The SCREEN Group has formulated basic policies in seven fields of human resource management (employment, evaluation, treatment, personnel development, use of human resources, labor‒management relationship, and work environment). These policies are in line with our corporate philosophy of “Sharing the Future,” “Human Resource Development,” and “The Pursuit of Technology,” and founded on the pillars of the SCREEN Group CSR Charter / Code of Conduct and SCREEN Group Code of Management.
Under these policies, we strive to create an environment where a diversity of employees can maximize their talents and enjoy rewarding work.

Personnel Development under the ‘Value Up 2023’ Medium-term Management Plan

Under our Basic Philosophy on developing human resources over the medium to long term, we have set forth the concept of personnel development, the definition of ideal personnel and basic policies for personnel development plan. The goal is for all Group employees to become solution creators and thus boost establishing SCREEN’s presence as solution creator.
Through these basic philosophy and policies, we are promoting growth of human resources at all levels, deepening understanding of the concepts of our medium-term management plan and thus aiming to develop the next generation of management personnel who have the Group’s management perspective.
In order to increase corporate value in the midst of dizzying change in the business environment and social conditions, it is necessary for both the company and its employees to continually embrace new challenges while continuing to grow.
Under the Value Up 2023 medium-term management plan we are striving to create a corporate culture conducive to taking on challenges as the source of generating innovation, and to realize a corporate entity in which individual employees feel their development through corporate sustainable grow. To that end, we are implementing a variety of programs and measures.

Concept of Personnel Development

Concept of Personnel Development is to show objectives for personnel development and relationship between “Company” and “Employee” based on the code.

Concept of Personnel Development
Concept of Personnel Development

Ideal Personnel

Ideal Personnel

Personnel Development Plan Basic Policies

We have declared five basic policies, and are deploying systems and measures for their achievement.
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Revise personnel system to favor employee roles and performance

Reflecting a concept that emphasizes roles and performance while shrinking the importance of seniority, we introduced a series of revise to the personnel system for management positions in April 2020 and then for non-management positions in April 2021. As part of those revises, we eliminated the system of skill-based qualifications and integrated to a role classification system based on employee roles (positions). We also revised our compensation system to better reflect employee roles, responsibilities, specialization, and performance (evaluations).
Moreover, in April 2021 we revamped the personnel system for retired employees who have been re-employed to give employee roles a central position in an effort that included introducing an evaluation system and applying the results to compensation. In addition to this, we have enhanced benefits programs and expanded the range of choices on re-employment style. We continue to work to create an environment in which all skilled human resources can feel engaged and make an ongoing contribution regardless of their age, gender or other diverse attributes.

SCREEN BUSINESS SCHOOL

Our Value Up 2023 medium-term management plan introduced the Sustainable Value 2023 medium-term plan, an initiative to increase social value whose goals include expanding measures(training and environmental ) that facilitate development of diverse human resources. SCREEN BUSINESS SCHOOL, which is part of that effort, provides support for employees’ autonomous growth through education and training.
We have been working to strengthen the basis for such training in a systematic manner since the fiscal year ended March 31, 2021, when we named the training that serves as the key for ensuring innovative progress at SCREEN as SKIP (SCREEN’s Key learning for Innovative Process), such as critical thinking and coaching. We also offer a diverse variety of related programs, including online courses that strengthen non-face-to-face communication to accommodate the increase in telework due to the COVID-19 pandemic and training that offers interactions with people from other industries in an effort to meet needs in the field. A total of about 1,200 employees participated in these programs during the fiscal year ended March 31, 2021. Additionally, we are working to enhance programs that facilitate human resources development, which is the source of corporate growth, for example by creating a new system of feedback and coaching interviews to accompany screening for promotions to management positions in an effort to improve management skills.

New Employee Training

Upon joining the company, new employees receive three weeks of education and training on SCREEN employee attitude, basic knowledge, and skills conducted via lectures, practical work experience run by in-house and outside instructors, Zen meditation seminars, and other instructional sessions. After this, employees undergo specialized training to cultivate their business skill set. New employee follow-up training is also held at the end of the term to help new employees review their first year and to encourage further growth.

Study Abroad and Business School Opportunities

Employees are provided with opportunities to further their professional education. These include study-abroad programs for engineers and overseas law school enrollment for those seeking to acquire qualifications to practice law in the United States. We also send promising employees to business school so that they can earn their MOT or MBA and, thereby, better contribute to the future business of the SCREEN Group.

Cultivating next-generation business leaders

In order to cultivate the next generation of capable business leaders, we have established the Business Leader Training Course for managers and the Junior Business Leader Training Course for non-management positions. Participants selected from our group companies take part in content-rich training programs throughout the year. These programs include talks by directors / corporate officers, specialized lectures by outside instructors, and competitive business simulations carried out with employees from other companies. In addition to providing practical business knowledge, participants develop a more managerial outlook and the ability to think and act independently as future business leaders.

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A lecture given as part of the “Junior Business Leader Training Course”

Engineer personnel development

We are enhancing opportunities for providing the skills needed for engineers’ career development along with the necessary education and experience based on a series of discussions among the members that included the president and corporate officers. In April, 2021, we carried out an inter-business rotation targeting mid-career engineers as a way to spur skill improvement. We have systematized this rotation and plan to carry it out on an ongoing basis. The Engineer Development Committee is also working to boost the skill level of young engineers through their third year at SCREEN in order to put in place an educational environment for engineers in the areas of development and engineering.

