Nadeshiko Brand - METI · The “Nadeshiko Brand” program is implemented every fiscal year from FY2012 as a joint effort by the Ministry of Economy, Trade and Industry (METI) and

FY2015

"Nadeshiko Brand"

March, 2016

I. FY2015 "Nadeshiko Brand" 1

1. What is "Nadeshiko Brand"? 1

2. The significance of the promotion of active participation by women in corporate

management 1

3. How the FY2015 "Nadeshiko Brands" were selected 4

4. Framework of scoring related to active participation by women 7

5. Implementation of the "Survey on the Activeness of Women's Careers Related to

the Selection of 'Nadeshiko Brands'" 8

6. Result of the selection of FY2015 "Nadeshiko Brands" 9

7. Efforts by companies selected as "Nadeshiko Brands" 11

8. "Pre-Nadeshiko Brands” (companies recently expanding efforts in promoting

women) 36

Reference (1) Preliminary calculation of index 39

II The current situation in the promotion of active participation by

women in Japanese companies 40

1. Impact on competitiveness 42

2. Current issues 44

3. Management 43

3-1. Commitment by the management (positioning in management strategy) 43

3-2. Direction/goal: Promotion of women's careers 48

3-3. Direction/goal: Support for maintaining a balance between work and family

51

3-4. Improvement of systems (organizational systems for the promotion of active

participation by women) 54

4. Performance 58

4-1. Details of the efforts: Promotion of women's careers

4-2. Efforts made: Support for maintaining a balance between work and family

63

4-3. Achievements: Promotion of women's career 66

4-4. Achievement: Support for maintaining a balance between work and family

69

1

I. FY2015 "Nadeshiko Brand"

1. What is "Nadeshiko Brand"?

The “Nadeshiko Brand” program is implemented every fiscal year from FY2012 as a joint effort

by the Ministry of Economy, Trade and Industry (METI) and Tokyo Stock Exchange to select and

announce companies that are promoting active participation by women.

Promotion of active participation by women is expected not only from the perspective of the

maintenance of the working population in Japan where falling birth rate and population aging are

progressing rapidly, but also from the perspective of enhancing competitiveness through the

promotion of active participation by women as a corporate strategy. Further, how women are

promoted is being prioritized recently when making decisions on investment and financing.

The government also positions the promotion of active participation by women as the "core of the

growth strategy." The "Nadeshiko Brand" program aims to further raise interest among investors in

listed companies that are promoting active participation by women and to accelerate efforts by

companies by introducing such companies as brands attractive for investors prioritizing "mid- and

long-term vitality."

2. The significance of the promotion of active participation by women in corporate

management

Promotion of active participation by women is expected to produce a favorable effect in corporate

management from the perspective of "diversity management." "Diversity management" signifies the

"strategy of utilizing various types of human resources" not only regardless of gender, age,

nationality or disabilities but also in terms of job history and career. As the "introduction (test)" of

diversity management, it is considered that there are four major significant factors in the active

promotion of women's careers and acceleration of the promotion of women by companies, as

follows.

■ Significance 1: Coping with various market needs

By staffing women to a wide range of departments and sectors such as product planning sectors or

research and development sectors, and actively promoting them, it is expected that "freeflowing

thinking" rises out and leads to the development of new products and services, or innovations,

reacting to a wide variety of market needs.

■ Significance 2: Improvement of risk-control ability and adaptability to change

At the same time, while the global development of Japanese companies is accelerating, it is

believed that increasing the diversity of an organization leads to improved adaptability to various

markets worldwide and stronger resistance against risks. In particular, it is expected that the

existence of women board members and auditors results in the implementation of monitoring on the

execution of operations from a further diversified viewpoint.

2

■ Significance 3: Establishment of reputation in the capital market, long-term and stable

funding

In foreign countries such as in Europe or the U.S., the diversity of the board is coming to be

recognized as an important factor in corporate governance. Institutional investors such as pension

funds are now showing stronger interest. Especially in foreign markets, "ESG investment," based on

corporate evaluation and rating considering ESG factors such as the organization's attitude towards

diversity, is expanding. Investors, in for example pension funds, are actively adopting ESG

investments. Also in Japan, financial instruments that evaluate and support active participation by

women are increasing. By promoting active participation by women and at the same time disclosing

information to the capital market, it is expected that reputation in the capital market becomes higher

and contributes to long-term and stable funding.

■ Significance 4: Establishment of reputation in the labor market, securing/obtaining

superior human resources

Although the labor participation ratio of women and the ratio of women in management positions

are both increasing in Japan recently, the level still remains low compared to other countries. On the

premise of superior human resources for companies existing in virtually the same ratio between both

men and women, the gender gap in terms of labor participation ratio and the ratio of those in

management positions suggests the possibility that there is a certain number of women who are

superior enough but are not be able to fully display their ability. Expanding such general population

at recruitment and promoting staff in companies can result in securing truly superior human

resources.

Actually, there is a report showing that companies with a higher ratio of women executive officers

tend to represent a better management index in regard to return on equity (ROE), for example.

Further, there are also study reports indicating that the promotion of women managers increases

productivity and acts favorably on profit margins in companies where a women-friendly working

environment has been established, or that the productivity per permanent employee per hour in

companies working to develop an environment that ensures the work-life balance necessary for the

promotion of women's careers (supporting raising children and providing nursing care and utilizing

systems allowing a flexible working style, etc.) is higher by twice or more compared to companies

that do not.

Although such study reports are just a part of many examples, companies that are promoting

active participation by women and achieving results can be regarded as "companies with growth

potential" in the sense that they have "the management ability to utilize different types of human

resources" and "the ability to reform themselves to adapt to environmental changes."

3

Figure 1 Significance of diversity in corporate management

Response to various market needs

・Product development and sales

strategies that meet the needs of female customers, who play the main role in the global market.

Establishment of reputation in the capital market

Long-term and stable funding

Improvement of risk management ability (governance) and

adaptability to change (flexibility)

Establishment of reputation in the labor market

Securing excellent human resources

The percentage of wives that determine family spending is approximately 74% in Japan and approximately 64% worldwide.

* (Cabinet Office “Survey on men and women’s

consciousness of life (consumption, savings, etc.)”

(2010), “Global survey on more than 12,000 women

in BCG” (2008)

Diversity Management• Personnel management to make

the most use of diverse human resources and linking with corporate performance

• An important management strategy for global companies

Promotion of women’s successful careers is the

introduction (test)

“Companies with one or more female executives can reduce the probability of falling into bankruptcy by 20% by expanding the range of abilities and strengthening governance.”

(Based on the result of a survey on 17,000 companies conducted by the Credit Management Research Centre, University of Leeds, UK in 2008)

・In Europe, many major pension funds adopt ESG investments. Some institutional investors also reach out to companies they invested in (engagement) for promoting the diversity of the company.

*It is said that about 30.2% of assets managed by institutional investors in the world are ESG investments. (Global Sustainable Investment Review 2014)・The number of financial products backing up active participation by women is also increasing in Japan.

・Expanding the general population in the recruitment and promotion of staff in companies can result in securing truly superior human resources.

4

3. How the FY2015 "Nadeshiko Brands" were selected

(1) Candidate companies to be selected

"Nadeshiko Brands" were selected for three years until last fiscal year among the companies listed

on the First Section of the Tokyo Stock Exchange. From this fiscal year, after three years from the

introduction of the program and considering the fact that the scope of companies putting effort into

active participation by women is expanding, companies listed not only on the First Section but also

on the Second Section of TSE, and on Mothers and JASDAQ, are included as selected company

candidates. In April 2016, the formulation and announcement of an action plan was required under

the Act on Promoting Active Participation by Women. By selecting brands from a wider population,

the program backs up efforts by companies.

"Nadeshiko Brands" are selected by each business category by implementing scoring on active

participation by women for companies disclosing the ratio of women in management positions, and

also by going through the screening of financial index (ROE). Basically, one or two companies are

selected from each business category (up to two companies for business categories with a relatively

large number of companies). However from this fiscal year, companies who were the runners-up in

the selection in each business category that meet the specific level are selected as "plus extras."

Upon scoring, the "'Nadeshiko Brand' Selection Standards Reviewing Committee" was established,

comprised of investment practitioners and experts in human resources utilization. The selection is

made after specific evaluation standards are reviewed.

Figure 2 Major flow of the selection of "Nadeshiko Brands"

(1) Primary screening on active participation by women

Surveyed: All listed companies, approx. 3,500

(Note) companies listed on the First Section and Second Section of TSE, on Mothers and JASDAQ as of the end of September 2015

“NadeshikoBrand”

Companies promoting active participation by

women

Companies disclosing the ratio of women in

management positions

(3) Screening based on financial index

(2) Secondary screening on active participation by women

Among companies with an average ROE of 8% or more in the last three years, or scoring above average in the business category, top-scoring companies in active participation by women are selected as “Nadeshiko Brands.” (*Originating as of the end of March, 2015)

* However, companies are not selected if the score on activeparticipation by women is notably low or if there is a grave breach oflaw.

* When it is found that information upon which scoring regarding activeparticipation by women is premised was false, or if there is a gravebreach of law and significantly undermined investor confidence, theselection may be canceled.

