Labor practices

In E-Vision 2030, the goal is to become a company by 2030 where employees, regardless of nationality or gender, think for themselves, act with a sense of urgency, actively take on new challenges, and achieve visible results.

To achieve this, we are promoting One EBARA HR and strengthening global talent management. In terms of the work environment, we are establishing a foundation that supports employee success and creating an environment where employees can work with peace of mind.

By creating a system where diverse and multi-skilled talent can thrive globally, regardless of where they join the company, we contribute to the realization of the management plan and the enhancement of corporate value. 

The Ebara Group aims to create a work environment where diverse employees can fully demonstrate their abilities, and has developed welfare systems to support this goal. For example, there are volunteer job search and leave systems, as well as single-person dormitories and company housing.

In ENW (Ebara New Workstyle), we are implementing the following initiatives to create a system and environment where all employees can work energetically, aiming to realize E-Vision 2030's goals of "promoting employee success" and fostering a "competitive and challenging corporate culture."

①Selectable Telework (Introduced on April 1, 2024)
This system allows employees to autonomously choose their work location to maximize individual performance. It expands options for work locations beyond the company or home, aiming to improve work efficiency.

②Staggered Working Hours System (Introduced on July 1, 2024)
This system fixes the prescribed working hours at 7.75 hours per day, with flexibility to adjust start and end times. It aims to improve productivity while promoting work-life balance. 

As one of the KPIs to support diverse work styles for employees, we have positioned the "Male Parental Leave Utilization Rate" and have expressed our agreement with the "100% Male Parental Leave Declaration."

We have already made efforts to support work-life balance through initiatives such as selectable telework and childcare leave for nursing children until they graduate from elementary school. Moving forward, we will continue to create a better environment to support employees with children, regardless of gender, through seminars and systems aimed at parental leave recipients and managers.

In terms of caregiving, we have established a caregiving leave system and a caregiving leave policy that allows up to 365 days of leave per eligible family member. We will continue to consider measures to support employees in balancing caregiving and work. 

The Ebara Group is committed to conducting business in compliance with the labor laws and regulations of each country.

We have created a work environment where diverse employees can fully demonstrate their abilities, and have established systems that enable the realization of a work-life balance.

Ebara Corp. introduced a role grade system in 2017 for managers and union members in 2018. This has made it possible to realize "treatment through work and roles performed" that is not based on the attributes, but not on the "seniority system" personnel management.

It has also eliminated job categories such as "career track" and "regular track" to enable employees to take on the challenge of high-level work according to their motivation and abilities.

has shifted from fair and equal human resource development to early selection, and has built a highly selected pool of human resources as a candidate for management. The average age of participants is 35.5 from 41.2 years old five years ago, and the number of participants has reached about 270 since the start of 2005.

MBO Evaluation and Process Evaluation (for key employees) and Action Evaluation (for union members) are conducted every fiscal year to check the progress and results of managers and targets through mid-term and term-end reviews.

Subjects apply for self-evaluation to managers who are evaluators and employ a process in which up to three ranks of evaluators check to ensure fair and equitable results and decide on final evaluation.

Since 2019, has conducted a global engagement survey of all employees of domestic and overseas Group companies. The results for 2024 increased by 1 point from 2023. The overall global trend is improving, but improvement of engagement in Japan is an issue. In the future, we will analyze the true cause of the engagement fluctuation quantitatively, provide feedback to each organization, and improve the score by strengthening the monitoring of the PDCA process of the improvement.

EBARA Group mutually respects the union's right to organize, the right to bargain collectively, and the freedom of union activities. The union aims to develop the company and create a better working environment by holding lively discussions and building good labor-management relations.
The results of the discussions are promptly communicated to employees so that both labor and management can share their thoughts and agreements throughout the company.

In addition to our domestic group's periodic labor-management consultations (spring, summer, and autumn) three times a year, we hold quarterly settlement conferences to ensure the smooth management of labor-management relations.

In addition, the company respects collective agreements and work rules and regularly confirms with labor and management that all employees are able to work in a fair and impartial environment.