Human Resources Development and Utilization

Human Resources Development

As declared in the SUMCO Vision, SUMCO aspires to become the "World's Best in Technology." To reach this goal, diversified training opportunities are provided to employees at all levels, from new recruits to managers and executives. We encourage employees to stay abreast of the changing times, making every effort to foster the development of human resources who will be able to think and act independently. Each year, up-and-coming engineers are also given the chance to present their research findings to senior management as a means of enhancing their motivation. In addition, we dispatch a certain number of engineers to the doctoral program at domestic universities every year to develop highly specialized technical personnel.
In pursuit of "Empower Employee Awareness of Profit," another element to the SUMCO Vision, the SUMCO CEO AWARD was established as the SUMCO Group's highest award, part of a measure to boost employee awareness of participation. The award is annually presented to individuals and organizations that have made meaningful contributions to enhancing corporate value. Along with this award, the Group also holds presentations by TPM teams annually in order to recognize outstanding success.
Moreover, to achieve "Competitiveness in Overseas Markets" as declared in the SUMCO Vision, we are working to cultivate an awareness of understanding and respecting a diverse range of cultures and values within the Group, and are endeavoring to develop globally competitive human resources by enhancing programs such as study abroad and foreign language learning schemes.
In 2021, a total 21,817 hours of company-wide training was held by departments in charge of human resources.
Undergoing regular review, the training programs are revised in line with changing needs; moreover, many suggestions received from outside directors with a wealth of experience in training and education are incorporated, aimed at making them better programs.

Career-formation programs

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Process Planning Office
Mami Kubota

Q. You spent two years doing research work at the State University of New York. What made you decide to apply for the overseas program?

Ever since joining the Company, I had been thinking about the need to improve my communication skills, since the work includes opportunities to give presentations in front of people from abroad. When I heard about the chance to apply for this program, I jumped on it, eager to take on the challenge.

Q. Looking back at your research experience at an overseas university, was it different from a Japanese university?

One difference I noticed from Japanese universities is the way American university students actively offer their opinions, and are good at persuasion. Japanese university students, on the other hand, I feel are better when it comes to carrying out a detailed investigation of their research topic in advance, and are more thorough in setting up experiments. As for instructors, a big difference is that in the US they tend to leave research up to their students, mostly staying out of things, whereas instructors at Japanese universities give detailed advice.

Q. How do you plan to put to use what you learned abroad in your company activities?

Before I went abroad, when conversing with people I often just assumed, “Surely this person shares the same awareness as mine.” After living in the US and talking with people of diverse backgrounds, however, I changed to the assumption, “The other person’s awareness is certainly not the same as mine.” From this experience, since returning to Japan I try to confirm the other person’s understanding of things as much as possible. People in US research labs, while being sure to get a solid grasp of the main points of their studies, also value their private life, carrying out their research with a proper work-life balance. Drawing on this experience, when I am in a situation where I have to confirm understanding, I make it a practice to stick to the basics and provide balanced guidance.

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Diversity and Inclusion

SUMCO believes that the promotion of diversity and inclusion is essential for becoming the strong company which can grow sustainably. Since our company has three roots: Mitsubishi, Sumitomo, and Komatsu, we have fostered a culture in which we can bring together and utilize the knowledge and expertise of each. In addition to this, we work to further enhance our corporate value so that diverse talents can work to utilize their ideas and experiences by expanding measures to promote women’s career and systems, local hires at our domestic and overseas bases and experienced workers of other companies, so that diverse talents can work to utilize their ideas and experiences. We will continue to actively promote diversity and inclusion initiatives to meet our stakeholders’ expectations.

Promoting Active Participation of Women

To provide employees who raise children with a more comfortable workplace environment and to support their work-life balance, SUMCO has established diverse employment support programs such as longer child-care leave period than the statutory leave period, a telework system, and a diverse short working hour system. In 2016, the Company set up SUMCO Nursery School Imari as an in-house day-care facility at our Kyushu Plant in the Imari area, the largest site across the SUMCO Group. We also provide a childcare support allowance for employees who are unable to use the SUMCO Nursery School Imari.
Additionally, as a new form of regional contribution, the facility is also a community day-care service based on the Japanese government's Comprehensive Support System for Children and Childrearing. Accordingly, a portion of the capacity is made available to local residents who are not SUMCO employees.

Support programs for each life event

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Program Name of policy measure Description
Childcare support Childcare leave Eligible up to time child is 3 years old
Shorter workdays during childcare Up to time child enters junior high school, choice of 4-hour or 6-hour workdays
Flexible work hours Up to time child enters junior high school, free arrangement of work times during the day adding up to a normal workday of 7 hours 45 minute
Work from home (remote work) option Employees in a department and work category enabling them to work from home may choose to work remotely, as their circumstances warrant, at a maximum until child enters junior high school
Special paid time off Up to time child enters junior high school, in addition to the legally mandated time off for care of an ill child, paid time off can be taken for the necessary number of days when care for an illness is needed
SUMCO Nursery School Imari A nursery school on the company premises, available also to children of employees within access range
Grants toward nursery school costs Employees outside the range of access to SUMCO Nursery School Imari can receive monthly grants of 10,000 to 20,000 yen up to time child is 3 years old
Family care support Family care leave Leave for care of a family member can be taken for a total of one year in up to three installments
Shorter workdays during family care A choice of 4-hour or 6-hour workdays (for a total of up to three years; can be divided into multiple installments)
Flexible work hours Free arrangement of work times during the day adding up to a normal workday of 7 hours 45 minutes (for a total of up to three years; can be divided into multiple installments)
Special paid time off In addition to the legally mandated time off for family care, paid time off can be taken for the necessary number of days when family care is needed
Work from home (remote work) option Employees in a department and work category enabling them to work from home may choose to work remotely, as their circumstances warrant
Other support Special time off when spouse gives birth When a spouse gives birth, a total of 3 days of paid time off within 10 days before and after birth
Return-to-work program for former employees Former employees who had to leave their job behind for personal reasons such as childcare or family care, and who wish to return, can do so by following the set procedures