Companies are evaluated according to the scoring criteria based on their disclosed information.The top companies in each business category are selected for achieving a certain ratio.* Disclosed survey information is used for scoring.

Among achievements related to the “promotion ofwomen’s careers” (performance data), companiesdisclosing the ratio of women in managementpositions are regarded as candidates for becoming aNadeshiko Brand.

5

■ 28 business categories

Business category Companies selected

Fisheries, agriculture/forestry, foods 2

Mining, petroleum/coal products 1

Construction 2

Textile products 1

Pulp, paper 1

Chemistry 2

Pharmaceuticals 1

Glass, earthenware 1

Iron and steel 1

Non-ferrous metals 1

Metal products 1

Machinery 2

Electric instruments 2

Rubber goods, transport machinery 1

Precision equipment 1

Other products 1

Electricity/gas 1

Land transportation 1

Marine/air transportation 1

Warehousing and transportation related business 1

Information and communication 2

Wholesaling 2

Retailing 2

Banking 1

Securities, commodity futures trading 1

Insurance and other finance business 1

Real estate business 1

Service business 2

Until last fiscal year, the brands were selected according to 33 business categories. However,

because the number of companies in each business category differs largely, business categories with

less than 20 companies were combined with similar business categories and there are now 28

categories.

6

■ Implementation schedule

October 8, 2015 Holding of the "Nadeshiko Brand" Selection Standards Reviewing

Committee (at METI)

November 16, 2015 Holding of the briefing session on "Nadeshiko Brand" selection

standards (at TSE)

From November 18

to December 18, 2015

Implementation of the "Survey on the Activeness of Women's Careers

Related to the Selection of 'Nadeshiko Brands'"

From December 2015

to March 2016

Implementation of scoring, selection of brands, etc.

March 16, 2016 Announcement of FY2015 "Nadeshiko Brands"

■ "Nadeshiko Brand" Selection Standards Reviewing Committee roster (○: Chair)

Name Affiliation

Joji Iguchi Director in Charge of Equity Investment Department,

Chief Corporate Governance Officer,

Nissay Asset Management Corporation

Akiyo Inaba Senior Analyst,

Research Department, Sumitomo Mitsui Trust Bank, Limited

○ Tetsuo Kitagawa Professor, Aoyama Business School

Hiroki Sato Professor, Chuo Graduate School of Strategic Management (Business

School)

Ken Shibusawa Chair of the Board, Commons Asset Management, Inc.

Yoshiko Takayama Managing Director, Member of the Board,

J-Eurus IR Co., Ltd.

Hiroko Nomura Professor, School of Expression Studies, College of Humanities,

Shukutoku University

(Former Deputy Editor-in-Chief of Nikkei Money, Former

Editor-in-Chief of Nikkei WOMAN)

Kathy Matsui Vice Chair, Managing Director, Chief Strategist,

Goldman Sachs Japan

Observer

Secretariat

Tokyo Stock Exchange, Inc.

METI, Mizuho Information & Research Institute, Inc.

As of October 8, 2015

7

4. Framework of scoring related to active participation by women

The standards of scoring on active participation by women decided in the "Nadeshiko Brand"

Selection Standards Reviewing Committee include the two aspects of "management" and

"performance," evaluated from the two perspectives of the "promotion of women's career" and

"support for maintaining a balance between work and family."

In order to link active participation by women with the growth potential of the organization, a

commitment is to be made by top-level management and the concept is to be included in

management strategies. Therefore, this point was further made clear in the scoring standards for

FY2015. In addition, in order to promote information disclosure to investors, descriptions in

integration reports and annual report are further prioritized in evaluation.

Figure 3 Framework of scoring

Scoring is implemented by Mizuho Information & Research Institute, Inc.

8

5. Implementation of the "Survey on the Activeness of Women's Careers Related to

the Selection of 'Nadeshiko Brands'"

The "Nadeshiko Brand" initiative implements scoring based only on information disclosed by

companies during the survey period, from the perspective of encouraging information disclosure on

the promotion of active participation by women. However, with the aim of supplementing

information collection and providing feedback to each company, the survey was implemented

targeting all companies listed on the First Section and Second Section of TSE, on Mothers and

JASDAQ.

■ Result of the implementation of the survey (all business categories)

No. of companies to

which the survey is

sent

3,455 companies (all companies listed on the First Section and Second

Section of TSE, on Mothers and JASDAQ as of the end of September 2015)

No. of companies

answered

382 (response rate: 11.1%)

■ Response ratio by market category

Listing category No. of companies to

which the survey is

sent

No. of companies

answered

Response rate

First Section of TSE 1,894 327 17.3%

Second Section of TSE 540 14 2.6%

Mothers 216 9 4.2%

JASDAQ 805 32 4.0%

Statistics 3,455 382 11.1%

Among the companies that answered the survey, the list of the names of companies that gave

consent to disclosing such is shown at the end of text.

9

6. Result of the selection of FY2015 "Nadeshiko Brands"

In FY 2015, 45 companies were selected as "Nadeshiko Brands." Companies selected are as

follows.

■ List of companies selected as FY2015 "Nadeshiko Brands" (in the order of business

category, and in the order of brand code within the same business category)

Brand

Code Company name

TSE Market

category Business category

"Nadeshiko Brand"

2012 2013 2014 2015

2229 Calbee, Inc. First Section Fisheries,

agriculture/forestry, foods

● ● ●

2502 Asahi Group

Holdings, Ltd.

First Section Fisheries,


● ●

2914 Japan Tobacco Inc. First Section Fisheries,


●

1662 Japan Petroleum

Exploration Co., Ltd.

First Section Mining, petroleum/coal

products

●

1911 Sumitomo Forestry

Co., Ltd.

First Section Construction ●

1925 Daiwa House Industry

Company, Limited

First Section Construction ● ●

1928 Sekisui House, Ltd. First Section Construction ● ● ●

3591 Wacoal Holdings

Corp.

First Section Textile product ●

4185 JSR Corporation First Section Chemistry ●

4971 MEC Company Ltd. First Section Chemistry ● ●

4503 Astellas Pharma Inc. First Section Pharmaceuticals ●

4519 Chugai

Pharmaceutical Co.,

Ltd.

First Section Pharmaceuticals ● ●

5332 TOTO Ltd. First Section Glass, earthenware ● ●

5406 Kobe Steel, Ltd. First Section Iron and steel ●

5714 DOWA Holdings Co.,

Ltd.

First Section Non-ferrous metal ●

6301 Komatsu Ltd. First Section Machinery ● ●

6367 Daikin Industries, Ltd. First Section Machinery ● ● ●

7013 IHI Corporation First Section Machinery ● ●

6501 Hitachi, Ltd. First Section Electric instrument ● ● ●

6504 Fuji Electric Co., Ltd. First Section Electric instrument ●

6702 Fujitsu Limited First Section Electric instrument ●

10

5108 Bridgestone

Corporation

First Section Rubber goods,

transport machinery

● ● ●

7201 Nissan Motor Co., Ltd. First Section Rubber goods,

transport machinery

● ● ● ●

4543 Terumo Corporation First Section Precision equipment ●

7862 Toppan Forms Co.,

Ltd.

First Section Other products ● ● ●

9502 Chubu Electric Power

Co., Inc.

First Section Electricity/gas ●

9532 Osaka Gas Co., Ltd. First Section Electricity/gas ● ● ●

9005 Tokyu Corporation First Section Land transportation ● ● ● ●

9201 Japan Airlines Co.,

Ltd.

First Section Marine/air

transportation

● ●

9202 ANA Holdings Inc. First Section Marine/air

transportation

● ●

9433 KDDI Corporation First Section Information and

communication

● ● ● ●

9719 SCSK Corporation First Section Information and

communication

● ●

8001 ITOCHU Corporation First Section Wholesaling ●

8031 Mitsui & Co., Ltd. First Section Wholesaling ● ●

2651 Lawson, Inc. First Section Retailing ● ● ●

7606 United Arrows Ltd. First Section Retailing ● ●

8308 Resona Holdings, Inc. First Section Banking ● ●

8411 Mizuho Financial

Group, Inc.

First Section Banking ●

8601 Daiwa Securities

Group Inc.

First Section Securities,

commodity futures

trading

● ●

8566 Ricoh Leasing

Company, Ltd.

First Section Insurance and other

finance business

●

8766 Tokio Marine

Holdings, Inc.

First Section Insurance and other

finance business

● ●

3003 Hulic Co., Ltd. First Section Real estate business ●

2305 Studio Alice Co., Ltd. First Section Service business ●

2749 JP-Holdings, Inc. First Section Service business ● ●

6069 Trenders, Inc. Mothers Service business ●

11

7. Efforts by companies selected as "Nadeshiko Brands"

Efforts on the promotion of active participation by women by companies selected as "Nadeshiko

Brands" are introduced.

