Diversity & Inclusion

Human Capital Management

Our Basic Policy

The ROHM Group has production and sales offices around the world, and its employees are also of various nationalities. Corporate innovation is made possible when employees of diverse backgrounds come together and exhibit teamwork. This can lead to the resolution of societal challenges and, by extension, the enhancement of corporate value.

We believe that respecting the cultures, religions, customs, systems and other aspects of each country and territory as well as promoting diversity and inclusion to enable people to understand the diversity of values are of importance to achieve this. ROHM therefore carries out various initiatives to this end.

ROHM Group Employees by Region

Note:
Regional categories are defined as follows:
Americas: North America, Central America, South America
Europe: Europe, Russia, Africa, Middle East
Greater China: China, Taiwan, Hong Kong
Asia Pacific: Southeast Asia, Korea, India, Oceania

ROHM Group Employees by Region
As of March 31,2019
Gender
As of March 31,2019 (3,166 person)
Employment type
As of March 31,2019 (3,166 person)

The ROHM Group is focusing on five areas in order to promote diversity and inclusion.

promoting diversity and inclusion

Recruitment and Development of Global Talent

With acceleration of changes in the market environment and the global business in recent years, the recruitment and development of global human capital are of importance to ROHM as well.

Global human capital refers not only to those skilled in foreign languages but also employees capable of thinking about matters on their own initiative, are broad-minded and accept different cultures, views and thoughts, and create new value. This is why ROHM engages proactively in the discovery and recruitment of global human capital.

1.Recruitment of Global Talent

Recruitment
In anticipation of the further expansion of our global business, Rohm is pursuing activities that will allow the recruitment of people who possess the skills and expert knowledge that we need, regardless of their nationality, in all areas of the company, including research, technology, sales, and administration.
Furthermore, ROHM hires a given number of foreign-national employees each year, with a focus on international students.
Talent Management
In FY2017, a new Talent Management System was introduced for all head office employees.
The appropriate allocation and development of human capital are carried out through the consolidated management of employee qualifications, skills and experience levels.
It will be used to make the talent in the ROHM Group as a whole more visible and to cultivate that talent, and also to speed up the discovery and appointment of outstanding talent.

2. Development of Global Talent

Personal Interaction Among Talent
In 2010, we set up a program for accepting talent from the Group's overseas companies and we have accelerated our initiatives in human capital development in Group companies.
Since then, we have taken in more than 100 employees, mainly from China and the ASEAN region.
The aim of this program is for its participating employees to gain a feel for and learn about Rohm's culture and work styles and to blend that with the culture of their own country on their return, in the hope that they will serve as local leaders who will spread their learnings to those around them.
Taking in these employees from overseas also serves to breathe new culture into the Japanese workplace, fostering a culture that accepts diversity.Going forward, we will expand the target regions and duration of the program, to pursue the development of an organization that is even richer in diversity.
Overseas Trainee System
Since FY2015, we have adopted an overseas trainee system that allows young employees to spend one year at an overseas Group company to experience different work. The aim is to discover and develop human capital capable of thinking on their own from a global perspective as well as launch challenges to stretch themselves by providing an opportunity for them to boos their experience by immersing themselves in different operations and cultures.
Voice from the Participant of Overseas Trainee

In addition to experiencing business and daily life abroad, I was also able to feel momentum as well as the hungry attitudes of people, which I didn’t feel in Japan, along with differences in what is considered the normal way of thinking. I realized that I had been working from a narrow perspective, using Japanese and personal values as my benchmark. I will work earnestly with a global perspective so that I can make use of what I learned abroad and make a contribution to society.

海外トレーニー参加者

Women's Active Participation

As the Act on Promotion of Women's Active Participation went into effect on April 1st, 2016, we have created an action plan based on this act and announced it inside and outside the company.

Action Plan for Women's Active Participation

ROHM has formulated and disclosed, both internally and externally, an action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act of Advancement of Measures to Support Raising Next-Generation Children.

ROHM Co., Ltd. General Employer Action Plans (Excerpt)

Plan period: Apr.1,2019 to Mar.31,2022

Goal:

  • Aim to increase the number of female candidates for management-level positions
  • Review and revise support systems that enable women to continue working and participating actively in society
  • Implement measures to reduce overtime work hours

Furthermore, to achieve our goals, we aim to realize work styles that are in line with diverse values by implementing various initiatives.

