,866 633
-3.7%
10 4
11 4,154 マネージャー、
担当マネージャ
ー 5.1%
Female 6,314 329 2 0
2 911
Ratio of female 42.5% 52.0% 20.0% 0.0%
18.2% 21.9%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employe
es who
take
childcare
leave
existence existence
10.4 days
Male 19.4 years
Female 12.6 years
32
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Securities, commodity
futures trading
8601 Daiwa Securities Group Inc. ● ●
Selling point of the
company's efforts
The company has been implementing various efforts for around ten years by setting as its management strategy support for active participation by women. Further, goals related to the promotion of active
participation by women are set clearly, and the company works to accelerate the development of an
environment where human resources with different values can fulfill their potential.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 11,796 681
5.9%
12 7
13 2,622
次長
2.2%
Female 4,270 336 2 1
1 199
Ratio of female 36.2% 49.3% 16.7% 14.3%
7.7% 7.6%
Support for
work-life-balance
Specific efforts for
improving the situation of
long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employe
es who
take
childcare
leave
existence existence
Male 15.0 years 41.9%
Female 11.5 years
Business category Brand
Code Company name
Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Insurance and other
finance business
8566 Ricoh Leasing Company, Ltd. ●
Selling point of the company's
efforts
With the top message of "active participation by women/diversity as No.1," the company is promoting the
reform of employee's awareness through abundant childcare support measures, diversity counseling activities
by female employees, and the introduction of "childcare-proactive father leave" for male employees.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation
may differ by
company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employe
es
Increase of the
ratio of women of
new employees
for 2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the ratio
of women in management
position for 2 years
Total 762 13
28.8%
6 4 3 11 172
課長
0.9%
Female 348 7 1 0 0 1 15 Ratio of
female 45.7% 53.8% 16.7% 0.0% 0.0% 9.1% 8.7%
Support for
work-life-ba
lance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of male
employees who
take childcare
leave
existence existence
12.5 days
Male 14.6 years 13.0%
Female 10.4 years
33
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Insurance and other
finance business
8766 Tokio Marine Holdings, Inc. ● ●
Selling point of the
company's efforts
The company provides various opportunities for each of the employees to build up their career on
their own and fulfill their potential in wider fields, and puts effort into developing future managers, aiming to allow many women to participate in decision-making.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top
management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director
Number
(The scope of
aggregation
may differ by
company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Managemen
t positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in
management
position for 2
years
Total 24,189 437
-4.6%
70 51 32 84 3,625
課長
0.3%
Female 11,055 326 1 0 3 4 223 Ratio of
female 45.7% 74.6% 1.4% 0.0% 9.4% 4.8% 6.2%
Support for
work-life-ba
lance
Specific efforts for improving
the situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence 14.3 days
Male 11.9 years
Female 10.8 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Real estate business 3003 Hulic Co., Ltd. ●
Selling point of the
company's efforts
The company is actively working on the promotion of active participation by women, considering it as
a key to the company's future growth. In specific, various measures including collaboration with top
management, human resources development, enhancement of systems to support those who work and are engaged in child-rearing or nursing care, and the installment of a nursery within the company's
business location.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including
both internal
and external)
Executive
directors Management
positions
New
employees
Increase of
the ratio of
women of
new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of
the ratio of
women in management
position for
2 years
Total 116 8
16.7%
10 6 4 10 47
参事役
0.3%
Female 31 4 1 0 0 0 4
Ratio of female 26.7% 50.0% 10.0% 0.0% 0.0% 0.0% 8.5%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average number
of years of
service
Ratios of
male
employees
who take
childcare
leave
existence existence
14.0 days
Male 5.8 years 50.0%
Female 5.0 years
34
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Service business 2305 Studio Alice Co.,Ltd. ●
Selling point of the
company's efforts
The ratio of women employees in the company is more than 90% of the total. The ratio of women in
management positions also exceeds 70%. We consider the environment and mechanisms wherein
women can work actively with the feeling of working satisfaction and aim to develop workplaces in which women can actively participate.
Man
agem
ent
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance
Perfo
rm
an
ce
Practice of Women’s
career advancement
Career training targeted to women Mentor system/exchanges with top
management for women
Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel
appraisals at the department head and director
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including
both
internal and
external)
Executiv
e
directors
Manage
ment
positions
New
employees
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors
Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 1,363 213
1.3%
12 12 3 0 108 主任職および
営業ブロック長
職 -0.4%
Female 1,277 206 2 2 0 0 84
Ratio of female 93.7% 96.7% 16.7% 16.7% 0.0%
77.8%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting
work-life balance
Ratios or number of
employees who utilize
flexible work systems
Average number of
paid holidays taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
existence 無
8.1 days
Male 9.2 years 14.0%
Female 5.9 years
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Service business 2749 JP-Holdings, Inc. ● ●
Selling point of the
company's efforts
Aiming to be the best rather than the largest childcare business, our company, operating comprehensive
child-rearing support businesses, considers active participation by women as nothing special but a matter
of course. We aim to become a company supporting working women and diverse ways of working, not only within the company but in society as a whole.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance
Numerical Targets set for ratios of female managers
Perfo
rman
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top
management for women
Management training to increase their awareness of women’s empowerment
Number
(The scope of
aggregation may
differ by
company)
Employees Directros
including both
internal and
external)
Executive
directors Manage
ment
positions
New
employe
es
Increase of the
ratio of women
of new
employees for
2 years
Internal
directors Auditors The lowest
position of the
answered as
management
posision
Increase of the
ratio of women in management
position for 2
years
Total 2,145 286
5.2%
11 9 4
226
課長
2.6%
Female 1,933 263 5 5 1
203
Ratio of female 90.1% 92.0% 45.5% 55.6% 25.0%
89.8%
Support for
work-life-balan
ce
Specific efforts for
improving the
situation of long work
hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who
utilize flexible work
systems
Average number of paid
holidays taken Average
number of
years of
service
Ratios of male
employees
who take
childcare leave
existence existence
Male 3.1 years 100.0%
Female 4.1 years
35
Business category Brand Code Company name Selection as "Nadeshiko Brand"
2012 2013 2014 2015
Service business 6069 Trenders, Inc. ●
Selling point of the
company's efforts
Since its founding in 2000 with the slogan of "Make Working with Women Happy," the company
promotes the utilization of women and actively promotes women in management positions (including
board members). In addition, the company externally implements various measures to support women in their careers.