Calbee, Inc. ・・・・13 Terumo Corporation ・・・・24

Asahi Group Holdings, Ltd. ・・・・13 Toppan Forms Co., Ltd. ・・・・25

Japan Tobacco Inc. ・・・・14 Chubu Electric Power Co., Inc. ・・・・25

Japan Petroleum Exploration Co.,

Ltd. ・・・・14

Osaka Gas Co., Ltd. ・・・・26

Sumitomo Forestry Co., Ltd. ・・・・15 Tokyu Corporation ・・・・26

Daiwa House Industry Company,

Limited ・・・・15

Japan Airlines Co., Ltd. ・・・・27

Sekisui House, Ltd. ・・・・16 ANA Holdings Inc. ・・・・27

Wacoal Holdings Corp. ・・・・16 KDDI Corporation ・・・・28

JSR Corporation ・・・・17 SCSK Corporation ・・・・28

MEC Company Ltd. ・・・・17 ITOCHU Corporation ・・・・29

Astellas Pharma Inc. ・・・・18 Mitsui & Co., Ltd. ・・・・29

Chugai Pharmaceutical Co., Ltd. ・・・・18 Lawson, Inc. ・・・・30

TOTO Ltd. ・・・・19 United Arrows Ltd. ・・・・30

Kobe Steel, Ltd. ・・・・19 Resona Holdings, Inc. ・・・・31

DOWA Holdings Co., Ltd. ・・・・20 Mizuho Financial Group, Inc. ・・・・31

Komatsu Ltd. ・・・・20 Daiwa Securities Group Inc. ・・・・32

Daikin Industries, Ltd. ・・・・21 Ricoh Leasing Company, Ltd. ・・・・32

IHI Corporation ・・・・21 Tokio Marine Holdings, Inc. ・・・・33

Hitachi, Ltd. ・・・・22 Hulic Co., Ltd. ・・・・33

Fuji Electric Co., Ltd. ・・・・22 Studio Alice Co., Ltd. ・・・・34

Fujitsu Limited ・・・・23 JP-Holdings, Inc. ・・・・34

Bridgestone Corporation ・・・・23 Trenders, Inc. ・・・・35

Nissan Motor Co., Ltd. ・・・・24

12

■ Points to consider regarding the introduction of efforts by companies selected as

"Nadeshiko Brands"

Please note the following when referring to efforts by companies selected as a "Nadeshiko Brand."

・ The information on companies that responded to the "Survey on the Activeness of Women's

Careers Related to the Selection of 'Nadeshiko Brands'" is compiled based on the information

given as an answer regardless of the situation of information disclosure. Unanswered items are

left blank. In addition, some items for which there was a request against disclosure of this report

are left blank even if the survey was answered.

・ As for companies that did not answer to the "Survey on the Activeness of Women's Careers

Related to the Selection of 'Nadeshiko Brands'," information is shown only when a certain level of

disclosure is confirmed from the CSR report, integration report, annual report, etc. of each

company.

・ Among the list of efforts being implemented, "management effort case examples" and "situation

of career support measures for women" are shown in fixed format according to the question of the

survey.

・ Information on the "mentor system and occasions for exchange with senior executives" in the

"situation of career support measures for women" is shown when either the mentor system or the

occasions for exchange with senior executives is included.

・ The scope of organization to which the situation of each effort and answers on performance data

are applied, and the scope of aggregation may differ by company or particular answer.

・ Performance data are left blank if no answer is given on numerical information, even if efforts are

being made and systems exist.

・ Based on the above, please also refer to the information disclosed by each company as needed.

13

Business category Brand Code Company name Selection as "Nadeshiko Brand"

2012 2013 2014 2015

Fisheries, agriculture/forestry, foods 2229 Calbee, Inc. ● ● ●

Selling point of the

company's efforts

With the consistent, strong leadership of top management, the company currently focuses mainly on the "support of active participation by women" under the policy of "no growth of Calbee without

active participation by women."

Man

agem

en

t

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance

Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s success

Perfo

rman

ce

Practice of Women’s career advancement

Career training targeted to women Mentor system/exchanges with top management for women

Management training to increase their awareness of women’s empowerment(Considering) Systems for incorporating the progress in personnel appraisals at the department head and director

Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal

and

external)

Executive

directors

Management

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the

ratio of

women in management

position for

2 years

Total 3,273 58

-23.7%

7 2 4 15 283

Director 4.0%

Female 1,573 18 1 0 1 4 56

Ratio of female 48.1% 31.0% 14.3% 0.0% 25.0% 26.7% 19.8%

Support for

work-life-balan

ce

Specific efforts for

improving the situation of

long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of

employees who utilize

flexible work systems

Average

number of

paid

holidays

taken

Average number

of years of

service

Ratios of male

employees who

take childcare

leave

existence existence 18.0% 9.9 days

Male 16.4 years

Female 12.2 years


2012 2013 2014 2015

Fisheries, agriculture/forestry, foods 2502 Asahi Group Holdings,Ltd. ● ●


company's efforts

By setting the major theme of diversity promotion as the "creation of organization and management

making use of difference," the promotion of active participation by women aims to support

maintaining a balance between work and family or creating more worker-friendly environment to back up further advancement of women.

Man

agem

en

t

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance

Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s

success

Perfo

rman

ce

Practice of Women’s

career advancement


Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals at the department head and director

Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including both

internal and

external)

Executive

directors Managemen

t positions

New

employees Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors Auditors The lowest

position of the

answered as

management

posision

Increase of the

ratio of women in management

position for 2

years

Total 7,322 61

0.2%

264 254 72 90 3,957

Director 0.5%

Female 1,231 19 6 5 2 2 265

Ratio of female 16.8% 31.1% 2.3% 2.0% 2.8% 2.2% 6.7%

Support for

work-life-balan

ce



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average

number of

paid

holidays

taken

Average number

of years of

service

Ratios of male

employees

who take

childcare leave

existence existence

13.1days

Male 17.9 years 61.0%

Female 16.1 years

14


2012 2013 2014 2015

Fisheries, agriculture/forestry, foods 2914 Japan Tobacco Inc. ●


company's efforts

The company puts efforts into the promotion of active participation by women as a part of the promotion of diversity. The various careers of each employee are supported through the implementation of various

training programs for women employees, the provision of networking opportunities, and training on raising

awareness concerning management positions.

Man

agem

en

t


Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success

Perfo

rman

ce


career advancement



Number

(The scope of

aggregation may differ

by company)

Employees Directros

including

both internal

and external)

Executive

directors Manage

ment

positions

New

employees Increase of

the ratio of

women of

new

employees

for 2 years

Internal


position of

the

answered

as

manageme

nt posision

Increase of

the ratio of

women in management

position for

2 years

Total 8,915 214

9.7%

8 6 4 24 947

Director 2.4%

Female 1,152 73 1 0 0 1 37

Ratio of female 12.9% 34.1% 12.5% 0.0% 0.0% 4.2% 3.9%

Support for

work-life-balance


improving the situation

of long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence 37.0% 19.8days


Female 16.2 years


2012 2013 2014 2015

Mining, petroleum/coal

products 1662 Japan Petroleum Exploration

Co., Ltd. ●


company's efforts

The numerical target for the ratio of women in management positions is clearly stated in the midterm business plan to present the promotion of active participation by women as one of the company’s

management goals. At the same time, strong proactive activities are carried out including awareness-raising

training targeted to both men and women in management positions.

Man

agem

en

t



success

Perfo

rman

ce


career advancement Career training targeted to women

Management training to increase their awareness of women’s empowerment (Considering)

Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employe

es

Increase of the ratio

of women of new

employees for 2

years

Internal


position of the

answered as

management

posision

Increase of the


position for 2

years

Total 886 49

3.7%

14 12 4 13 329 Deputy

Director

(fukushuji) 0.4%

Female 130 10 1 0 0 0 12

Ratio of female 14.7% 20.4% 7.1% 0.0% 0.0% 0.0% 3.6%

Support for

work-life-balan

ce


improving the

situation of long work

hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

12.9 days


Female 14.5 years

15

Business category Brand

Code Company name

Selection as "Nadeshiko Brand"

2012 2013 2014 2015

Construction 1911 Sumitomo Forestry Co., Ltd. ●

Business

category Brand

Code Company name


2012 2013 2014 2015

Construction 1925 Daiwa House Industry Company, Limited ● ●

Selling point of

the company's efforts

The company is restructuring its corporate culture through company-wide efforts in the promotion of active

participation by women in accordance with issues for each job category or rank, such as career education for achieving both marketing and construction careers and the strategic expansion of the scope of clerical work.

M

an

agem

en

t Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance


Perfo

rman

ce

Practice of Women’s career

advancement



Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal

and

external)

Executiv

e

directors

Managemen

t positions

New

employe

es

Increase of the

ratio of women of

new employees

for 2 years

Internal

directors Auditors The lowest position

of the answered as

management

posision


of women in management

position for 2 years

Total 14,379 822

4.5%

19 17 6 40 3,253 上席主任、主

任技術者 0.7%

Female 2,584 234 0 0 0 0 67

Ratio of female 18.0% 28.5% 0.0% 0.0% 0.0% 0.0% 2.1%

Support for

work-life-balan

ce



of long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number

of employees

who utilize

flexible work

systems

Average number

of paid holidays

taken

Average

number of

years of service

Ratios of male

employees who take

childcare leave

existence existence

6.7 days


Female 9.4 years

Selling point of

the company's

efforts

Under the action agenda of "prioritizing diversity and creating a free-spirited corporate culture," the

company values the importance of business strategies for utilizing various human resources, and made the "Sumitomo Forestry Group Declaration of the Promotion of Active Participation by Women" in the name of

the president.