Obtained the “Kurumin” Accreditation Mark

We obtained “Kurumin” certification through achievement of the goals of the April 2016 action plan based on the Act of Advancement of Measures to Support Raising Next-Generation Children.

ROHM Co., Ltd. General Employer Action Plans (Excerpt)

Plan period: Apr.1,2016 to Mar.31,2019

Our Subjects:

  • The number of full-time female employees is small, and few women aspire for management-level positions
  • There are few men who take childcare leave

Goal:

  • Increase the ratio of women hired as new graduates to more than 35%
  • Introduce a training program that nurtures female candidates for management-level positions
  • Improve support systems that enable women to continue working and participating actively in society
  • Increase the number of men who take childcare leave
Obtained the “Kurumin” Accreditation Mark

Training Program for Female Employees

In relation to “increase the number of female candidates for management-level positions,” which is in our action plan, we will begin carrying out training for female employees beginning in 2019.

Program Purpose Target Schedule
Career designing program for generalists Training with the objective of discovering and developing future female leaders who can play an active role in business and employee management Generalists female employees Mar,2019
Leadership program for female employee Aug,2019
Career designing program for general staffs Training with the objective of helping women form future visions by providing them with an opportunity to think about their future life and career plans, and consider what kind of an active role they can play General staffs Oct,2019
Diversity management program for managers Training through which management-level employees reflect on their awareness related to the development of subordinates and behavioral changes, and rethink their role as management who enable women to play an active role in a wide range of situations Managers Jul,2019
Inclusive program for managers and general staffs Female employee and their boss Aug,2019
Picture of Career Designing Program for Generalists(Mar,2019)
Picture of Career Designing Program for Generalists(Mar,2019)
Picture of Career Designing Program for Generalists(Mar,2019)

Senior Employees Active Participation

An age in which people live to be 100 years old has arrived, and there are major changes taking place in people’s work and life styles. ROHM considers the preparation of an environment where competent senior employees with skills developed over their long career is extremely important for the future growth of the company.

Revision of the System for the Reemployment of Employees of Compulsory Retirement Age

Since FY2018, we have revised our system for the reemployment of retired employees. The aim is to create a workplace where they can play an active role even after reaching compulsory retirement age. The roles that they are expected to play were clarified and their working conditions improved. Additionally, the period of reemployment was extended across the board to 65 years of age, irrespective of the current age of the person desiring reemployment.

Revision of the System for the Reemployment of Employees of Compulsory Retirement Age

Career Designing Program

To provide support that enables employees to proactively think about their own careers, ROHM implements, on a routine basis, age-group-based career training that helps each employee develop careers that are suitable to them. (Career designing sessions have been implemented for employees in their 40s and 50s since 2012, with a cumulative total of more than 300 employees participating in the training.)

Voice from the Attendee

  • It was useful as it offered me an opportunity to learn different sets of values, such as what others my age were thinking about their future careers.
  • It gave me a chance to reflect on myself and my career plan, which was something that I didn’t ordinarily think about.
Career designing program
Career designing program

Empowerment of People with Disabilities

In promoting diversity and inclusion, we are also proactively hiring people with disabilities and promoting their participation in society with the aim of creating a working environment where employees with disabilities can play an active role.

Today, more than 100 such employees are engaged in different work at various offices. As of March 2019, the rate of employing persons with disabilities was 2.24% (for the whole Group), which exceeds the statutory employment rate (2.2%).

Empowerment of People with Disabilities

Since January 2019, we have been addressing the continuous securement of human capital by promoting the switchover of the limited-term employment contracts of employees to indefinite-term employment contracts in the case of such employees who have reached five years of service.
Furthermore, we have also been extending the working hours of those employees who wish to work longer hours. ROHM will continue developing improved working environments for our diverse human capital.

Initiatives toward LGBT

The ROHM Group will of course promote diversity and inclusion. However, to create workplace environments where everyone can work energetically, the inclusion of LGBT employees must also be insured, such as by giving consideration to their needs and proactively deepening the understanding of LGBT by other employees.
Going forward, we will promote the development of an environment where there is no violation of employee identities. It will include the implementation of in-house training and education, improvement and expansion of consultation services and the creation of working environments that are even more inclusive.

Approach in the Past
  • Introduction of business names (implemented since April 2015)
    This allows the use of a pseudonym (a names other than one’s legal name) as a “business name”
  • Revision of the dress code (implemented since April 2016)
    We abolished the dress code (i.e., to wear a designated skirt) that was established on a limited basis according to gender and employee category