Inter-business rotation: Engineer’s voice

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Labor-Management Relationship

As of March 31, 2021, 65% of all employees in SCREEN and its business operating and functional support companies held collective bargaining rights.
In addition to the monthly, regular labor-management negotiations, we host labor-management conferences when necessary to discuss a range of issues, as well as facilitate other opportunities for cultivating a relationship of constructive dialogue with labor unions.

Evaluation and Treatment of Employees

The SCREEN Group performs fair and acceptable evaluations based on each employee’s role and job performance. We also fairly reward employees for the contributions they have made based on corporate and sectional performance. We also hold periodic training for evaluators so that they can gain a deeper understanding of the goalsbased management and evaluation methods that form the basis of their evaluations and treatment of employees. In addition, employees also do multi-faceted evaluations of their bosses, thus helping ensure that the evaluation process is a two-way street and that evaluations are appropriate.

Towards Sustainable, New Work Styles

 Work Style Reform Initiatives
Since the fiscal year ended March 31, 2018, we have been pursuing work style reform as one of the key initiatives for enhancing the competitiveness of the SCREEN Group. We are now deepening our focus on work style reform as part of our Sustainable Value 2023 efforts, seeking to implement “sustainable, new work styles” that will ensure business continuity in the face of a variety of challenging socio-economic conditions while also providing employees with a rewarding work environment. Our efforts for the fiscal year ended March 31, 2021 focused on improvement of quality of work and greater work environment flexibility.

Initiatives to Increase Work Environment Flexibility
In response to the spread of the COVID-19 pandemic and for the sake of promoting sustainable, new work styles, we expanded the “partial work-at-home system” developed for certain groups of employees, such as those with childcare needs, to create a work-at-home system encompassing all employees. Also, because Kyoto Station is a transit point for multiple business operating sites, we established a satellite office adjacent to it which enables employees to carry out their work just the same as they would at their normal office.
In addition, we have expanded the use of online conferencing, increased the number of dedicated, small-scale conference rooms and introduced personal work booths.
We are treating the environmental changes brought on by COVID-19 as opportunities to rethink traditional work styles and operations, such as moving from paper-based to digital documentation, adopting digital approval processing and introducing other IT-driven means of improving work efficiency.

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 Diversity Initiatives
Another priority of the SCREEN Group is ensuring greater diversity of our human resources, which we are pursuing among our Group companies in Japan through such initiatives as expanded hiring of women and overseas students and a greater emphasis on overseas recruitment efforts, and, among our overseas Group companies, we are pursuing through the promotion of local employees to senior executive positions.
Also, in order to accommodate the diverse individuality of our employees, we are committed to cultivating an empowering work environment capable of flexibly adapting to the various life stage changes that employees experience, such as pregnancy (either their own or their partner’s), birth, childcare, caring for ill or elderly family members or undergoing treatment for illness.

Encouraging Greater Participation by Men in Childcare
One of the focuses in creating employee-friendly work environments which enable employees to more easily balance their work with childcare is the establishment of a spouse childcare leave system (three days of paid leave) which is generally compulsory. The introduction of this system has also contributed to an increase in recent years in male employees taking childcare leave; for the fiscal year ended March 31, 2021, the combined leave utilization rate for both systems was 92%.

Promoting Employment of People with Disabilities
Our special subsidiary company, SCREEN Business Expert, promotes ongoing employment of people with disabilities (employment rate as of June 2021: 2.58%). For the fiscal year ending March 31, 2022, we are planning to expand hiring opportunities at the Head Office in addition to Hikone site.

Main Work-Life Balance Systems (As of April 2021)

PitStop 5 paid leave Employees who take less than 60% of their paid leave during a given year must take at least five consecutive days off in the following year.
Spouse childcare leave Leave for employees to help wife care for infant after giving birth (paid leave; as a rule, mandatory).
Spouse accompaniment leave Leave for employees who want to accompany their spouse to an overseas posting (unpaid leave, limited time period).
Work-at home system System which promotes work style flexibility and greater work efficiency and productivity by allowing all employees to do some of their work at home.
Work-life balance assistance partial work-at-home system System allowing employees to do some of their work at home if they are pregnant, caring for elderly or sick family members or children, or undergoing medical treatment.
Reduced work hours System allowing employees to shorten work hours if they are caring for elderly or sick family members or children (up to 6th grade in elementary school) or undergoing medical treatment.
Minimum break between work days System allowing employees to have a minimum number of hours between finishing work one day and starting work the next day (minimum of nine hours).
Limited geographical region system System limiting the work region for employees who cannot be transferred far away due to elderly / sick care or child care duties.
Subsidy for childcare leave, etc. Subsidy to partially compensate for wages lost due to taking leave or working shorter hours to care for children.
Subsidy for early return to work Subsidy to pay for daycare and other expenses for employees making an early return to work after taking childcare leave.
Skills training for employees on childcare leave Online learning program so employees can study while they are on childcare leave.
Subsidy for nursing care leave, etc. Subsidy to partially compensate for wages lost due to taking leave or working shorter hours to care for elderly or sick family members.
Subsidy for nursing care equipment Subsidy to partially pay for the purchase or rental of nursing care equipment.
Nursing care consultation Dedicated staff provides consultation on company systems, government support, and private nursing care services.
Nursing care seminars Seminars provide the basics on nursing care so that employees do not have to quit their jobs to care for elderly or sick family members.