Man

agem

en

t



Perfo

rman

ce



Management training to increase their awareness of women’s empowerment (Considering) Systems for incorporating the progress in personnel appraisals at the department head and director(Considering)

Number

(The scope of

aggregation may

differ by

company)

Employees Directros

includin

g both

internal

and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal


position of the

answered as

management

posision

Increase of the ratio of

women in management position

for 2 years

Total 5,000 137

5.1%

9 8 5 19 2,409

manager

0.6%

Female 920 40 1 0 0 1 63

Ratio of female 18.4% 29.2% 11.1% 0.0% 0.0% 5.3% 2.6%

Support for

work-life-balan

ce



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average

number of

paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

7.7 days


Female 11.4years

16


2012 2013 2014 2015

Construction 1928 Sekisui House, Ltd. ● ● ●


company's efforts

Under the recognition that active participation by women is essential for realizing the vision of

resolving social issues through housing, all staff in the company are accelerating efforts as parties

involved from the following three perspectives: career formation for women employees, support for maintaining work-life balance, and innovations in working style.

Man

agem

en

t



Perfo

rman

ce


career advancement


Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel appraisals

at the department head and director 軒津中

Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal


position of the

answered as

management

posision

Increase of the


position for 2

years

Total 18,270 736

5.3%

4,743 積水ハウスリフォーム㈱

以外・・課長、積水ハ

ウスリフォーム㈱・・店長 0.8%

Female 4,606 321 0 0 0 2 113

Ratio of female 25.2% 43.6%

2.4%

Support for

work-life-balan

ce



of long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average number of

paid holidays taken Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence


Female 9.5 years


2012 2013 2014 2015

Textile product 3591 Wacoal Holdings Corp. ●

Selling point of the company's efforts

While establishing working conditions according to the life stages peculiar to women, the company

prioritizes recruitment and development based on capability rather than gender in order to realize an

environment where workers feel "ease of work" and "satisfaction in work."

Man

agem

e

nt

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace


Perfo

rman

ce


career advancement


Management training to increase their awareness of women’s empowerment

Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees Increase of the

ratio of women

of new

employees for 2

years

Internal


position of

the

answered

as

manageme

nt posision

Increase of

the ratio of

women in management

position for

2 years

Total 5,429

8 5 5 12 323 専任

課長 4.0%

Female 4,648

1 0 1 1 61

Ratio of female 85.6%

12.5% 0.0% 20.0% 8.3% 18.9%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence


Female 11.0 years

17


2012 2013 2014 2015

Chemistry 4185 JSR Corporation ●


The company presents not only the qualitative goals but also quantitative goals for supporting active

participation by women in order to show management’s strong commitment. Creation of value will

be promoted by further diversifying human resources, including women.

Man

agem

en

t



Perfo

rman

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees Increase of the

ratio of

women of

new

employees for

2 years

Internal


position of

the

answered

as

manageme

nt posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 3,246 97

-4.0%

7 4 3 22 527

主査 C

0.8%

Female 464 15 0 0 1 1 20

Ratio of female 14.3% 15.5% 0.0% 0.0% 33.3% 4.5% 3.8%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave


Male 13.4years 1.6%

Female 13.6 years


2012 2013 2014 2015

Chemistry 4971 MEC Company Ltd. ● ●


MEC develops an environment wherein each person can enjoy differences regardless of nationality,

gender or disabilities, and puts effort into the promotion of diversity, so that everyone can fully exert

their various skills.

Man

ag

em

en

t

Commitment by the management Policies for encouraging women to play active roles in the workplace

Numerical Targets set for promoting work-life balance

Perfo

rman

ce

Practice of Women’s career

advancement

Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both internal

and external)

Executive

directors Managemen

t positions

New

employees Increase

of the ratio

of women

of new

employees

for 2 years

Internal


position of

the

answered

as

manageme

nt posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 151 13

-51.3%

5 3 3 5 37 グループ

長 9.1%

Female 45 2 1 1 1 2 8

Ratio of female 29.8% 15.4% 20.0% 33.3% 33.3% 40.0% 21.6%

Support for

work-life-balance



of long work hours Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence 無

10.3 days

Male 13.6 years

Female 13.4 years

18


2012 2013 2014 2015

Pharmaceuticals 4503 Astellas Pharma Inc. ●


company's efforts

By setting the WIND (Women's Innovative Network for Diversity) Project as the starting point for the promotion of diversity from 2007, the company has been making efforts in terms of both cultural

awareness and institutional aspects. Recently, occasions for women to take active roles as division

heads and business office directors are expanding.

Man

agem

en

t



success

Perfo

rman

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employe

es

Increase of the

ratio of women of

new employees

for 2 years

Internal


position of the

answered as

management

posision

Increase of the


position for 2

years

Total 4,340 79

-７.3%

7 3 3 24

課長 0.8%

Female 1,068 28 1 0 1

Ratio of female 24.6% 35.4% 14.3% 0.0% 33.3%

6.5%

Support for

work-life-balance



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employee

s who

take

childcare

leave

existence existence 98% 9.8 days


Female 12.2 years


Code Company name


2012 2013 2014 2015

Pharmaceuticals 4519 Chugai Pharmaceutical Co., Ltd. ● ●


company's efforts

Am index was set to double the number of women managers in five years up to 2015, and this was achieved. Company management is proactively engaged in the promotion of active participation by

women through, for example, talent management in order to select and develop human resources

based on their capability and through exchange with executive directors.

Man

agem

e

nt

Commitment by the management Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance


Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including both

internal and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal


position of

the

answered as

managemen

t posision

Increase of the


position for 2

years

Total 4,932 83

3.4%

10 5 4 16 1,618

課長

1.4%

Female 1,252 36 1 0 0 0 157

Ratio of female 25.4% 43.4% 10.0% 0.0% 0.0% 0.0% 9.7％

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees

who take

childcare leave

existence existence

16.0 days


Female 12.3 years

19


2012 2013 2014 2015

Glass, earthenware 5332 TOTO Ltd. ● ●


TOTO has been engaged in the promotion of full-fledged active participation by women since 2005,

and has been promoting various kind of environmental developments. Currently, the creation of new

values from women's perspective is also resulting in business contribution.

Man

agem

ent

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy (Considering) Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace

Policies for promoting work-life balance Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success

Perfo

rm

an

ce




Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of

the

answered

as

manageme

nt posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 6,795 145

4.6%

12 10 4 29 2,008

主査

1.0%

Female 1,699 50 0 0 0 0 113

Ratio of female 25.0% 34.5% 0.0% 0.0% 0.0% 0.0% 5.6%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

14.2 days


Female 13.3 years


2012 2013 2014 2015

Iron and steel 5406 Kobe Steel, Ltd. ●


company's efforts

The company is establishing an environment where all employees can work without worry by, for

example, introducing systems and mechanisms for the continuous employment and promotion of the active participation of women, conducting exchange meetings and training workshops, promoting

men’s participation in child-rearing, and carrying out activities to transform the work style to reduce

prolonged working.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including both

internal and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 10,609 397

1.4%

11 9 5 25 1,710

課長

0.4%

Female 728 24 0 0 0 0 24 Ratio of

female 6.9% 6.0% 0.0% 0.0% 0.0% 0.0% 1.4%

Support for

work-life-balan

ce

Specific efforts

for improving the

situation of long

work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average

number of

paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence 3.6%


Female 17.1years

20


2012 2013 2014 2015

Non-ferrous metal 5714 DOWA Holdings Co., Ltd. ●


The company is providing a field wherein employees can bring out their best according to their

lifestyle through, for example, the introduction of flexible working hours without core time. The

company is also putting effort into education through career formation training.

Man

agem

ent

Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance


Perfo

rman

ce


career advancement


Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manageme

nt

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The

lowest

position

of the

answere

d as

manage

ment

posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 3,969 48

1.1%

7 5 4 6 747

課長

0.4%

Female 318 5 1 0 0 1 12

Ratio of female 8.0% 10.4% 14.3% 0.0% 0.0% 16.7% 1.6%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

Male

Female


2012 2013 2014 2015

Machinery 6301 Komatsu Ltd. ● ●


Komatsu shifted its focus from "establishing an environment that allows employees to keep on

working" to "establishing an environment that allows employees to keep actively participating," and

is working on measures to promote the career of women employees in all aspects.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal

and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of the

ratio of women of

new employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision




Total 10,416 334

2.4%

10 7 5 43 1,603

主査

1.2%

Female 1,091 50 0 0 0 2 57

Ratio of female 10.5% 15.0% 0.0% 0.0% 0.0% 4.7% 3.6%

Support for

work-life-balan

ce



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

18.3 days

Male 14.4years 0.9%

Female 11.4 years

21


2012 2013 2014 2015

Machinery 6367 Daikin Industries, Ltd. ● ● ●


company's efforts

The company considers diversity management to be one of the pillars of management, and has been

promoting the development of various types of human resources. While visiting advanced companies

in Europe and the U.S. and studying case examples of the promotion of active participation by women, the company is developing an original system that suits the actual conditions of the company.

