CSR / Environment

Diversity Management

Developing Diversity Management

  • Self-evaluation: ★★★ Achieved more than targeted / ★★ Achieved as targeted / ★ Achieved to some extent
Fiscal 2017 Objectives Fiscal 2017 Achievements Self-Evaluation*
  • Promote measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
  • Maintain 2.4% employment rate for the disabled
  • Promote measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
    Percentage of female managers 3.3% as of April 1, 2018 (same as previous year)
  • Maintained employment rate for the disabled
    2.45% as of June 1, 2018
★★
Priority Objectives for Fiscal 2018
  • Promote measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
  • Maintain 2.4% employment rate for the disabled

Concepts Underlying the Diversity Program

  1. Diversity management is a human resources strategy for utilizing a diverse range of employees; it is also a business strategy.
  2. At Sharp, diversity is built upon the company’s business philosophy.
  3. Formulate and pursue programs aimed at capitalizing on the unique individual attributes of various employees—including women, non- Japanese employees in Japan, the disabled, and retirees—and promote their active participation in the company.
  4. Consistently promote diversity.
  5. As a foundation for promoting diversity, strive to ensure that systems supporting the balance between work and family life become widespread and take root.
  6. Work to build a corporate environment that accepts diversity.

Promoting Activities of Female Employees

Sharp formulated an action plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace, which came into effect in April 2016. In line with this action plan, Sharp is working to raise the percentage of women in all job categories and increase the number of women in managerial positions. This will enable it to achieve further diversity in its workforce and contribute to society through better products and services. To this end, Sharp has set the following goals and is actively pursuing further engagement of its female employees.

Goal Deadline
  • Have at least 5% of managers be women
  • Have at least 20% of all employees use systems for flexible work styles
By the end of fiscal 2019

Expanding the Duties of Female Employees

In an effort to expand the roles of women in the workplace, from fiscal 2014 to fiscal 2016 Sharp implemented strategic training for female sales personnel. Besides measures such as sales upskilling training and networking events for new employees and their more experienced colleagues, in fiscal 2016 Sharp created a handbook to facilitate information sharing among female sales representatives and their supervisors.

Number of Female Managers

Sharp Corporation Personnel Composition

(Persons)

 

Men

Women

Total

Directors, audit and supervisory committee members 9 0 9
Employees Executive officers 6 1 7
Managers 2,199 75 2,274
General staff
( ): New employees who are graduates of universities and technical colleges
9,691
(261)
1,263
(47)
10,954
(308)
Subtotal 11,896 1,339 13,235
Total 11,905 1,339 13,244
Ratio 89.9% 10.1% 100.0%

(As of April 2, 2018)

Ratio of Men and Women at Major Overseas Subsidiaries

(%)

Base Directors, managers Non-supervisory employees (permanent employees) Total

Men

Women

Men

Women

Men

Women

SEC (US) Sales, production 87.6% 12.4% 72.7% 27.3% 73.7% 26.3%
SEE (UK) Sales, production 82.0% 18.0% 70.9% 29.1% 72.9% 27.1%
SEID (Indonesia) Sales, production 83.2% 16.8% 68.6% 31.4% 69.3% 30.7%
SATL (Thailand) Production 74.1% 25.9% 29.0% 71.0% 29.7% 70.3%
SMM (Malaysia) Production 88.0% 12.0% 43.2% 56.8% 44.4% 55.6%
SOCC (China) Production 84.7% 15.3% 27.4% 72.6% 31.0% 69.0%
NSEC (China) Production 59.5% 40.5% 64.6% 35.4% 64.2% 35.8%
WSEC (China) Production 60.4% 39.6% 43.5% 56.5% 44.4% 55.6%

(As of March 31, 2018)

Supporting Employees Returning from Maternity or Childcare Leave

To support employees returning from childcare leave, Sharp has held reinstatement support seminars every year since fiscal 2014. These seminars involve an explanation of the company’s current circumstances and incorporate various support systems related to childbirth and nursing. As well, female employees who have returned to work after taking childcare leave share their experiences and provide advice on how to balance work and child rearing.

Attendees are also given the opportunity to build networks with other working mothers. These seminars help to resolve anxiety about returning to work and encourage active participation in the workplace. Starting in fiscal 2016, supervisors of employees returning to work have also been taking part in these seminars in order to help returning employees think about and take action on their career at Sharp.

In fiscal 2018, Sharp introduced two new systems: one for subsidizing the fees for non-registered daycare facilities, and one for giving one-off payments to employees making an early return from childcare leave. The goal is to support employees who are eager to advance their careers after returning to work from maternity leave or childcare leave.

Expanding Opportunities for Non-Japanese Employees in Japan

With the globalization of business, Sharp is working globally to secure and systematically train human resources who can meet the needs of each workplace. In recent years, Sharp has promoted greater employment of international students and people of other nationalities residing in Japan. As of April 2018, there are approximately 170 non-Japanese employees from 14 countries working in various departments.

Reemployment of Retirees

In 2001, Sharp introduced a professional employee system that reemploys employees who have reached the mandatory retirement age of 60. This stems from the company’s stance on promoting the utilization of senior employees who have a strong work ethic. It also takes into consideration employees who wish to give back and contribute to society through the skills and knowledge they have accumulated over many years. Sharp reviewed its standards in response to the revised Act on Stabilization of Employment of Elderly Persons, which came into effect in April 2013. Sharp now reemploys, until the age of 65, any interested employees who have reached the mandatory retirement age of 60.

Promoting Employment of the Disabled

Ever since Sharp founder Tokuji Hayakawa established the “accumulation of community service” as one of the “Five Accumulations of Competency,”* Sharp has been actively involved in social service and welfare. The entire Sharp Group makes efforts to promote the employment of the disabled and to create a better work environment for these employees.

Specifically, Sharp launched a recruitment website addressing the employment of disabled people. This website contains information on initiatives to hire such individuals to work in the Sharp Group. Sharp is also striving to make the working environment more accessible for disabled employees. For example, during training sessions attended by hearing-impaired participants, there are support measures such as voice recognition software and PC note-taking (a method for conveying audio information by entering it into the keyboard of a PC) so that voice communication is converted into text for participants to read and understand.

As of June 1, 2018, the Sharp Group employed approximately 340 disabled persons. The percentage of disabled employees among all employees was 2.45%, well over the 2.2% rate mandated by law (as stated in the Act on Employment Promotion etc., of Persons with Disabilities).

  • *Accumulation of trust, accumulation of capital, accumulation of community service, accumulation of human resources, and accumulation of trading partners

Employment Rate of the Disabled in Japan