Man
agem
en
t
Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Policies for promoting work-life balance
Perfo
rman
ce
Practice of Women’s career advancement
Career training targeted to women Mentor system/exchanges with top
management for women
Number
(The scope of
aggregation may
differ by company)
Employees Directros
including both
internal and
external)
Executive
directors Manageme
nt positions
New
employe
es
Increase of
the ratio of
women of
new
employees
for 2 years
Internal
directors Auditors The lowest
position of
the
answered as
managemen
t posision
Increase of
the ratio of
women in manageme
nt position
for 2 years
Total
5 4 3 7 24
課長職
7.9%
Female
2 2 1 2 17
Ratio of female
40.0% 50.0% 33.3% 28.6% 70.8%
Support for
work-life-balance
Specific efforts for
improving the situation
of long work hours
Raising internal
consciousness of
promoting work-life
balance
Ratios or number of
employees who utilize
flexible work systems
Average number
of paid holidays
taken
Average
number of
years of
service
Ratios of
male
employees
who take
childcare
leave
無 無 5.6%
Male
Female
36
8. "Pre-Nadeshiko Brands” (companies recently expanding efforts in promoting
women)
The "Survey on the Activeness of Women's Careers Related to the Selection of 'Nadeshiko
Brands'" implements a survey on the percentage of women newly appointed in management
positions during the year and the ratio of women in management positions.
The following chart shows the ratio distribution for women among the newly appointed
management positions. Among the 244 companies with a valid response, the ratio of companies with
the said ratio of 30% or more is about 9%. It can be said that these are companies especially
accelerating the promotion of female human resources in their own company. Among companies
with a ratio of over 30%, the companies which agreed to release their company name are listed
below. Other than companies already selected as "Nadeshiko Brands," these companies are expected
to further promote their efforts as "Pre-Nadeshiko Brands” (companies recently expanding efforts to
promote women).
Figure 4 Distribution of the ratio of women in newly appointed management positions
(FY2014)
30%以上 30% or more
25%以上 30%未満 25% or more but less than 30%
20%以上 25%未満 20% or more but less than 25%
15%以上 20%未満 15% or more but less than 20%
10%以上 15%未満 10% or more but less than 15%
5%以上 10%未満 5% or more but less than 10%
0%以上 5%未満 0% or more but less than 5%
9.4%
2.0%
4.9%
5.7%
11.9%
14.8%
51.2%
30%以上
25%以上30%未満
20%以上25%未満
15%以上20%未満
10%以上15%未満
5%以上10%未満
0%以上5%未満
37
■ Companies which agreed to release their company name from among those with a ratio of
women in newly appointed management position in FY2014 at 30% or more (in order of
business category, and in order of brand code within the same business category)
Brand
Code Company name Business category
TSE Market
category
3591 Wacoal Holdings Corp.* Textile product First Section
4971 MEC Company Ltd.* Chemistry First Section
5938 LIXIL Group Corporation Metal products First Section
6287 Sato Holdings Corporation Machinery First Section
8050 Seiko Holdings Corporation Precision equipment First Section
9202 ANA Holdings Inc.* Marine/air transportation First Section
3660 Istyle Inc. Information and
communication
First Section
3386 Cosmo Bio Co., Ltd. Wholesaling JASDAQ
9830 Trusco Nakayama Corporation Wholesaling First Section
2651 Lawson, Inc.* Retailing First Section
3099 Isetan Mitsukoshi Holdings Limited Retailing First Section
3137 Fundely Co., Ltd Retailing Mothers
7606 United Arrows Ltd.* Retailing First Section
7638 CIMA Co., Ltd Retailing JASDAQ
8251 Parco Co., Ltd. Retailing First Section
8303 Shinsei Bank, Limited Banking First Section
8308 Resona Holdings, Inc.* Banking First Section
8331 The Chiba Bank, Ltd. Banking First Section
8350 The Michinoku Bank, Ltd. Banking First Section
8359 The Hachijuni Bank, Ltd. Banking First Section
8360 The Yamanashi Chuo Bank, Ltd. Banking First Section
8366 The Shiga Bank, Ltd. Banking First Section
8369 The Bank of Kyoto, Ltd. Banking First Section
8616 Tokai Tokyo Financial Holdings, Inc. Securities, commodity
futures trading
First Section
8253 Credit Saison Co., Ltd. Insurance and other
finance business
First Section
8630 Sompo Japan Nipponkoa Holdings, Inc. Insurance and other
finance business
First Section
8750 The Dai-ichi Life Insurance Company,
Limited
Insurance and other
finance business
First Section
38
2128 Novarese, Inc. Service business First Section
2305 Studio Alice Co., Ltd.* Service business First Section
2398 Tsukui Corporation Service business First Section
4290 Prestige International Inc. Service business First Section
4355 Longlife Holding Co., Ltd. Service business JASDAQ
9608 Fukuyama Consultants Co., Ltd. Service business JASDAQ
9792 Nichii Gakkan Company Service business First Section
(Note)* shows the companies that are also selected as FY2015 "Nadeshiko Brands.”
In addition, as for companies that gave a valid response to the "Survey on the Activeness of
Women's Careers Related to the Selection of 'Nadeshiko Brands'," it was confirmed that the ratio of
women in newly appointed management positions and the number of women in management
positions are both increasing from FY2012 to FY2014. In particular, the average ratio of women in
newly appointed management positions increased by about 3 points from FY2012 to FY2014,
reaching 13%. It is expected that the ratio of women in management positions in total has further
increased.
