Promoting Diversity
Kumiai Chemical Group Basic Policy on Human Capital Management
-
Creating rewarding workplaces
The Kumiai Chemical Group believes human capital is the most important factor in and indispensable for sustainable corporate growth, and actively builds working environments where employees can work enthusiastically as they enjoy work-life balance. We also foster a culture that offers employees steady validation, a sense of accomplishment, and hope for the future, so that they can achieve self-fulfillment and maximum happiness through their work. -
Creating safe and healthy working environments
The Kumiai Chemical Group prevents industrial accidents and diseases as well as promoting the creation of safe and healthy working environments by ensuring that employees are aware of legal requirements related to safety, health, and disaster prevention, reflecting discussions at the Safety and Health Committee, which includes employee representatives. -
Ensuring fair working conditions
The Kumiai Chemical Group respects fundamental rights related to labor, including freedom of association and the right to collective bargaining. Through constructive labor-management dialogue in councils with the labor union, we ensure fair working conditions by complying with labor-related laws and regulations, such as rules on minimum wages and working hours, as well as maintaining a well-balanced personnel system and working to further improve the treatment of employees. -
Fair and equitable human capital management
The Kumiai Chemical Group trains highly ethical human capital capable of acting in accordance with its Corporate Philosophy and with a high level of expertise and a global perspective, using systems that support fair and equitable human capital management and development. -
Promotion of diversity
The Kumiai Chemical Group achieves diversity and inclusion that enables its diverse human capital to make the most of their individual values and abilities.
Promoting Diversity and Inclusion
We have positioned promotion of diversity and inclusion (D&I) as materiality and is pursuing initiatives to create a working environment where everyone can work comfortably and play an active role and promote active participation of women.
With regard to creation of a working environment where everyone can work comfortably and play an active role, we are formulating a D&I promotion plan incorporating D&I training, D&I surveys, and establishment of a working group (WG) and deliberation by the WG, in order to reflect the real voices of employees. The D&I WG, launched in 2024, was recruited from across the company and comprised a diverse group of employees eager to promote D&I. The WG organized the promotion themes and has begun work on following six high-priority items, ①D&I-related training and information dissemination, ②Conducting training for managers, ③Improvement measures against harassment and determination of method of dissemination, ④Providing an environment where minorities can feel safe to voice their opinions and stimulate communication, ⑤Providing an environment where executives and employees can easily take advantage of maternity leaves, childcare leave, and nursing care systems, and ⑥Development an environment that encourages female employees to become managers.
With regard to promotion of active participation of women, we will formulate a plan for recruitment, promotion, and training to achieve a female manager ratio of 8.2% in FY2030. Specifically, while maintaining the ratio of female hires to new graduate hires (34.6% in FY2025), we will formulate development plans for managerial candidates in line with their individual abilities and motivation, and encourage their development with a view to promotion to managerial positions.
D&I Vision
![[Officers and Employees]We will create an environment that everyone will find comfortable to work in and where all officers and employees can work happily and with vitality. ● We will strive to create an environment where all officers and employees understand the importance of D&I and are able to participate in active discussions while respecting the individuality and opinions of others. ● We will strive to create an environment where officers and employees from diverse backgrounds can work and demonstrate their potential through their preferred work styles. ● We will strive to create a work environment where gender equality is achieved in all aspects. ● With the establishment of the Detailed Regulation for Handling Wellness Leave, we will encourage the taking of menstrual leave and expand coverage of infertility treatment, etc. [Products and Services]Our aim is that our products and services can be used by many more customers safely and securely through the development of new agricultural chemical application methods and other means.[Industry and Community]With pride as a leader in agriculture, we will contribute to D&I in the agricultural industry.](/english/sustainability/social/diversity/img/img01.jpg)
Promotion Roadmap
Ratio of female hires to new graduate hires
| Year joined the Company | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| Males (People) | 11 | 9 | 15 | 17 |
| Females (People) | 5 | 3 | 8 | 9 |
| Total (People) | 16 | 12 | 23 | 26 |
| Percentage of females | 31.3% | 25.0% | 34.8% | 34.6% |
Ratio of mid-career hires to annual hires
| Year joined the Company | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| New graduate hires (People) | 16 | 12 | 23 | 26 |
| Mid-career hires (People) | 6 | 22 | 17 | 6 |
| Total hires (People) | 22 | 34 | 40 | 32 |
| Percentage of mid-career hires | 27.3% | 64.7% | 42.5% | 18.8% |
KPIs for promoting diversity
| KPI | FY2024 results |
FY2025 results |
FY2026 targets |
FY2030 targets |
|
|---|---|---|---|---|---|
| Percentage of female managers (Section Manager or higher) |
2.2% | 2.2% | 4.9% | 8.2% | |
| Rate of female employees | 19.3% | 19.8% | 19.0% | 20.0% | |
| Wage differential between men and woman* | |||||
| All workers | 71.4% | 71.6% | ー | ー | |
| of which regular employees | 79.0% | 78.4% | ー | ー | |
| of which non-regular employees | 65.0% | 71.1% | ー | ー | |
*Reason for the wage differential between men and women
There are no gender differences in the personnel treatment system. The high percentage of male employees in the higher ranks, including managers, and the difference in working hours (men work more overtime hours, while women have a higher utilization rate of shorter working hours) are factors contributing to the wage gap between men and women.
