Corporate Social Responsibility

Ebara is committed to contributing to society through cutting-edge products and services and responsible corporate citizenship.

Work Environment

Our people

Vision for Human Resources and Development

Our vision is to establish an environment that maximizes and properly rewards the capabilities of each employee, regardless of gender, nationality, or other factors. In fiscal year 2018, we implemented a personnel system which rewards employees based on their demonstrated abilities.

Personnel Affairs and Human Resource Development Policy

EBARA acts to recruit diverse personnel from around the world and create comfortable working environments where all employees can take on challenges with creative innovation, develop to their full potential, be fairly evaluated for their contributions, and achieve personal fulfillment which will create a corporate culture of growth.

In order to realize the above, we will revitalize our corporate culture through actions including reform of the organization and personnel system and implementation of work style reform.

Major measures to be taken during E-Plan 2019

1 . Transform systems relating to the organization, executives and employees in the interest of creating a “competitive and challenging corporate culture”
2 . Abolish seniority system and revitalize promotions by firmly establishing the role-rank system, as well as realize fair and impartial evaluation and compensation based strictly on ability and performance
3 . Reduce average total working hours through business reforms, promotion of diversity, and work-style reform
4 . Acquire and foster diverse human resources capable of realizing sustainable growth on a global scale

Human Resource Development

The EBARA Group Human Resource Development Committee is made up of eight principal EBARA Group companies. This committee meets to review and implement improvements with the goal of supporting the sustainable growth of the EBARA Group through the development of human resources.

We have implemented a new personnel system for management-level employees at some EBARA Group companies, and conducted a management skill improvement training course for all general managers and managers of four Group companies (EBARA CORPORATION, Elliott Ebara Turbomachinery Corporation, EBARA REFRIGERATION EQUIPMENT & SYSTEMS CO., LTD., Ebara Environmental Plant Co., Ltd.). In fiscal 2018, we have positioned this training as a part of the EBARA Group Human Resource Development Program and expanded the participants to include all managers and general managers at 3 additional Group companies (EBARA DENSAN Ltd., EBARA FAN & BLOWER Co., Ltd., EBARA AGENCY Co., Ltd.).

Human Resource Development Data

Work-life Balance

Work-life Balance and the Ebara Group

EBARA Corporation is committed to providing our diverse employees with tools to achieve work-life balance. In order to do so we have implemented a number of benefits designed to support the work-life balance of our employees. Scope of the benefits listed below is limited to domestic group companies in Japan.

Some examples of benefits include:

Hourly paid leave / half-day paid leave
Allows employees to take paid leave in one-hour or half-day units.

Staggered attendance time scheme
Enables employees to adjust the times at which they start and finish work for reasons such as childcare, nursing care or commute time.

Shortened working hours
Allows employees to shorten their daily work time by up to 1 hour 45 minutes to achieve balance between work and home for reasons such as childcare or nursing care. The scope of this system has been expanded to be applicable for parents of children up to elementary school age.

Program for rehiring former employees
Enables employees who have left the company for personal reasons such as a major life event to be re-employed according to the company’s needs.

Time off for sick / injured childcare
Eligible employees can take a maximum of 10 days per year to care for a sick or injured child or take their child to receive vaccinations or get medical check-ups. If an employee has two or more children, they may take an additional five days to care for a child who is not yet of elementary school age.

Time off for childcare / nursing care
Additional leave is available to employees who must leave work to care for their family.

Telecommuting program
Implemented as part of our efforts to create a more flexible working environment, this program allows those balancing work and childcare/nursing care to work from home or from another pre-approved location.

Volunteer leave / time off
Allows employees to take a leave of absence or time off from work in order to participate in volunteer activities.

Status of Programs Related to Work-Life Balance at Domestic Group Companies

Health and Safety

EBARA Group Safety and Health Policy

In keeping with our commitment to “sustain a safe workplace and strive for a stimulating work environment” as defined in the Ebara Group CSR Policy, the Ebara Group has determined a policy on safety and health. For the construction and maintenance of workplace environments in which safety and health, including the achievement of a proper work-life balance and good mental health, are priorities over all other concerns, the Ebara Group executes the following.