Figure 5 Promotion of female human resources (comparison of FY2012 and FY2014)
(Note) The figures in the table are based on responses to the survey. The number of samples is 244.
新規登用管理職に占める女性比率 Ratio of women in newly appointed
management positions
女性管理職比率 Ratio of women in management positions
平成 24 年度 FY2012
平成 26 年度 FY2014
10.1%
7.2%
13.4%
8.2%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
新規登用管理職に占める女性比率 女性管理職比率
平成24年度 平成26年度
39
Reference (1) Preliminary calculation of index
The company marking the highest score in terms of active participation by women was selected for
each of the 28 business categories (28 brands in total), and the index was calculated. As a reference,
the index was compared with the transition of TOPIX. (For comparison, the chart is shown up to the
end of February, FY2016, by setting the closing price as of April 1, 2009 at 100.)
Figure 6 Comparison on the index of the group of companies having superiority in active
participation by women and TOPIX
超過収益率(右軸) Excess earning rate (right axis)
TOPIX(左軸) TOPIX (left axis)
28 銘柄の指数(左軸) Index of 28 brands (left axis)
平成 21 年 4 月 April 2009
平成 22 年 4 月 April 2010
平成 23 年 4 月 April 2011
平成 24 年 4 月 April 2012
平成 25 年 4 月 April 2013
平成 26 年 4 月 April 2014
平成 27 年 4 月 April 2015
(Note 1) Excess earning rate is calculated by subtracting from the earning rate of the index of 28 brands based on April 1 2009 and the earning rate of TOPIX in the same period.
(Note 2) Differing from the ordinary stock index, situations such as changes in score related to active participation by women is not considered, so it may differ from the transition of an ordinary index.
-50
0
50
100
150
200
250
300
-50
0
50
100
150
200
250
300
平成21年4月 平成22年4月 平成23年4月 平成24年4月 平成25年4月 平成26年4月 平成27年4月
超過収益率(右軸)
TOPIX(左軸)
28銘柄の指数(左軸)
[%]
40
II. The current situation in the promotion of active participation by
women in Japanese companies
This chapter introduces the result of the FY2015 "Survey on the Activeness of Women's Careers
Related to the Selection of 'Nadeshiko Brands'."
The survey was implemented from November to December in 2015, for the 3,455 companies listed
in the First Section and Second Section of TSE, on Mothers and JASDAQ as of the end of
September 2015. The analysis data of the result of this survey uses as a sample the 382 companies
that responded to this survey.
Items for which data was collected based on the survey are as follows.
Figure 7 Surveyed item in the FY2015 "Survey on the Activeness of Women's Careers
Related to the Selection of 'Nadeshiko Brands'"
Surveyed item
1. Impact on competitiveness
2. Current issues
3. Management
3-1. Commitment by top management
3-2. Direction/goal: Promotion of active participation by women
3-3. Direction/goal: Support for maintaining a balance between work and family
3-4. Improvement of systems (organizational systems for the promotion of active participation by
women)
4. Performance
4-1. Efforts made: Promotion of active participation by women
4-2. Efforts made: Support for maintaining a balance between work and family
4-3. Results achieved: Promotion of active participation by women
4-4. Results achieved: Support for maintaining a balance between work and family
41
In addition, business categories, such as manufacturing, non-manufacturing and finance, are defined
as follows.
Figure 8 Business category
Business
categories
Corresponding Nadeshiko business categories No. of
corresponding
companies
Manufacturing
(15 business
categories)
Companies that fall under any of: "fisheries,
agriculture/forestry, foods," "mining, petroleum/coal
products," "metal products," "glass, earthenware," "textile
products," "pulp, paper," "chemistry," "pharmaceuticals,"
"rubber goods, transport machinery," "iron and steel,"
"non-ferrous metals," "machinery," "electric instruments,"
"precision equipment" or "other products"
165
Non-manufact
uring
(10 business
categories)
Companies that fall under any of: "construction,"
"electricity/gas," "land transportation," "marine/air
transportation," "warehousing and transportation related
business," "information and communication," "wholesaling,"
"retailing," "real estate business," or "service business"
178
Finance
(3 business
categories)
Companies that fall under any of: "banking," "securities,
commodity futures trading" or "insurance and other finance
business"
39
* As for "fisheries, agriculture/forestry" and "mining," although they are sometimes categorized as
non-manufacturing, they are categorized here in manufacturing according to the reorganization of
the business categories in the selection of "Nadeshiko Brands."
42
1. Impact on competitiveness
The companies' awareness of the impact of the promotion of active participation by women on the
company's competitiveness was surveyed.
The correspondence table between the "four significant factors in the promotion of active
participation by women in corporate management" (refer to pp.1-2) and "factors having impact on
competitiveness" is as follows.
Figure 9 Factors having impact on competitiveness
Four significant factors in the
promotion of active
participation by women in
corporate management
Impact on competitiveness
Coping with various market
needs
Impact in terms of product innovation (adequate
understanding of client needs, innovation effect on
product/service development and improvement)
Impact in terms of process innovation (effect on
productivity/creativeness, increased work efficiency,
etc.)
Impact on evaluation by clients/consumers
Improvement of risk
management capability and
adaptability to changes
Impact related to improvement of the governance of the
board of directors
Obtaining high reputation in
capital market, long-term and
stable financing
Impact related to evaluation from investors, etc., impact
related to financing
Obtaining high reputation in
labor market,
securing/maintaining superior
human resources
Impact in terms of recruiting activity
Impact related to the motivation and satisfaction of
employees and the prevention of their job leaving
When we asked the responding companies to point out up to two factors having impact on
competitiveness, many companies pointed to: "impact in terms of process innovation (effect on
productivity/creativeness, increased work efficiency, etc.)" (42%), "impact related to the motivation
and satisfaction of employees and the prevention of their job leaving" (42%), and "impact in terms
of product innovation (adequate understanding of client needs, innovation effect on product/service
development and improvement)" (39%). From the result above, it can be said that companies are
promoting active participation by women based on the idea that it may have an impact on
"innovation" and the "motivation of employees."