Man

agem

ent

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Details on the promotion of active participation by women is included in mid-term business plan


Perfo

rm

an

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

director

s

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 7,990 258

15.3%

12 10 4 26 995

課長

1.2%

Female 1,151 90 1 0 0 0 34

Ratio of female 14.4% 34.9% 8.3% 0.0% 0.0% 0.0% 3.4%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave



Female 11.4 years


2012 2013 2014 2015

Machinery 7013 IHI Corporation ● ●


In order to foster an organizational culture of fermenting creation and innovation, the company is putting effort into improving diversity (and especially the promotion of active participation by

women) as a part of its management strategy. The company focuses on the recruitment and capacity

building of women and promotes willingness for growth and changes in the mindset of those in supervising positions.

Man

agem

ent


Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance

Perfo

rm

an

ce



Management training to increase their awareness of women’s empowerment Systems for incorporating the progress in personnel

appraisals at the department head and director

Number

(The scope of

aggregation

may differ by

company)

Employees Directros

includin

g both

internal

and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the


position for 2

years

Total 7,700 421

0.2%

15 13 5 21 2,847

課長

0.3%

Female 892 59 0 0 0 1 60 Ratio of

female 11.6% 14.0% 0.0% 0.0% 0.0% 4.8% 2.1%

Support for

work-life-ba

lance

Specific efforts for improving

the situation of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average

number of

paid

holidays

taken

Average

number of

years of

service

Ratios of male

employees

who take

childcare leave

existence existence

16.0 days


Female 12.1 years

22


2012 2013 2014 2015

Electric instrument 6501 Hitachi, Ltd. ● ● ●


company's efforts

Diversity is a source of innovation and is the engine for the growth of Hitachi. Under the strong

commitment of the top management, the company promotes diversity management as a management

strategy, and aims to become a company where the power of various types of human resources can be utilized in its management.

Man

agem

ent



success

Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 31,375 650

ｰ 0.9%

12 4

31

課長

0.2%

Female 4,947

2 0

0 434

Ratio of female 15.8% 19.4％ 16.7% 0.0%

0.0% 3.7%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

15.4 days

Male 19.0 years

Female 15.4 years


2012 2013 2014 2015

Electric instrument 6504 Fuji Electric Co., Ltd. ●


company's efforts

The company upholds a management policy of "respecting the willingness of various human

resources and exerting comprehensive power as a team," and is strengthening its sustainable diversity management by, for example, promoting active participation by women.

M

an

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employe

es

Increase of the

ratio of women of

new employees

for 2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the


position for 2

years

Total 10,977 182

10.1%

9 6 5 15 2,662

課長職層

0.2%

Female 1,139 40 0 0 1 0 42

Ratio of female 10.4% 22.0% 0.0% 0.0% 20.0% 0.0% 1.6%

Support for

work-life-balance

Specific efforts

for improving

the situation of

long work

hours

Raising internal

consciousness

of promoting

work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

13.9days


Female 17.6 years

23


2012 2013 2014 2015

Electric instrument 6702 Fujitsu Limited ●


Fujitsu is engaged in the promotion of active participation by women within activities to promote

diversity and inclusion. Pipelines are expanded by supporting careers according to issues at each

level, producing women leaders on a continual basis.

Man

agem

ent



Perfo

rm

an

ce




Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

position

s

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 25,667

12 6 5 53 M(マネー

ジャー)

Female 3,959

2 0 0 0


16.7% 0.0% 0.0% 0.0%

Support for

work-life-balan

ce



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

Male 20.4 years

Female 17.8 years


2012 2013 2014 2015

Rubber goods,

transport machinery

5108 Bridgestone Corporation ● ● ●


company's efforts

The company announced its "Mindset of Bridgestone Group Regarding Respect for Diversity.” Concerning the promotion of women's careers, the company sets the number of women managers

and develops training measures. In addition, it gives support for maintaining a balance between work

and family through, for example, the introduction of home working.

Man

agem

ent



success

Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both internal

and external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 14,248 109

13.8%

7 3 4 51 1,113

課長

0.2%

Female 1,127 33 3 0 1 2 14

Ratio of female 7.9% 30.3% 42.9% 0.0% 25.0% 3.9% 1.3%

Support for

work-life-balan

ce


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of male

employees

who take

childcare leave

existence existence

13.9 days


Female 12.2 years

24


2012 2013 2014 2015

Rubber goods,

transport machinery

7201 Nissan Motor Co., Ltd. ● ● ● ●


Nissan believes that diversity in ways of thinking and values will be the strength of the company,

and positions the promotion of active participation by women as one of its management strategies. In such, it places as two pillars "support for the development of women's careers" and "reflecting

women's perspectives in operational process.”

Man

agem

ent



Perfo

rm

an

ce


career advancement




Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 22,614 609

-4.1%

9 8 4 51 2,610

課長

1.4%

Female 2,047 129 0 0 0 1 214

Ratio of female 9.1% 21.2% 0.0% 0.0% 0.0% 2.0% 8.2%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave



Female 14.9 years


2012 2013 2014 2015

Precision equipment 4543 Terumo Corporation ●


company's efforts

Aiming to achieve growth as a company contributing in the field of medicine, a working

environment is being established under the commitment of the top management where each

employee can interdiffuse and exert potentials, including efforts in raising the ratio of women in management positions and the ratio of male employees taking childcare leave.

M

an

agem

ent

Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance

Organization frameworks that encourage women’s success

Perfo

rm

an

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

position

s

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 4,744

17 12 3 27

Female 656

2 1 0 0 45


11.8% 8.3% 0.0% 0.0% 4.8%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

Male

22.1%

Female

25


2012 2013 2014 2015

Other products 7862 Toppan Forms Co., Ltd. ● ● ●


company's efforts

The company sets diversity and integration as part of its management strategy, and puts in practice

the realization of a worksite where people are motivated to work through the proactive recruitment of

women, development of women managers, career development including maternal and childcare leave, and improvement of the work-life balance environment.

Man

agem

ent



Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executive

directors Managemen

t positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the

ratio of

women in management

position for 2

years

Total 1,854 51

2.6%

15 14 4 12 636

課長

1.5%

Female 362 24 1 0 1 0 29

Ratio of female 19.5% 47.1% 6.7% 0.0% 25.0% 0.0% 4.6%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave



Female 11.7 years


Code Company name


2012 2013 2014 2015

Electricity/gas 9502 Chubu Electric Power Co.,Inc. ●


company's efforts

By setting the promotion of diversity as a management issue and proactively implementing efforts, the company intends to increase its competitiveness. The company sets the goal of "doubling the number of

women employee with certain level of appointment from FY2014 to FY2020," and trains women on a

continuous basis. M

an

a

gem

en

t Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace


Perfo

rm

an

ce


career advancement Career training targeted to women

Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manageme

nt

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The

lowest

position

of the

answered

as

manage

ment

posision

Increase

of the

ratio of

women in managem

ent

position

for 2

years

Total 17,782 402

17 10 5 9 6,190

Female 1,871 61 1 0 0 0 109

Ratio of female 10.5% 15.2% 5.9% 0.0% 0.0% 0.0% 1.8%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employee

s who

take

childcare

leave

existence existence

14.3 days

Male 22.0 years

Female 17.0 years

26


2012 2013 2014 2015

Electricity/gas 9532 Osaka Gas Co., Ltd. ● ● ●


company's efforts

The "Osaka Gas Group Diversity Promotion Policy" was announced in the medium-term management plan launched in March 2014. The company is promoting activities by setting

numerical goals for active participation by women and by announcing the advancement of efforts to

improve productivity at the same time.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal

and

external)

Executive

directors Management

positions

New

employees

Increase of the

ratio of women

of new

employees for 2

years

Internal

directors

Auditors The lowest

position of

the

answered as

management

posision

Increase of

the ratio of

women in management

position for

2 years

Total 5,866 159

6.2%

13 11 5 22 356 課長(マ

ネジャー) 0.2%

Female 810 25 0 0 1 0 8

Ratio of female 13.8% 15.7% 0.0% 0.0% 20.0% 0.0% 2.2%

Support for

work-life-balance



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average

number of

paid

holidays

taken

Average number

of years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence 83％ 16.7 days


Female 22.4 years


2012 2013 2014 2015

Land transportation 9005 Tokyu Corporation ● ● ● ●


The company upholds "respecting individuality and bringing the best out of people" as its

philosophy. "Work style innovation" is clearly stated as the focused measure in the medium-term 3-year management plan, and active participation by women is promoted from the perspective of

"institution, culture, and mind."