PT.SUMCO Indonesia also offers a scholarship program for the children of its employees. We hope that this scholarship will contribute to the future development of Indonesia.
(Photo: Scholarship program event at PT.SUMCO Indonesia)

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SUMCO has been providing employees who raise children with a more comfortable workplace environment. Additionally, we improve support for women employees by developing a new “Retiree Comeback Program” that allows employees who are forced to leave the company temporarily due to childcare or other reasons to return to work again. To further increase diversity within the company and to further promote women’s participation, we have set a medium-term goal of increasing the percentage of female managers to 10% in Japan and 12% on a consolidated basis (in SUMCO Group) by 2030, and actively promote regular and experienced female employee hiring.

Target

Employment of People with Disabilities

Employment Ratio of People with Disabilities (SUMCO Group [Japan])

Employment Ratio of People with Disabilities (SUMCO Group [Japan])Employment Ratio of People with Disabilities (SUMCO Group [Japan])

  • *The figure for each fiscal year is the average of the period from January to December of the following year.

The SUMCO Group is actively working to employ persons with disabilities, as demonstrated by SUMCO establishing a company that specifically hires persons with disabilities in Japan. In 2021, 1.69% of SUMCO Group's workforce worldwide was comprised of persons with disabilities. Looking only at Japan, that number comes to 2.32%.
Moving forward, the SUMCO Group will continue its efforts to fit the right person to the right job in order to help individual employees reach their full potential, as well as to provide employment opportunities and maintain and improve supportive work environments for people with disabilities.

Employment of Older Workers

We have set up a re-employment system by which employees, if they are well-motivated and wish to continue working after mandatory retirement at age 60, can continue working until age 65. This allows them to continue working while leveraging their extensive experience, sophisticated skills and high-level abilities.
Additionally, by maintaining the same compensation applied at the time of mandatory retirement even after a regular employee is re-employed, the system allows employees to contribute with a strong sense of motivation even after reaching mandatory retirement age.

Utilization of Global Talent

The SUMCO Group maintains manufacturing plants in the US, Taiwan and Indonesia, as well as sales offices around the world. By utilizing local hiring and actively working to hire and utilize talented global human resources regardless of nationality. Sufficient support including technology transfer from domestic Group is provided to each overseas base. On the other hand, utilization of IT and improvement of each workplace is worth learning for domestic Group. The SUMCO Group seeks to achieve even further growth as a global company by improving each other.

Number of Employees
(People)
Item Actual at end of 2021 (Reference)
As of May 31, 2022
Consolidated Japan Consolidated Japan
Regular employees Total number of people 8,469 6,095 8,789 6,413
Male 7,700 5,583 7,952 5,841
Female 769 512 837 572
Percentage of female 9.1% 8.4% 9.5% 8.9%
Managers Total number of people 791 482 815 508
Male 741 478 759 498
Female 50 4 56 10
Percentage of female 6.3% 0.8% 6.9% 2.0%
Item Sumco Remarks
Board member Total number of people 10 As of Dec. 31, 2021
Male 9
Female 1
Percentage of female 10.0%
New employee Total number of people 69 FY2021
Male 61
Female 8
Percentage of female 11.6%
Average years of service (years) Male 17.5 As of Dec. 31, 2021
Female 14.1
Difference 3.4
Item Regular employees
(As of Dec. 31, 2021)
Temporary employees
(2021 average)
Sumco 4,168 584
Consolidated 8,469 1,011
Japan 6,095
Overseas 2,374
Number of Employees by Region (Consolidated)
(People)
Region Number of employees
(As of Dec. 31, 2021)
Japan 6,095
North America 590
Southeast Asia 333
East Asia 1,427
Europe 24
Total 8,469
Breakdown of Employees (Consolidated)
(People)
Managers General employees Total
(As of Dec. 31, 2021)
Male 741 6,959 7,700
Female 50 719 769
Total 791 7,678 8,469

2021 Data

Number of harassment consultation cases 11
Number of participants in harassment training for management-level employees 808
Resignation rate for personal reasons among permanent employees (graph below shows the change in the past turnover rate) 0.85%
Human resource development Total hours of company-wide training held by the Human Resources Dept. 21,817 hours
Total cost 94 million yen
Percentage of employees who attended the above training 28%
Training hours per employee 5.2 hours
Percentage of persons with disabilities employed Global Total 1.69%
Japan Only 2.32%
Change in resignation rate among permanent employees
2017 2018 2019 2020 2021
Resignation rate for personal reasons 0.57% 0.66% 0.83% 0.77% 0.85%
Men 0.43% 0.62% 0.73% 0.70% 0.76%
Women 2.53% 1.16% 2.08% 1.60% 1.88%