43
On the other hand, the percentages of companies pointing to "impact related to evaluation from
investors and financing" and "impact related to the improvement of governance of the board of
directors" both remain below 10% among all business categories. However, in last fiscal year's
survey, while the percentage of companies answering "stable financing" was 0% in all business
categories, companies selecting "evaluation from investors and financing" this year accounted for
3% in the average for all business categories, and 7% among finance businesses. The way in which
trends change with the permeation of ESG investment among Japanese investors in the future will be
a focus of attention.
In addition, the average percentage of companies that selected "impact in terms of recruiting
activity" in all business categories increased largely from 14% last year to 20%.
Figure10 Factors impacting competitiveness (up to 2 selected)
プロダクト・イノベーション Product innovation
プロセス・イノベーション Process innovation
顧客・消費者等の評価 Evaluation by clients/consumers
採用活動 Recruiting activity
投資家等からの評価・資金調達 Evaluation from investors and financing
取締役のガバナンス機能改善 Improvement of the governance of the board of directors
従業員のモチベーション等 Motivation of employees, etc.
その他 Other
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
38.7%
45.8%
7.1%
30.4%
3.0%
2.4%
37.5%
1.2%
39.1%
36.9%
11.2%
28.5%
2.2%
0.0%
44.1%
3.4%
43.6%
46.2%
5.1%
25.6%
7.7%
5.1%
48.7%
0.0%
39.4%
41.7%
8.8%
29.0%
3.1%
1.6%
41.7%
2.1%
プロダクト・イノベーション
プロセス・イノベーション
顧客・消費者等の評価
採用活動
投資家等からの評価・資金調達
取締役会のガバナンス機能改善
従業員のモチベーション等
その他
製造業
非製造業
金融業
全業種
44
2. Current issues
Companies’ awareness of current problems concerning the promotion of active participation by
women was also surveyed.
As a result, many companies pointed to issues such as "shortage of women candidates for
management positions" (46%), "lack of career awareness among women" (29%), "long working
hours" (26%), and "lack of understanding among men in management positions" (25%). On the other
hand, only a few companies pointed to a "lack of understanding among top management" (1%).
By business category, the ratio of companies pointing to a "shortage of women candidates for
management positions" as an issue was high regardless of business category. On the other hand,
issues that showed significant difference among business categories were "lack of career awareness
among women" and "lack of understanding among men in management positions." As for the former
issue, the score among finance businesses is prominently high, and as for the latter, manufacturing
scores the highest.
Figure 11 Current issues (up to 2)
経営トップ等による理解不足 Lack of understanding among top management
男性管理職による理解不足 Lack of understanding among men in management positions
女性のキャリア意識の不足 Lack of career awareness among women
女性管理職候補の不足 Shortage of women canditates for management positions
長時間労働 Long working hours
柔軟な勤務場所・時間を認める制度不足 Lack of system to approve flexible working site and hours
人事評価に関する制度等の見直し Reveiw of system regarding personnel evaluation
その他 Other
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
1.8%
32.1%
25.6%
44.6%
28.6%
6.0%
4.8%
14.9%
1.7%
18.4%
29.1%
46.9%
26.3%
12.8%
3.4%
10.1%
0.0%
25.6%
48.7%
48.7%
23.1%
10.3%
2.6%
5.1%
1.6%
25.1%
29.5%
46.1%
26.9%
9.6%
3.9%
11.7%
経営トップ等による理解不足
男性管理職による理解不足
女性のキャリア意識の不足
女性管理職候補者の不足
長時間労働
柔軟な勤務場所・時間を認める制度不足
人事評価に関する制度等の見直し
その他
製造業
非製造業
金融業
全業種
45
3. Management
■ 3-1. Commitment by the management (positioning in management strategy)
In this survey, in order to understand the situation of responding companies, a question was asked
first on whether a commitment by top management in the promotion of women's careers is
announced in media information transmitted externally to stakeholders.
As a result, among the responding companies, more than half in all business categories answered
that the company "announces a commitment from the top regarding active participation by women."
By business category, around 80% of the finance businesses answered that make such
announcements. On the other hand, the ratio of companies in non-manufacturing industries that
answer similarly remains at less than half, showing significant difference among business categories.
Further, companies announcing this commitment in integrated or annual reports to which investors
mainly refer accounted for 53% of companies that make an announcement (all business categories).
Figure 12 Commitment to transmitting media information externally to stakeholders
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
検討中 Considering
無回答 No response
Figure 13 Ratio of companies announcing commitment in integrated or annual reports1
有 With
無 Without
無回答 No response
1 This shows the ratio by setting the number of companies answering “with” for commitment in media
trasmitting information externally to stakeholders as a parameter
56.0%
47.5%
79.5%
54.4%
30.4%
39.1%
15.4%
32.9%
10.1%
10.6%
2.6%
9.6%
3.6%
2.8%
2.6%
3.1%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 検討中 無回答
53.6% 44.9%
1.5%
有 無 無回答
46
Further, as for questions asking "whether details on the promotion of active participation by
women is included in management vision/management policy," 45% of companies in all business
categories answered "yes." By business category, finance businesses mark 64%, which is the highest.
Figure 14 Provision of details on the promotion of active participation by women in
management vision/management policy
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
検討中 Considering
無回答 No response
In addition to management vision and management policy, 44% of companies in all business
categories answered "yes" to the question of "whether the mid-term business plan includes
information on the 'promotion of active participation by women'."
Figure15 Mid-term business plan inclusion of information on the "promotion of active
participation by women"
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
検討中 Considering
無回答 No response
45.2%
40.8%
64.1%
45.1%
32.7%
32.4%
17.9%
31.1%
14.3%
21.2%
15.4%
17.6%
7.7%
5.6%
2.6%
6.2%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 検討中 無回答
45.8%
36.3%
79.5%
44.8%
35.1%
35.2%
10.3%
32.6%
13.7%
22.3%
7.7%
17.1%
5.4%
6.1%
2.6%
5.4%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 検討中 無回答
47
Commitment by top management (Daikin Industries, Ltd.)