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both internal

and external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 4,267 106

7.3%

18 14 5 17 271 課長・

主査 -0.2%

Female 596 25 1 0 0 0 11

Ratio of female 14.0% 23.6% 5.6% 0.0% 0.0% 0.0% 4.1%

Support for

work-life-balance



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number

of employees who

utilize flexible

work systems

Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence 62.0%


Female 10.0 years

27


2012 2013 2014 2015

Marine/air

transportation

9201 Japan Airlines Co., Ltd. ● ●


company's efforts

Japan Airlines promotes innovation in lifestyles of both men and women and awareness of such. Aiming to become a company where various types of human resources including women can work

actively, the JAL Group unifies its efforts to establish an organizational culture that creates vigor and

new values.

Man

agem

ent



Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executive

directors Managemen

t positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 31,534 80

9 7 2 25 1,219

課長

0.8%

Female 14,765 32 2 1 0 2 144

Ratio of female 46.8% 40.0% 22.2% 14.3% 0.0% 8.0% 11.8%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave



Female 11.3 years


2012 2013 2014 2015

Marine/air

transportation

9202 ANA Holdings Inc. ● ●


The company made a "positive action declaration" and promotes active participation by women as a

management strategy by setting numerical goals. The ratio of women in management positions is growing steadily every year due to a focus on efforts such as career development and awareness reform for women

employees and reforming the work style of all employees.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation

may differ by

company)

Employees Directros

including

both

internal and

external)

Executive

directors Manageme

nt positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of

the ratio of

women in manageme

nt position

for 2 years

Total 15,312

10 15 5 35 2,855 担当管理職

(係長)

0.6%

Female 8,107 1 1 0 4 312 Ratio of

female 52.9%

10.0% 6.7% 0.0% 11.4% 10.9%

Support for

work-life-ba

lance


improving the

situation of long

work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees who take

childcare leave



Female 8.3 years

28


Code Company name


2012 2013 2014 2015

Information and

communication

9433 KDDI Corporation ● ● ● ●


The company focuses its efforts on bringing up women leaders and continues its "women line leaders program." It also puts efforts into the development of women managers, which is the

foundation for realizing the above. Thus, the number has been increasing for nine consecutive years.

Further, training sessions are held and employees are able to have discussions with management personnel including the president.


2012 2013 2014 2015

Information and communication 9719 SCSK Corporation ● ●

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Managemen

t positions

New

employees

Increase of the

ratio of women of

new employees

for 2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the

ratio of women

in management

position for 2

years

Total 7,328 99

5.4%

18 15 4 46 797

課長

3.3%

Female 1,237 32 1 0 0 1 54

Ratio of female 16.9% 32.3% 5.6% 0.0% 0.0% 2.2% 6.8%

Support for

work-life-balan

ce


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of

employees who

utilize flexible work

systems

Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees

who take

childcare

leave



Female 10.8 years

Man

agem

ent



Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including both

internal and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision




Total 10,671 299

2.9%

13 9 5 18 4,098 課長

クラス 1.0%

Female 2,083 91 1 0 0 0 177

Ratio of female 19.5% 30.4% 7.7% 0.0% 0.0% 0.0% 4.3%

Support for

work-life-balan

ce


improving the

situation of long

work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave



Female 15.9 years


company's efforts

The company sets measures against long working hours, which is a large obstacle in promoting diversity

including active participation by women, as the basis of its effort. It also simultaneously works on the promotion of active participation by women and supporting them in both child-rearing and working.

29


2012 2013 2014 2015

Wholesaling 8001 ITOCHU Corporation ●

Man

agem

ent


Numerical Targets set for ratios of female managers Organization frameworks that encourage women’s

success

Perfo

rm

an

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

position

s

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 4,262 140

-3.0%

13 11 5 36 2,438

Grade3

1.2%

Female 1,030 24 0 0 0 1 111

Ratio of female 24.2% 17.1% 0.0% 0.0% 0.0% 2.8% 4.6%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

10.2 days


Female 15.9 years


2012 2013 2014 2015

Wholesaling 8031 Mitsui & Co., Ltd. ● ●


Aiming for diversity management such as through "improvement of corporate competitiveness

through combining the efforts of various human resources," the company is working on the establishment of an environment where the potential of varied employees can be fully exerted by, for

example, working on innovations in work style and awareness.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The

lowest

position

of the

answered

as

managem

ent

posision

Increase of

the ratio of

women in management

position for 2

years

Total 6,122 187

-2.7%

14 9 5 43 3,353

M3

1.2%

Female 1,661 60 2 0 1 0 126

Ratio of female 27.1% 32.1% 14.3% 0.0% 20.0% 0.0% 3.8%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average

number of

paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence


Female 17.9 years


company's efforts

The company offers individual support tailored to the life stage and career of each woman. At the

same time, it introduces the "early bird" work shift to promote company-wide innovation in working

style and focuses on further improvements in operational efficiency and the maintenance and advancement of employees' health.

30


2012 2013 2014 2015

Retailing 2651 Lawson, Inc. ● ● ●


Lawson recognizes the promotion of active participation by women as part of the company's

management philosophy, and aims to become a company where the opinions of women are securely

incorporated in different departments and where women can fulfill their potential.

Man

agem

ent



Perfo

rm

an

ce





Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Manage

ment

positions

New

employees

Increase of

the ratio of

women of

new

employees

for 2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 3,723 129

8.1%

8 3 4 24 1,161

課長

1.6%

Female 601 73 3 0 1 0 76

Ratio of female 16.1% 56.6% 37.5% 0.0% 25.0% 0.0% 6.5%

Support for

work-life-balance


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave



Female 6.4 years


2012 2013 2014 2015

Retailing 7606 United Arrows Ltd. ● ●


company's efforts

Based on one of the company's action guidelines under the management philosophy "creation of employee value," the company is implementing continuous efforts. An environment has been

established in order to allow women to work long term. The ratio of those returning to work after

childcare leave is more than 90%. Employee satisfaction is high.

Man

agem

ent

Details on the promotion of active participation by women is included in management vision/management policy Policies for encouraging women to play active roles in the workplace Policies for promoting work-life balance


Perfo

rm

an

ce

Practice of

Women’s career

advancement


Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both internal

and

external)

Executive

directors Managem

ent

positions

New

emplo

yees

Increase

of the

ratio of

women

of new

employe

es for 2

years

Internal


position of

the

answered as

managemen

t posision

Increase of the

ratio of women

in management

position for 2

years

Total 3,521

6 4 3 12 340

店長

2.7%

Female 2,066

0 0 1 1 127


0.0% 0.0% 33.3% 8.3% 37.4%

Support for

work-life-balance


improving the

situation of long

work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of

employees who


systems

Average

number of

paid holidays

taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

Male 6.5 years

Female 5.0 years

31


2012 2013 2014 2015

Banking 8308 Resona Holdings, Inc. ● ●


company's efforts

Resona Group is working on the promotion of diversity management, including providing training and establishing institutions to support women employees for the purpose of establishing a

workplace where everyone can work actively regardless of gender or lifestyle.


2012 2013 2014 2015

Banking 8411 Mizuho Financial Group,

Inc.

●


company's efforts

The company focuses on supporting career formation for women employees through measures such as supporting networks between women employees, training to encourage reforms in awareness

among managers, and innovating in operational processes by distributing iPads to all employees.

Man

agem

ent



success

Perfo

rm

an

ce


career advancement




Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executive

directors Managemen

t positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of the


position for 2

years

Total 32,837 1,629

5.1%

27 18

121 3,300 課長・

課長代

理 2.7%

Female 14,540 914 1 0

1 396

Ratio of female 44.3% 56.1% 3.7% 0.0%

0.8% 12.0%

Support for

work-life-balance



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave



Female 13.6 years

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of


by company)

Employees Directros

including

both

internal and

external)

Executive

directors Managemen

t positions

New

employees

Increase of

the ratio of

women of

new

employees for

2 years

Internal

directors

Auditors The lowest

position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in managemen

t position

for 2 years

Total 14,866 633

-3.7%

10 4

11 4,154 マネージャー、

担当マネージャ

ー 5.1%

Female 6,314 329 2 0

2 911

Ratio of female 42.5% 52.0% 20.0% 0.0%

18.2% 21.9%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employe

es who

take

childcare

leave

existence existence

10.4 days

Male 19.4 years

Female 12.6 years

32


Code Company name


2012 2013 2014 2015

Securities, commodity

futures trading

8601 Daiwa Securities Group Inc. ● ●


company's efforts

The company has been implementing various efforts for around ten years by setting as its management strategy support for active participation by women. Further, goals related to the promotion of active

participation by women are set clearly, and the company works to accelerate the development of an

environment where human resources with different values can fulfill their potential.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the


position for 2

years

Total 11,796 681

5.9%

12 7

13 2,622

次長

2.2%

Female 4,270 336 2 1

1 199

Ratio of female 36.2% 49.3% 16.7% 14.3%

7.7% 7.6%

Support for

work-life-balance



long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employe

es who

take

childcare

leave

existence existence


Female 11.5 years


Code Company name


2012 2013 2014 2015

Insurance and other

finance business

8566 Ricoh Leasing Company, Ltd. ●

Selling point of the company's

efforts

With the top message of "active participation by women/diversity as No.1," the company is promoting the

reform of employee's awareness through abundant childcare support measures, diversity counseling activities

by female employees, and the introduction of "childcare-proactive father leave" for male employees.