Initiatives
Diversity training
Since 2024, our company has been inviting external instructors to provide diversity training to all employees once a year. In the modern era, where the social and business environments change moment by moment, it is necessary for all employees to continually adapt appropriately and for a wide variety of talent to be sought.
In the training, under our company's Diversity & Inclusion slogan, "We will create an environment that everyone will find comfortable to work in and where all officers and employees can work happily and with vitality," we not only provided information on the latest trends in diversity and inclusion and the company's current status, but also discussed each officer and employee's personal views on diversity.
Additionally, all employees and officers take e-learning courses to learn basic knowledge about diverse groups such as those with childcare or caregiving responsibilities, older workers, LGBTQ individuals, people with disabilities, and foreign nationals, as well as the necessity of preventing harassment and providing awareness and support, thereby deepening their understanding of diversity and inclusion.
We will continue to carry out various initiatives to promote diversity and inclusion, aiming to enhance psychological safety for all employees and create a workplace where each person can perform to their fullest potential.
Career roundtable for women
To dispel psychological barriers and anxieties about women's careers and to support autonomous career development, we held a career roundtable discussion with one female executive and ten young female employees.
Ms. Yamanashi, an outside director of our company, served as the speaker, and it was a valuable opportunity to learn about the career he has pursued so far, the worries and doubts he has experienced, and how he overcame them.
We exchanged opinions and deepened our connections by discussing questions and concerns women have about advancing their careers.
Physiology training
In order to create a workplace where women can work with peace of mind, we held the "Sofy Everyone's Menstruation Training" program, run by Unicharm Corporation, a major household goods manufacturer, in February 2025.
Based on the idea that "people with diverse thoughts and values coming together to exchange opinions deepens understanding," this training was held with a total of 30 participants (15 of whom were men), including managers, female employees, contract employees, and part-time employees.
This training not only consisted of lectures and group discussions, but also involved participants seeing and touching sanitary napkins, tampons and other sanitary products in practice. This helped to reduce perceptions such as "menstruation is taboo and men should not touch it" and "menstruation is embarrassing." All participants seemed to have a sense of ownership and seriously exchanged opinions.
Post-training survey (selection of comments from participants)
- I felt that it was important for my coworkers to understand menstruation. (Male in his 30s)
- I think there are some women who want to be aware of their period and others who want to be left alone, but I thought it would be good if we could be sensitive and create an environment where people are psychologically safe. (Male in his 40s)
- There's no point in having comprehensive systems (such as menstrual leave) if you can't use them, so I think it's important to create an environment where people feel comfortable speaking up and to build relationships between superiors and subordinates. (Female in her 20s)
- It was good to hear a variety of opinions, including from men. I once again realized the need for mutual understanding. (Female in her 40s)
- Through this exchange of opinions, I realized that there weren't as many barriers between me and men as I had thought, and my awkwardness and embarrassment in speaking up began to fade away. (Female in her 50s)
We will continue to provide training aimed at promoting D＆I, aiming to increase the psychological safety of all employees and create a workplace where each individual can perform to the best of their ability.
Interview with a user about their experience using a work–life balance support program
Since October 2022, environments supporting how fathers and mothers work have been changing, such as the "postpartum paternity leave system" that started in October 2022 and revisions to the Childcare and Caregiver Leave Act to be enforced in 2025. At our company, not only women but also an increasing number of men are taking childcare leave, and employees from various departments are using the system. This time, we bring you interviews with two employees who have returned from childcare leave(August 2025 implementation).