Daikin Industries, Ltd. announced, in its CEO message at the beginning of its Annual Report
2015, top management’s commitment to improving efforts and systems for the promotion of
active participation by women especially in Japan.
(Source) Website of Daikin Industries, Ltd. (http://www.daikin.co.jp/data/investor/report/daikin_jar15.pdf)
48
■ 3-2. Direction/goal: Promotion of women's careers
Companies answering "there is a separate policy on the promotion of active participation by
various human resources including women" was 42% of the total. In addition, 26% of companies
answered that "although not a separate policy, included in CSR policy, etc. of the company is a
policy for promoting active participation by various human resources including women."
On the other hand, more than half of the companies answered that they have numerical goals for
the promotion of women's careers.
Direction/goal: Promotion of active participation by women
By business category, around 40% among manufacturing and non-manufacturing and nearly 70%
among finance answer that the company has "a separate policy on the promotion of active
participation by various human resources including women."
Figure 16 Policies on the promotion of active participation by various human resources
including women
Around 40–50% among manufacturing and non-manufacturing and around 70% among finance
answer that the company has numerical goals for the promotion of women's careers.
38.7%
40.8%
66.7%
42.5%
32.1%
21.8%
25.6%
26.7%
8.3%
10.1%
2.6%
8.5%
14.3%
21.8%
2.6%
16.6%
6.5%
5.6%
2.6%
5.7%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
女性など多様な人材活躍促進に関する独立した方針がある
独立した方針ではないが、CSR方針などに女性などの多様な人材活躍推進に向けた方針が含まれてい
る 現在策定中
無
無回答
49
Figure 17 Numerical goals for the promotion of women's careers
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
女性など多様な人材活躍促進に関する独立
した方針がある
Have a separate policy on the promotion of
active participation by various human resources
including women
独立した方針ではないが、CSR 方針などの多
様な人材活躍躍進に向けた方針が含まれて
いる
Although not a separate policy, a policy for
promoting active participation by various human
resources including women is included in CSR
policy, etc. of the company
現在策定中 Currently formulating
無 None
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在策定中 Currently formulating
無回答 No response
55.4%
42.5%
74.4%
51.3%
18.5%
30.2%
7.7%
22.8%
18.5%
19.6%
15.4%
18.7%
7.7%
7.8%
2.6%
7.3%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在策定中 無回答
50
Policy on the promotion of active participation by women (Sumitomo Forestry Co., Ltd.)
Sumitomo Forestry Co., Ltd. sets forth a separate policy on promoting active participation by
women, named "Sumitomo Forestry's declaration of promotion of active participation by
women." This policy clarifies the idea that "business strategies based on the utilization of
various human resources and different ideas is important." On that basis, it declares to "create
new innovation by expanding occasions for women's active participation, utilize ideas peculiar
to women, and fuse different senses of values."
(Source) Website of Sumitomo Forestry Co., Ltd. (http://sfc.jp/information/company/keiei_rinen/woman/)
51
■ 3-3. Direction/goal: Support for maintaining a balance between work and family
Companies that answered that they "have a separate policy for promoting the maintenance of
work-life balance" accounted for more than 33% of the total, and those that answered "although not
a separate policy, a policy for promoting the maintenance of work-life balance is included in CSR
policy, etc. of the company" accounted for 30%.
On the other hand, 43% of the companies answered that they have numerical goals for promoting
the maintenance of work-life balance.
Direction/goal for promoting the maintenance of work-life balance
By business category, about 35% among manufacturing and finance answer that "although not
a separate policy, a policy for promoting the maintenance of work-life balance is included in CSR
policy, etc. of the company." Also, as for numerical goals for promoting the maintenance of
work-life balance, about 50% among manufacturing and more than 60% among finance answer
that such goals are set.
Among the companies who answered that they have numerical goals for promoting the
maintenance of work-life balance, nearly half have already established "goals regarding the
reduction of working hours." On the other hand, the ratio of companies that have set "goals
regarding male employees taking childcare leave" remains at 13%.
Figure 18 Policies for promoting the maintenance of work-life balance
Figure 19 Numerical goals for promoting the maintenance of work-life balance
31.5%
32.4%
51.3%
33.9%
35.1%
24.6%
33.3%
30.1%
8.9%
12.3%
9.6%
17.9%
23.5%
12.8%
19.9%
6.5%
7.3%
2.6%
6.5%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
ワークライフバランス促進に向けた独立した方針が有る
独立してはいないがCSR方針などに含まれてワークライフバランス促進の方針が有る
現在策定中
無
無回答
48.2%
35.8%
61.5%
43.8%
22.6%
36.3%
28.2%
29.5%
20.8%
19.6%
5.1%
18.7%
8.3%
8.4%
5.1%
8.0%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在策定中 無回答
52
Figure 20 Ratio of companies setting "goals regarding the reduction of working hours"2
Figure 21 Ratio of companies setting "goals regarding male employees taking childcare
leave"3
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
ワークライフバランス促進に向けた独立した方針がある Have a separate policy for promoting the maintenance of
work-life balance
独立してはいないが CSR 方針などに含まれてワークライ
フバランス促進の方針が有る
Although not a separate policy, a policy for promoting the
maintenance of work-life balance is included in CSR policy of
the company and others
現在策定中 Currently formulating
無 Without
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在策定中 Currently formulating
無回答 No response
設定している Setting
設定していない Not setting
設定している Setting
設定していない Not setting
2 This shows the ratio by setting the number of companies answering “with” for numerical goals for
maintaining a balance between work and family as a parameter. 3 Same as above.
49.2%
50.8%
設定している
設定していない
13.7%
86.3%
設定している
設定していない
53
Policy on support for maintaining a balance between work and family (Osaka Gas Co., Ltd.)
Osaka Gas upholds the policy of promoting efforts focusing on a wide variety of lifestyles as a
part of diversity promotion.