Man

agem

ent



Perfo

rm

an

ce




Number

(The scope of

aggregation

may differ by

company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employe

es

Increase of the

ratio of women of

new employees

for 2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision




Total 762 13

28.8%

6 4 3 11 172

課長

0.9%

Female 348 7 1 0 0 1 15 Ratio of

female 45.7% 53.8% 16.7% 0.0% 0.0% 9.1% 8.7%

Support for

work-life-ba

lance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of male

employees who

take childcare

leave

existence existence

12.5 days


Female 10.4 years

33


2012 2013 2014 2015

Insurance and other

finance business

8766 Tokio Marine Holdings, Inc. ● ●


company's efforts

The company provides various opportunities for each of the employees to build up their career on

their own and fulfill their potential in wider fields, and puts effort into developing future managers, aiming to allow many women to participate in decision-making.

Man

agem

ent


Numerical Targets set for promoting work-life balance Organization frameworks that encourage women’s success

Perfo

rm

an

ce


Career training targeted to women Mentor system/exchanges with top

management for women


Number

(The scope of

aggregation

may differ by

company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Managemen

t positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the

ratio of women in

management

position for 2

years

Total 24,189 437

-4.6%

70 51 32 84 3,625

課長

0.3%

Female 11,055 326 1 0 3 4 223 Ratio of

female 45.7% 74.6% 1.4% 0.0% 9.4% 4.8% 6.2%

Support for

work-life-ba

lance

Specific efforts for improving

the situation of long work

hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence 14.3 days

Male 11.9 years

Female 10.8 years


2012 2013 2014 2015

Real estate business 3003 Hulic Co., Ltd. ●


company's efforts

The company is actively working on the promotion of active participation by women, considering it as

a key to the company's future growth. In specific, various measures including collaboration with top

management, human resources development, enhancement of systems to support those who work and are engaged in child-rearing or nursing care, and the installment of a nursery within the company's

business location.

Man

agem

ent



Perfo

rm

an

ce


career advancement



Number

(The scope of

aggregation may

differ by company)

Employees Directros

including

both internal

and external)

Executive

directors Management

positions

New

employees

Increase of

the ratio of

women of

new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of

the ratio of

women in management

position for

2 years

Total 116 8

16.7%

10 6 4 10 47

参事役

0.3%

Female 31 4 1 0 0 0 4

Ratio of female 26.7% 50.0% 10.0% 0.0% 0.0% 0.0% 8.5%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average number of

paid holidays taken

Average number

of years of

service

Ratios of

male

employees

who take

childcare

leave

existence existence

14.0 days


Female 5.0 years

34


2012 2013 2014 2015

Service business 2305 Studio Alice Co.,Ltd. ●


company's efforts

The ratio of women employees in the company is more than 90% of the total. The ratio of women in

management positions also exceeds 70%. We consider the environment and mechanisms wherein

women can work actively with the feeling of working satisfaction and aim to develop workplaces in which women can actively participate.

Man

agem

ent


Numerical Targets set for ratios of female managers Numerical Targets set for promoting work-life balance

Perfo

rm

an

ce


career advancement





Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including

both

internal and

external)

Executiv

e

directors

Manage

ment

positions

New

employees

Increase of the

ratio of women

of new

employees for

2 years

Internal

directors

Auditors The lowest

position of the

answered as

management

posision

Increase of the


position for 2

years

Total 1,363 213

1.3%

12 12 3 0 108 主任職および

営業ブロック長

職 -0.4%

Female 1,277 206 2 2 0 0 84

Ratio of female 93.7% 96.7% 16.7% 16.7% 0.0%

77.8%

Support for

work-life-balan

ce


improving the


hours

Raising internal

consciousness of

promoting

work-life balance

Ratios or number of



Average number of

paid holidays taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

existence 無

8.1 days


Female 5.9 years


2012 2013 2014 2015

Service business 2749 JP-Holdings, Inc. ● ●


company's efforts

Aiming to be the best rather than the largest childcare business, our company, operating comprehensive

child-rearing support businesses, considers active participation by women as nothing special but a matter

of course. We aim to become a company supporting working women and diverse ways of working, not only within the company but in society as a whole.

Man

agem

en

t


Numerical Targets set for ratios of female managers

Perfo

rman

ce





Number

(The scope of

aggregation may

differ by

company)

Employees Directros

including both

internal and

external)

Executive

directors Manage

ment

positions

New

employe

es

Increase of the

ratio of women

of new

employees for

2 years

Internal


position of the

answered as

management

posision

Increase of the


position for 2

years

Total 2,145 286

5.2%

11 9 4

226

課長

2.6%

Female 1,933 263 5 5 1

203

Ratio of female 90.1% 92.0% 45.5% 55.6% 25.0%

89.8%

Support for

work-life-balan

ce


improving the


hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of

employees who


systems

Average number of paid

holidays taken Average

number of

years of

service

Ratios of male

employees

who take

childcare leave

existence existence


Female 4.1 years

35


2012 2013 2014 2015

Service business 6069 Trenders, Inc. ●


company's efforts

Since its founding in 2000 with the slogan of "Make Working with Women Happy," the company

promotes the utilization of women and actively promotes women in management positions (including

board members). In addition, the company externally implements various measures to support women in their careers.

Man

agem

en

t

Commitment by the management Details on the promotion of active participation by women is included in management vision/management policy Policies for promoting work-life balance

Perfo

rman

ce




Number

(The scope of

aggregation may

differ by company)

Employees Directros

including both

internal and

external)

Executive

directors Manageme

nt positions

New

employe

es

Increase of

the ratio of

women of

new

employees

for 2 years

Internal


position of

the

answered as

managemen

t posision

Increase of

the ratio of

women in manageme

nt position

for 2 years

Total

5 4 3 7 24

課長職

7.9%

Female

2 2 1 2 17

Ratio of female

40.0% 50.0% 33.3% 28.6% 70.8%

Support for

work-life-balance



of long work hours

Raising internal

consciousness of

promoting work-life

balance

Ratios or number of



Average number

of paid holidays

taken

Average

number of

years of

service

Ratios of

male

employees

who take

childcare

leave

無無 5.6%

Male

Female

36

8. "Pre-Nadeshiko Brands” (companies recently expanding efforts in promoting

women)

The "Survey on the Activeness of Women's Careers Related to the Selection of 'Nadeshiko

Brands'" implements a survey on the percentage of women newly appointed in management

positions during the year and the ratio of women in management positions.

The following chart shows the ratio distribution for women among the newly appointed

management positions. Among the 244 companies with a valid response, the ratio of companies with

the said ratio of 30% or more is about 9%. It can be said that these are companies especially

accelerating the promotion of female human resources in their own company. Among companies

with a ratio of over 30%, the companies which agreed to release their company name are listed

below. Other than companies already selected as "Nadeshiko Brands," these companies are expected

to further promote their efforts as "Pre-Nadeshiko Brands” (companies recently expanding efforts to

promote women).

Figure 4 Distribution of the ratio of women in newly appointed management positions

(FY2014)

30％以上 30% or more

25％以上 30％未満 25% or more but less than 30%






9.4%

2.0%

4.9%

5.7%

11.9%

14.8%

51.2%

30%以上

25%以上30%未満

20%以上25%未満

15%以上20%未満

10%以上15%未満

5%以上10%未満

0%以上5%未満

37

■ Companies which agreed to release their company name from among those with a ratio of

women in newly appointed management position in FY2014 at 30% or more (in order of

business category, and in order of brand code within the same business category)

Brand

Code Company name Business category

TSE Market

category

3591 Wacoal Holdings Corp.* Textile product First Section

4971 MEC Company Ltd.* Chemistry First Section

5938 LIXIL Group Corporation Metal products First Section

6287 Sato Holdings Corporation Machinery First Section

8050 Seiko Holdings Corporation Precision equipment First Section

9202 ANA Holdings Inc.* Marine/air transportation First Section

3660 Istyle Inc. Information and

communication

First Section

3386 Cosmo Bio Co., Ltd. Wholesaling JASDAQ

9830 Trusco Nakayama Corporation Wholesaling First Section

2651 Lawson, Inc.* Retailing First Section

3099 Isetan Mitsukoshi Holdings Limited Retailing First Section

3137 Fundely Co., Ltd Retailing Mothers

7606 United Arrows Ltd.* Retailing First Section

7638 CIMA Co., Ltd Retailing JASDAQ

8251 Parco Co., Ltd. Retailing First Section

8303 Shinsei Bank, Limited Banking First Section

8308 Resona Holdings, Inc.* Banking First Section

8331 The Chiba Bank, Ltd. Banking First Section

8350 The Michinoku Bank, Ltd. Banking First Section

8359 The Hachijuni Bank, Ltd. Banking First Section

8360 The Yamanashi Chuo Bank, Ltd. Banking First Section

8366 The Shiga Bank, Ltd. Banking First Section

8369 The Bank of Kyoto, Ltd. Banking First Section

8616 Tokai Tokyo Financial Holdings, Inc. Securities, commodity

futures trading

First Section

8253 Credit Saison Co., Ltd. Insurance and other

finance business

First Section

8630 Sompo Japan Nipponkoa Holdings, Inc. Insurance and other

finance business

First Section

8750 The Dai-ichi Life Insurance Company,

Limited

Insurance and other

finance business

First Section

38

2128 Novarese, Inc. Service business First Section

2305 Studio Alice Co., Ltd.* Service business First Section

2398 Tsukui Corporation Service business First Section

4290 Prestige International Inc. Service business First Section

4355 Longlife Holding Co., Ltd. Service business JASDAQ

9608 Fukuyama Consultants Co., Ltd. Service business JASDAQ

9792 Nichii Gakkan Company Service business First Section

(Note)* shows the companies that are also selected as FY2015 "Nadeshiko Brands.”

