OHARA INC.

Basic Views

In order to realize the Corporate Message, which is the foundation for OHARA Group’s Basic Policy for Sustainability, it is vital for each and every employee to create value with a sense of initiative. The OHARA VALUES, which express the culture embodied in the Corporate Message, define human resources who contribute to the sustainable growth of the company and the development of society as “talents who are inspiring and inspire others.” We are working to strengthen our human capital based on the concept that talents who are inspiring (by challenging themselves) and inspire others (around them) are a force for putting OHARA’s value creation model into practice and establishing a competitive edge. In addition, we are promoting the development of the capabilities of management talent, talent to promote new businesses, specialist talent to support new businesses, and DX talent to ensure competitive advantage, We also are accelerating the speed of development of this talent as human resources who will increase the effectiveness of the OHARA Group’s strategies, accelerate business expansion in growth fields such as semiconductors, accelerate commercialization in new fields such as lithium-ion batteries, XR, and low-dielectric glass, improve the profitability of the Optical business, and promote the growth of the Electronics business.

Metrics and Targets

Provide opportunities to develop skills and gain experience

In order to develop talents who can accelerate and realize OHARA’s strategies, we set goals for skill development and the provision of opportunities to gain experience. To promote skill development, we have set the target time for each employee to use the reskilling support tools introduced in FY 2023 at ten hours per annum. The actual figure for FY 2024 was approximately six hours per person. We will continue to promote this initiative with the target of ten hours per person per annum. In addition, we provide opportunities for employees to gain experience by comprehensively considering everyone’s career design, interviews, and training plans. The indicator is the number of workplace experiences, and the target has been set at three workplaces per person. The actual figure for FY 2024 was 2.3 workplaces. We will continue in our endeavors to improve the environment by introducing an internal recruitment system in order to provide multiple opportunities.

Female representation in management

Female representation in management at OHARA rose from 2% in 2020 to 7.6% in 2023 and 12.8% in FY 2024. We have revised our initial target of 20% in 2035 to 30%, and are working to expand the scope of occupations.

Male representation in parental leave taking

We are working to create an environment where 100% of males can take parental leave. The targets were 25% in FY 2023 and 60% in FY 2024.

Gender wage gap

The actual wage gap (%) between men and women for FY 2024 was 79.7% for women if men stood at 100%. OHARA applies the same wage system and structure to men and women, and there is no wage difference based on gender. The wage gap between men and women is mainly due to the difference in the ratio of men to women in management positions.

Promotion System to Enhance Human Capital

OHARA has established a Sustainability Committee tasked with discussing policies and measures regarding medium- to long-term sustainability initiatives, including those pertaining to human capital. The Management Council makes decisions regarding human capital initiatives based on the content of the Committee’s discussions, and reports the decisions to the Board of Directors. In addition, the insights of outside officers are also incorporated into development of human capital actions to ensure that they contribute to the realization of the Corporate Message.

Strengthening Talent Recruitment

OHARA proactively recruits talents who embody the OHARA VALUES. As part of our recruitment branding, we use our website, videos, and other media to communicate images of what it is like to work for OHARA. We also host briefings to provide an overview of our company, and provide internships and other opportunities to actually experience work at OHARA. In addition, we offer pre-employment internships to new graduates to broaden their career perspectives, helping them develop an idea of their work outlook and what their job and career might look like after they join the company. In our hiring of mid-career talent, we emphasize the matching of the right people with the right job. Accordingly, we provide job candidates with factory tours and opportunities to ascertain the specific duties that the job involves so that they can get an idea of what it would be like to work at OHARA. In FY 2023, we verbalized the values and rewards of work by generation, and in FY 2024, we communicated them via our website and other channels. By attracting future colleagues who identify with those ideals, we hope to acquire talents who can realize the Corporate Message.

Talent Development

Since 2020, we have provided training specifically designed to foster initiative and encourage our people to challenge themselves, and after 2023 we expanded the program to include employees at domestic Group companies. Starting from FY 2025, we will promote development by providing opportunities for experience, such as promoting employees in management positions to key positions that will accelerate our strategies, and selecting next-generation leaders to promote business activities within existing organizations. We are also working to provide experience opportunities based on the career plans designed by employees themselves.

Personnel Evaluation System that Encourages Initiative and Challenges

In FY 2024, we introduced the earlier implementation of role assessments and promotions as well as challenging goals, and are working promoting these. In particular, the challenge-based objectives are self-selected and are subject to a points system to assess the effort in the challenge, which increases employees’ initiative and fosters a culture of taking on challenges.

Diversity

We consider women, foreign nationals, and mid-career hires to be indispensable talents that not only strengthen our ability to adapt to change, but also impart new value to the organization with their different knowledge, skills, and ways of thinking. We also believe that hiring such diverse people and having them play active roles in our organization contributes to the sustainable growth of OHARA and to the resolution of social challenges. For these reasons, we proactively hire and cultivate diverse talents. Female representation in management at OHARA stood at 12.8% in FY 2024. Meanwhile, foreign nationals serve as the local heads of four of the OHARA Group’s seven overseas sites. For mid-career hires, we provide an environment that enables them to get up and running in a short time by developing and implementing personalized training programs for them. The ratio of mid-career hires in management in FY 2024 was 48.9%. We will continue to run this initiative.

Work-Life Balance

OHARA recognizes that the achievement of a good balance between professional and personal life is important for both the company and the individual. We implement specific initiatives aimed at realizing a proper work-life balance.
　　◦ Childcare leave
　　◦ Family care leave
　　◦ Shorter working hour system for childcare
　　◦ Hourly paid leave system
　　◦ Flextime system (for work of at least 3 hours/day)

KENKO Investment for Health

Promotion System

The Health Management Officer is committed to driving health management and promoting the health of employees. In addition, within the company, the department in charge of human resources, health and safety is responsible for promoting health management.We will promote the creation of a workplace environment where employees can work in good health in collaboration with organizations such as the Safety Health Committee, health insurance association, and industrial physicians and public health nurses.