(Source) Website of Osaka Gas Co., Ltd. (http://www.osakagas.co.jp/company/csr/beginning/diversity_policy.html)
54
■ 3-4. Improvement of systems (organizational systems for the promotion of active
participation by women)
As for organizational systems for the promotion of active participation by women, the ratio of
companies that answered they "have an independent promotional organization (department, office,
division, team, etc.)" was 39% of the total, and that of companies that answered they "have
cross-sectoral promotion organizations such as a committee" was 19%. About 60% of the companies
have a system for the promotion of active participation by women, such as an independent
organization or a cross-sectoral promotional organization.
Development of organizational systems for the promotion of active participation by
women
By business category, while the ratio of companies that answered they "have an independent
promotional organization (department, office, division, team, etc.)" is different among business
categories, the ratio of companies that answered they "have a cross-sectoral promotion
organization such as a committee" was 10–20% among all business categories.
Figure 22 Improvement of organizational systems for the promotion of active
participation by women
40.5%
19.5%
6.5%
28.0%
5.5%
0 10 20 30 40 50 60 70
独立した組織(部、室、課、チーム等)がある
委員会等横断的な推進組織がある
現在策定中
無
無回答
(%)
製造業 (N=165)
33.5%
20.0%
7.0%
31.5%
8.0%
0 10 20 30 40 50 60 70
独立した組織(部、室、課、チーム等)がある
委員会等横断的な推進組織がある
現在策定中
無
無回答
(%)
非製造業 (N=178)
55
独立した組織(部、室、課、チーム等)がある Have an independent promotional organization (department,
office, division, team, etc.)
委員会等横断的な推進組織がある Have a cross-sectoral promotional organization such as a
committee
現在策定中 Currently formulating
無 Without
無回答 No response
独立した組織(部、室、課、チーム等)がある Have an independent promotional organization (department,
office, division, team, etc.)
委員会等横断的な推進組織がある Have a cross-sectoral promotional organization such as a
committee
現在策定中 Currently formulating
無 Without
無回答 No response
独立した組織(部、室、課、チーム等)がある Have an independent promotional organization (department,
office, division, team, etc.)
委員会等横断的な推進組織がある Have a cross-sectoral promotional organization such as a
committee
現在策定中 Currently formulating
無 Without
無回答 No response
独立した組織(部、室、課、チーム等)がある Have an independent promotional organization (department,
office, division, team, etc.)
委員会等横断的な推進組織がある Have a cross-sectoral promotional organization such as a
committee
現在策定中 Currently formulating
無 Without
無回答 No response
66.7%
12.8%
2.5%
12.8%
4.9%
0 10 20 30 40 50 60 70
独立した組織(部、室、課、チーム等)がある
委員会等横断的な推進組織がある
現在策定中
無
無回答
(%)
金融業 (N=39)
39.9%
19.1%
6.5%
28%
6.5%
0 10 20 30 40 50 60 70
独立した組織(部、室、課、チーム等)がある
委員会等横断的な推進組織がある
現在策定中
無
無回答
(%)
全業種 (N=382)
56
Organizational systems for the promotion of active participation by women (Hitachi, Ltd.)
Hitachi, Ltd. has established a Diversity Promotion Center, Human Capital Group. In addition,
an Advisory Committee has been established as a cross-sectoral organization/system under the
direct control of the President. There is also the Hitachi Group Diversity Promotion Council and
the Project for the Organization to Promote Active Participation by Women."
(Source) Website of Hitachi, Ltd. (http://www.hitachi.co.jp/csr/download/pdf/csr2015_119-129.pdf)
57
Organizational systems for the promotion of active participation by women (Lawson, Inc.)
Lawson, Inc. has appointed a Director in Charge of Diversity Promotion under the Diversity
Promotion System, including the CEO. With this, the company has established a system for
promoting efforts in a top-down approach from the level of directors.
(Source) Website of Lawson (http://www.lawson.co.jp/company/activity/stakeholder/employee/)
58
4. Performance
■ 4-1. Details of the efforts: Promotion of women's careers
In order to understand the efforts of a company regarding the promotion of women's careers, a
survey was implemented from the perspective of whether the company establishes "career training
targeted to women," "mentor system/occasions for promoting communication between top
management and women," and "management training/awareness raising for those in management
positions in order to promote women's careers."
As a result, the ratio of companies that answered they "implement career training targeted to
women" was 70%, that of companies that answered they "establish mentor system/occasions for
exchange with top management" was 53%, and that of companies that answered they "implement
efforts such as management training for those in management positions/awareness raising" was
51%. Both reached to a certain level. On the other hand, the ratio of companies with "systems for
incorporating the progress of the promotion of active participation by women in personnel
appraisals at the department head and director level" remained at 11%.
Efforts made: Promotion of active participation by women
The ratio of companies that answered they "implement career training targeted to women"
was high among finance businesses, accounting for 74.4%. Including training for all
employees, about 90% of companies implement such training.
Figure 23 Career training targeted to women
As for "mentor system/occasions for exchange with top management," efforts targeted
solely at female employees are actively implemented among finance businesses, while the
45.8%
42.5%
74.4%
47.2%
25.6%
22.9%
15.4%
23.3%
10.1%
12.8%
10.4%
13.1%
13.4%
5.1%
12.4%
5.4%
8.4%
5.1%
6.7%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
女性社員を対象としたキャリア研修がある
あえて女性社員に限定したキャリア研修を行うのではなく、全社員向けのキャリア研修の中で女性の
参加が保障されている
現在検討中
無
無回答
59
ratio of companies with such systems is around 30% in manufacturing and
non-manufacturing.
Figure24 Mentor system/occasions for promoting communication between top
management and women employees
About 70% of companies in finance and around half of companies in
manufacturing/non-manufacturing answer that they implement "management
training/awareness raising for those in management positions in order to promote women's
careers."