Interview ①
Ms. N(Corporate Planning & Coordination Department, Group Business Management Section)
Joined the company in 2016. Responsible for group business management in the Corporate Planning & Coordination Division. After marrying a coworker, she gave birth to her first child in 2020 and her second in 2024, and she continues to work actively in the same department.
When did you consult your supervisor about taking maternity/paternity leave and child-care leave?
I confirmed the fetal heartbeat and, when I received the maternal and child health handbook, I consulted my supervisor. At our company, there are no employees who look down on taking leave for pregnancy or childbirth, so I felt comfortable consulting about it.
How did you communicate with your company during parental leave, and how did you prepare for returning to work?
I kept in touch with my supervisor and colleagues about once a month, including personal matters. After returning to work, I would be on reduced hours, so I was worried about time—having to care for my child while working—and about the financial side. When I was troubled, my supervisor introduced me to a senior colleague who had taken parental leave, so I was able to consult with them, and it was very helpful. I was able to consult while hearing detailed explanations about how salary is handled and working arrangements during reduced working hours. I wish there had been more opportunities to coordinate with the supervisor and the Personnel Affairs Department for follow-up before returning.
Have you made any special arrangements or experienced any difficulties in how you work after returning to work?
After returning, I have been calmer than I expected and have been working by making good use of telecommuting and staggered commuting hours. We stagger our work-from-home schedules as a couple and coordinate taking turns picking up our child from daycare. Thanks to my supervisor telling me, "You don't have to push yourself," and showing consideration, I was able to work without overexerting myself. I think it is extremely important to clearly communicate to those around you — and to yourself — what kind of working style you want and what kind of support you need.
Please provide a message for those considering using the program in the future.
There is no one opposed to you taking parental leave, so please rest well without worry and cherish your time with your child. In addition, I think it is important to clearly explain to those around you at work so they understand your ideas about what you want to do and how you want to work.
Interview ②
Mr. G(Domestic Sales Division, Tokyo Branch)
Joined the company in 2014. Since joining the company, he has consistently been active in domestic sales of agricultural chemicals.
In June 2023, twins were born. Took childcare leave for about three months from late July 2023 to late October 2023.
Please tell me the process for taking childcare leave and about the work you were doing at that time.
I took parental leave for about three months starting at the end of July 2023. I was assigned to the Matsuyama Sales Office of the Chu-Shikoku Branch at the time, and I was solely responsible for Kagawa Prefecture. When I reported my wife's pregnancy, I also informed my supervisor of my intention to take childcare leave about six months before it began. Since I had been transferred to Kagawa Prefecture for less than a year and had no one nearby to rely on, and because they were twins, I decided to take parental leave. Seeing an article titled "Voices of Employees Who Took Childcare Leave" in the company newsletter also encouraged me to make the decision. I took childcare leave for three months, starting about one month after the child was born. I started my parental leave when my wife and child returned to Kagawa, since her family supported her during the delivery while she was staying with them.
When you discussed taking childcare leave, how did your supervisor respond, and how did those around you support you?
When I consulted my supervisor, he didn't oppose my taking childcare leave, but he warned me to be careful about financial matters. During my parental leave, my responsibilities were covered by my supervisor and by a colleague who had previous experience handling my assigned area (Kagawa Prefecture). I was the only person responsible for the area and took parental leave, but they handed things over to me in advance and followed up, which I was very grateful for.
What kind of reactions did you receive from clients?
I informed the client about my childcare leave roughly one month beforehand. Reactions varied, but no one said anything negative about taking parental leave.
Please tell me about preparing to return to work and how to work after returning to the workplace.
After returning, I had a meeting scheduled with a client right away, so I coordinated with my supervisor in preparation for it. Personally, having regular communication with the company was a nice change of pace and helped me refresh my mood. After returning to work, I can control my schedule because of the nature of my job, so I try to get home as early as possible to do the housework.
Please provide a message for those considering using the program in the future.
Taking parental leave allowed me to have time to focus on childcare, which was very good. I was also able to feel how hard raising children can be. I believe that, whether short or long, taking dedicated time to focus on parenting is important for building a good relationship with your child and your partner. As children grow, it becomes more difficult, so I did feel like I wanted to take a longer leave, but I also feel that it is difficult to be away from work for an extended period. It was good, work-wise, that I was able to have a longer handover period before taking childcare leave, so I think it’s important to consult early and plan ahead. I am truly grateful to those who covered for me and allowed me to take parental leave within about a year after I was transferred to Kagawa!