1 . Priority on safety and health
We shall strive to eradicate labor accidents with an awareness that the safety and health of directors, employees, and all other people who work in the Ebara Group are priorities over all other concerns.
2 . Preparation and Implementation of a safety and health management system
We shall prepare a system for management of safety and health, and continuously implement and improve effective management based on risk assessment and other practices.
3 . Heightening safety and health awareness
We shall enhance activities to prevent accidents and disasters, augment safety and health education in areas such as training on foreknowledge of risks (KYT), and otherwise heighten awareness of safety and health.
4 . Compliance with laws and regulations
We shall observe the Industrial Safety and Health Act and all other laws and regulations related to safety and health as well as our in-house rules related to safety and health.

March 28, 2019
Masao Asami
President and Representative Executive Officer, EBARA Corporation

Safety and Health Management Structure

EBARA has established the Central Health and Safety Committee as the highest resolution body of company-wide health and safety management, this committee also deliberates policy and monitors overall safety and health performance. In addition to the above, there are Health and Safety Committees based at each district as well as Workplace Health and Safety Promotion Committees at each workplace to maintain and improve safety and health.

Measures to Enhance Safety and Health

Mutual Safety Patrol

At EBARA we have implemented a system of mutual safety patrols with the aim of sharing points for improvement and excellence horizontally with all districts. During these patrols members from different districts gather together and offer up points of praise and advice for improvement. Through these mutual patrols we can improve factors which may lead to accidents and increase the level of occupational safety across the board.

Mental Health Provisions

In fiscal year ending 2017/31, it was made a requirement for workplaces with more than 50 employees to conduct stress checks. EBARA did so in October 2016 for all of our domestic consolidated group companies. For individuals who were found to be suffering from high levels of stress, we set up interviews between them and medical professionals and in the case that the individual needed further support; we took measures such as introducing them to specialized medical institutions and other actions.

We will continue to utilize the organizational diagnosis and other results to make improvements to our working environment.

Safety and Health Data

To prevent industrial accidents, the Central Health and Safety Committee monitors the conditions of occurrences and identifies the causes of accidents. In addition, each district implements the Plan-Do-Check-Aaction cycle annually with respect to improvement measures taken under the Basic Policy on Health and Safety and carries out other measures such as daily inspections (safety patrols, etc.) and safety education to raise health and safety levels.

♦Key Japan Group Company Data
Industrial Accident Status Fiscal Year ended EBR ED EFB ERS EETC EEP EFT EA
Total Number of employees 2017/12*1 3,898 188 288 563 441 2,046 197 137
Frequency rate*2 2017/12 *1 0.0 0.0 4.8 1.2 1.5 0.3 0.0 0.0
2017/3 0.1 2.3 5.4 0.9 0.0 0.9 0.0 9.5
2016/3 0.4 4.8 0.9 0.8 4.5 1.2 0.0 8.1
2015/3 0.1 2.4 3.6 0.7 5.6 0.5 0.0 8.1
2014/3 0.4 5.0 3.7 3.0 1.3 1.1 0.0 3.3
Number of Industrial Accidents*3 2017/12 *1 12 2 4 1 2 14 1 0
2017/3 19 1 3 1 0 37 1 2
2016/3 13 2 2 1 4 34 0 2
2015/3 9 1 1 7 5 24 0 3
2014/3 18 2 1 7 1 39 0 1
*1 9 months (2017/3~2017/12) of data is shown here, due to our change of fiscal year end date.
*2 Frequency rate is calculated based on the number of accidents that result in death or missed work ((Number of causalities or injuries due to occupational accidents÷Total hours worked)x1,000,000), No fatalities among employees, including temporary/other workers, in fiscal year ended 2017/12.
*3 Includes accidents not serious enough to result in missed work.

EBR: EBARA CORPORATION ED: EBARA DENSAN LTD. EFB: EBARA FAN & BLOWER CO., LTD ERS: Ebara Refrigeration Equipment & Systems Co., Ltd. EETC: Elliott Ebara Turbomachinery Corporation EEP: Ebara Environmental Plant Co., Ltd. EFT: EBARA FIELD TECH. CORPORATION EA: EBARA AGENCY CO., LTD.

External Recognitions

EBARA Obtains the Highest DBJ Health Management Ranking