Figure 25 Management training/awareness raising for those in management positions
in order to promote women's careers
As for the ratio of companies with a "system for incorporating the progress of the
promotion of active participation by women in personnel appraisals at the department head
33.9%
27.9%
51.3%
32.9%
17.3%
24.6%
12.8%
20.2%
19.6%
12.3%
7.7%
15.0%
23.2%
25.7%
23.1%
24.4%
6.0%
9.5%
5.1%
7.5%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
女性社員のためのメンター制度や、幹部との交流機会の設定がある
あえて女性社員に限定したメンター制度や、幹部との交流機会を設定するのではなく、全社員向けの同
左制度や、交流機会の中で女性の参加が保障されている 現在検討中
無
無回答
54.2%
44.1%
71.8%
51.3%
20.8%
26.8%
15.4%
23.1%
18.5%
20.1%
7.7%
18.1%
6.5%
8.9%
5.1%
7.5%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
60
and director level," there was no significant difference among business categories. In all
categories, the ratio of companies that answered they have such a system remains at around
10–20%. The ratio of companies that are "currently considering" was also 10–20%.
Figure 26 Systems for incorporating the progress of the promotion of active participation
by women in personnel appraisals at the department head and director level
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
女性社員を対象としたキャリア研修がある Have career training targeted to women
あえて女性社員に限定したキャリア研修を行うのではなく、全社員向けのキャリア研修の中で女性の参加が保障されている
Intentionally do not offer career training limited to women but
guarantee the participation by women in career training targeted
to all employees
現在策定中 Currently formulating
無 Without
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
女性社員のためのメンター制度や、幹部との交流会の設定
がある
Have a mentor system/exchanges with top management for
women
あえて女性社員に限定したメンター制度や、幹部との交流会を設定するのではなく、全社員向けの同左制度や、交流
機会の中で女性の参加が保障されている
Intentionally do not offer a mentor system or occasions for
exchange with top management limited to women, but
guarantee participation by women in such systems or occasions
for exchange targeted to all employees
現在策定中 Currently formulating
無 Without
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
11.3%
8.9%
23.1%
11.4%
70.8%
58.7%
59.0%
64.0%
11.9%
22.9%
12.8%
17.1%
6.0%
9.5%
5.1%
7.5%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
61
Efforts in the promotion of active participation by women (Terumo Corporation)
Terumo Corporation establishes a "mentor system," in which women leaders from different
worksites or generations work in pairs to share experiences and ways of thinking, and to expand
their views.
(Source) Website of Terumo Corporation (http://www.terumo.co.jp/archive/ar_j/AnnualReport_2015_Sustainability_J.pdf)
62
Efforts for the promotion of active participation by women (Asahi Group Holdings, Ltd.)
Regarding support for active participation by women, Asahi Group Holdings, Ltd. establishes
occasions for the exchange of opinions with the management in different training sessions on
matters such as awareness raising in the training for those newly appointed in management positions
and in seminars for the career development of female employees. In addition, Asahi Breweries, Ltd.
promotes the introduction of a system where efforts related to the career promotion of various types
of employees are evaluated as one of the behavioral assessment criteria of directors and department
heads.
(Source) Website of Asahi Group Holdings, Ltd.
(http://www.asahigroup-holdings.com/csr/society/employee/diversity.html#link02)
63
■ 4-2. Efforts made: Support for maintaining a balance between work and family
Regarding efforts related to support for maintaining a balance between work and family, a survey
was implemented on whether the companies have a "system to approve flexible working site and
hours," "concrete efforts to reduce long working hours," and "in-house awareness raising for the
promotion of maintaining work-life balance" available to all employees.
Companies that answered that they have a "system to approve flexible working site," such as
working at home, accounted for 25%.
On the other hand, the ratio of companies with a "system to approve flexible working hours," such
as working flextime or allowing changes in working hours where necessary, was 56% and higher
than that for working site. The ratio of companies with concrete efforts to reduce long working hours
was even higher because this includes the effort of "no overtime work day," marking 76%. The ratio
of companies that answered they have "in-house awareness raising for the promotion of maintaining
work-life balance” was 60%.
Efforts made: Support for maintaining a balance between work and family
When viewed by business category, there was no significant difference in the ratio of
"systems to approve flexible working site" and that of "systems to approve flexible working
hours" by business category.
On the other hand, as for "system to approve flexible working site," about 70% of
companies in manufacturing have already started some kind of effort toward this. This is
higher compared to other business categories.
Figure 27 Systems for approving flexible working site available to all employees
Figure 28 Systems for approving flexible working hours available to all employees
23.8%
26.3%
30.8%
25.6%
47.0%
41.3%
41.0%
43.8%
22.6%
24.0%
23.1%
23.3%
6.5%
8.4%
5.1%
7.3%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
64.9%
49.7%
46.2%
56.0%
20.2%
26.8%
33.3%
24.6%
7.1%
13.4%
15.4%
10.9%
7.7%
10.1%
5.1%
8.5%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
64
Figure29 Concrete efforts in reducing long working hours available to all employees
Figure 30 In-house awareness raising for the promotion of maintaining work-life
balance available to all employees
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
製造業 Manufacturing
非製造業 Non-manufacturing
金融業 Finance
全業種 All business categories
有 With
無 Without
現在検討中 Currently considering
無回答 No response
79.8%
71.5%
87.2%
76.7%
8.3%
15.6%
5.1%
11.4%
5.4%
4.5%
2.6%
4.7%
6.5%
8.4%
5.1%
7.3%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
61.3%
54.7%
79.5%
60.1%
19.6%
24.0%
12.8%
21.0%
11.9%
12.3%
2.6%
11.1%
7.1%
8.9%
5.1%
7.8%
製造業(N=165)
非製造業(N=178)
金融業(N=39)
全業種(N=382)
有 無 現在検討中 無回答
65
Efforts made: Support for maintaining a balance between work and family (Daiwa House
Industry Company, Limited)
Daiwa House Industry Company, Ltd. is putting efforts into attendance management using
mobile devices for those working outside the office and is in trials of working at home for those
usually working at the office, so as to realize a working style not overly-concerned with site or
hours. With these efforts, the company achieves a 10% reduction in annual extra working hours
and an increase in the ratio of taking paid leave per employee (compared to the previous fiscal
year).
In addition, "productivity per employee per hour" is incorporated as one of the evaluation
items for the performance evaluation of business establishments to promote the revision of
corporate culture.
(Source) Website of Daiwa House Industry Company, Limited
(http://www.daiwahouse.com/sustainable/social/employee/diversity/worklife.html)
66
■ 4-3. Achievements: Promotion of women's career
Surveys were carried out regarding the actual performance figures related to the promotion of
active participation by women, the ratio of women in management positions, and other figures
showing the ratio of women among executives. As a result of the survey, the average ratio of women
in management positions among all business categories was found to be 8.0%.
Focusing on distribution, companies answering less than 5% make up most of the total. On the
other hand, there is also a certain percentage of companies marking 10% or more.
Achievements related to the promotion of active participation by women
The average ratio of women in management positions is over 10% in non-manufacturing and
finance.
Figure 31 Ratio of women in management positions (average)
Business categories Ratio of women in management
positions (average)
Manufacturing (N=145) 4.9%
Non-manufacturing (N=150) 10.5%
Finance (N=34) 10.1%
All business categories (N=329) 8.0%
Figure 32 Distribution of the ratio of women in management positions
0
50
100
150
200
250
5%未満 5%-10% 10%-15% 15%-20% 20%-25% 25%-30% 30%以上
(社数)
67
As for the ratio of women directors (including both internal and external), the average for all
business categories is more than 5%. It is suggested that the promotion of women is progressing
regardless of business category. However, in about half of the companies, the number of women
directors is still zero.
Figure 33 Ratio of women directors (including both internal and external) (average)
Business category Ratio of women directors (average)
Manufacturing (N=143) 4.3%
Non-manufacturing (N=151) 6.9%
Finance (N=37) 6.3%
All business categories (N=331) 5.7%
Figure 34 Companies by the number of women directors (including both internal and
external)
When limited to internal directors, the average ratio of women directors is 4% among
non-manufacturing. However, the ratio remains at around 1% in both manufacturing and finance.
Figure 35 Ratio of women internal directors (average)
Business category Ratio of women internal directors (average)
Manufacturing (N=144) 1.5%
Non-manufacturing (N=149) 4.6%
Finance (N=37) 0.9%
All business categories (N=330) 2.8%
As for the ratio of women auditors, the average ratio is around 5%, similar to the ratio of women
0
20
40
60
80
100
120
140
160
180
200
0人 1人 2人 3人 4人 5人 6人 7人 8人 9人以上
(社数)
68
(社数) (Number of companies)
5%未満 Less than 5%
30%以上 30% or more
(社数) (Number of companies)
0 人 0
1 人 1
2 人 2
3 人 3
4 人 4
5 人 5
6 人 6
7 人 7
8 人 8
9 人以上 9 or more
directors (including both internal and external), in all business categories.
Figure36 Ratio of women auditors (average)
Business category Ratio of women auditors (average)
Manufacturing (N=135) 5.6%
Non-manufacturing (N=139) 6.4%
Finance (N=29) 4.0%
All business categories (N=303) 5.8%
The ratio of women executive directors is more than 5% among non-manufacturing. This is more
than twice the ratio of other business categories.
Figure 37 Ratio of women executive directors (average)
Business category Ratio of women executive directors (average)
Manufacturing (N=130) 2.7%
Non-manufacturing (N=122) 5.4%
Finance (N=32) 2.3%
All business categories (N=284) 3.8%
69
■ 4-4. Achievement: Support for maintaining a balance between work and family
Regarding the actual performance figures related to support for maintaining a balance between
work and family, no significant differences are found between business categories for any item.
Among all business categories, the "ratio of male employees taking childcare leave" was 10% on
average, and the "ratio of taking paid leave" was 55% on average. In addition, the average utilization
rate of the system to approve flexible working site and hours was 42%.
Further, the average length of service by gender is 15 years for males and 12 years for females.
There is a difference between males and females of about 3 years in all business categories.
Achievement: Support for maintaining a balance between work and family
The "ratio of male employees taking childcare leave" is about 10% in all business categories.
Figure 38 Ratio of male employees taking childcare leave
Business category Ratio of male employees taking childcare leave (average)
Manufacturing (N=124) 11.4%
Non-manufacturing (N=132) 9.0%
Finance (N=33) 12.3%
All business categories (N=289) 10.4%
As for the ratio of taking paid leave, while the ratio in non-manufacturing and finance is
around 50%, it is relatively higher in manufacturing at 61%.
Figure 39 Ratio of taking paid leave
Business category Ratio of taking paid leave (average)
Manufacturing (N=135) 61.2%
Non-manufacturing (N=123) 49.8%
Finance (N=34) 53.1%
All business categories (N=292) 55.5%
Figure 40 Utilization ratio of flexible working system (working hours/working site)
Business category Utilization ratio of flexible working system (average)
Manufacturing (N=49) 50.4%
Non-manufacturing (N=66) 39.6%
Finance (N=9) 24.3%
All business categories (N=124) 42.8%
Figure 41 Average length of service of female employee
Business category Average length of service of female Difference with the average length of
70
employee (average) service of male employees
Manufacturing (N=49) 14.1 years 2.9 years
Non-manufacturing (N=66) 10.6 years 3.2 years
Finance (N=9) 11.8 years 3.7 years
All business categories (N=124) 12.3 years 3.1 years
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FY2015 "Nadeshiko Brand" Project commissioned by the Ministry of Economy, Trade and Industry: "FY2015 Survey on Improved
Promotion of Active Participation by Women in Companies"
Issued in March 2016
(Consigner) Ministry of Economy, Trade and Industry:
Economic and Social Policy Office, Economic and Industrial Policy
Bureau, Ministry of Economy, Trade and Industry
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