In addition, as for companies that gave a valid response to the "Survey on the Activeness of

Women's Careers Related to the Selection of 'Nadeshiko Brands'," it was confirmed that the ratio of

women in newly appointed management positions and the number of women in management

positions are both increasing from FY2012 to FY2014. In particular, the average ratio of women in

newly appointed management positions increased by about 3 points from FY2012 to FY2014,

reaching 13%. It is expected that the ratio of women in management positions in total has further

increased.

Figure 5 Promotion of female human resources (comparison of FY2012 and FY2014)

(Note) The figures in the table are based on responses to the survey. The number of samples is 244.

新規登用管理職に占める女性比率 Ratio of women in newly appointed

management positions

女性管理職比率 Ratio of women in management positions

平成 24 年度 FY2012

平成 26 年度 FY2014

10.1%

7.2%

13.4%

8.2%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

新規登用管理職に占める女性比率女性管理職比率

平成24年度平成26年度

39

Reference (1) Preliminary calculation of index

The company marking the highest score in terms of active participation by women was selected for

each of the 28 business categories (28 brands in total), and the index was calculated. As a reference,

the index was compared with the transition of TOPIX. (For comparison, the chart is shown up to the

end of February, FY2016, by setting the closing price as of April 1, 2009 at 100.)

Figure 6 Comparison on the index of the group of companies having superiority in active

participation by women and TOPIX

超過収益率（右軸） Excess earning rate (right axis)

TOPIX（左軸） TOPIX (left axis)

28 銘柄の指数（左軸） Index of 28 brands (left axis)

平成 21 年 4 月 April 2009







(Note 1) Excess earning rate is calculated by subtracting from the earning rate of the index of 28 brands based on April 1 2009 and the earning rate of TOPIX in the same period.

(Note 2) Differing from the ordinary stock index, situations such as changes in score related to active participation by women is not considered, so it may differ from the transition of an ordinary index.

-50

0

50

100

150

200

250

300

-50

0

50

100

150

200

250

300

平成21年4月平成22年4月平成23年4月平成24年4月平成25年4月平成26年4月平成27年4月

超過収益率(右軸)

TOPIX（左軸）

28銘柄の指数(左軸)

[%]

40

II. The current situation in the promotion of active participation by

women in Japanese companies

This chapter introduces the result of the FY2015 "Survey on the Activeness of Women's Careers

Related to the Selection of 'Nadeshiko Brands'."

The survey was implemented from November to December in 2015, for the 3,455 companies listed

in the First Section and Second Section of TSE, on Mothers and JASDAQ as of the end of

September 2015. The analysis data of the result of this survey uses as a sample the 382 companies

that responded to this survey.

Items for which data was collected based on the survey are as follows.

Figure 7 Surveyed item in the FY2015 "Survey on the Activeness of Women's Careers

Related to the Selection of 'Nadeshiko Brands'"

Surveyed item

1. Impact on competitiveness

2. Current issues

3. Management

3-1. Commitment by top management

3-2. Direction/goal: Promotion of active participation by women

3-3. Direction/goal: Support for maintaining a balance between work and family

3-4. Improvement of systems (organizational systems for the promotion of active participation by

women)

4. Performance

4-1. Efforts made: Promotion of active participation by women

4-2. Efforts made: Support for maintaining a balance between work and family

4-3. Results achieved: Promotion of active participation by women

4-4. Results achieved: Support for maintaining a balance between work and family

41

In addition, business categories, such as manufacturing, non-manufacturing and finance, are defined

as follows.

Figure 8 Business category

Business

categories

Corresponding Nadeshiko business categories No. of

corresponding

companies

Manufacturing

(15 business

categories)

Companies that fall under any of: "fisheries,

agriculture/forestry, foods," "mining, petroleum/coal

products," "metal products," "glass, earthenware," "textile

products," "pulp, paper," "chemistry," "pharmaceuticals,"

"rubber goods, transport machinery," "iron and steel,"

"non-ferrous metals," "machinery," "electric instruments,"

"precision equipment" or "other products"

165

Non-manufact

uring

(10 business

categories)

Companies that fall under any of: "construction,"

"electricity/gas," "land transportation," "marine/air

transportation," "warehousing and transportation related

business," "information and communication," "wholesaling,"

"retailing," "real estate business," or "service business"

178

Finance

(3 business

categories)

Companies that fall under any of: "banking," "securities,

commodity futures trading" or "insurance and other finance

business"

39

* As for "fisheries, agriculture/forestry" and "mining," although they are sometimes categorized as

non-manufacturing, they are categorized here in manufacturing according to the reorganization of

the business categories in the selection of "Nadeshiko Brands."

42

1. Impact on competitiveness

The companies' awareness of the impact of the promotion of active participation by women on the

company's competitiveness was surveyed.

The correspondence table between the "four significant factors in the promotion of active

participation by women in corporate management" (refer to pp.1-2) and "factors having impact on

competitiveness" is as follows.

Figure 9 Factors having impact on competitiveness

Four significant factors in the

promotion of active

participation by women in

corporate management

Impact on competitiveness

Coping with various market

needs

Impact in terms of product innovation (adequate

understanding of client needs, innovation effect on

product/service development and improvement)

Impact in terms of process innovation (effect on

productivity/creativeness, increased work efficiency,

etc.)

Impact on evaluation by clients/consumers

Improvement of risk

management capability and

adaptability to changes

Impact related to improvement of the governance of the

board of directors

Obtaining high reputation in

capital market, long-term and

stable financing

Impact related to evaluation from investors, etc., impact

related to financing

Obtaining high reputation in

labor market,

securing/maintaining superior

human resources

Impact in terms of recruiting activity

Impact related to the motivation and satisfaction of

employees and the prevention of their job leaving

When we asked the responding companies to point out up to two factors having impact on

competitiveness, many companies pointed to: "impact in terms of process innovation (effect on

productivity/creativeness, increased work efficiency, etc.)" (42%), "impact related to the motivation

and satisfaction of employees and the prevention of their job leaving" (42%), and "impact in terms

of product innovation (adequate understanding of client needs, innovation effect on product/service

development and improvement)" (39%). From the result above, it can be said that companies are

promoting active participation by women based on the idea that it may have an impact on

"innovation" and the "motivation of employees."

43

On the other hand, the percentages of companies pointing to "impact related to evaluation from

investors and financing" and "impact related to the improvement of governance of the board of

directors" both remain below 10% among all business categories. However, in last fiscal year's

survey, while the percentage of companies answering "stable financing" was 0% in all business

categories, companies selecting "evaluation from investors and financing" this year accounted for

3% in the average for all business categories, and 7% among finance businesses. The way in which

trends change with the permeation of ESG investment among Japanese investors in the future will be

a focus of attention.

In addition, the average percentage of companies that selected "impact in terms of recruiting

activity" in all business categories increased largely from 14% last year to 20%.

Figure10 Factors impacting competitiveness (up to 2 selected)

プロダクト・イノベーション Product innovation

プロセス・イノベーション Process innovation

顧客・消費者等の評価 Evaluation by clients/consumers

採用活動 Recruiting activity

投資家等からの評価・資金調達 Evaluation from investors and financing

取締役のガバナンス機能改善 Improvement of the governance of the board of directors

従業員のモチベーション等 Motivation of employees, etc.

その他 Other

製造業 Manufacturing

非製造業 Non-manufacturing

金融業 Finance

全業種 All business categories

38.7%

45.8%

7.1%

30.4%

3.0%

2.4%

37.5%

1.2%

39.1%

36.9%

11.2%

28.5%

2.2%

0.0%

44.1%

3.4%

43.6%

46.2%

5.1%

25.6%

7.7%

5.1%

48.7%

0.0%

39.4%

41.7%

8.8%

29.0%

3.1%

1.6%

41.7%

2.1%

プロダクト・イノベーション

プロセス・イノベーション

顧客・消費者等の評価

採用活動

投資家等からの評価・資金調達

取締役会のガバナンス機能改善

従業員のモチベーション等

その他

製造業

非製造業

金融業

全業種

44

2. Current issues

Companies’ awareness of current problems concerning the promotion of active participation by

women was also surveyed.

As a result, many companies pointed to issues such as "shortage of women candidates for

management positions" (46%), "lack of career awareness among women" (29%), "long working

hours" (26%), and "lack of understanding among men in management positions" (25%). On the other

hand, only a few companies pointed to a "lack of understanding among top management" (1%).

By business category, the ratio of companies pointing to a "shortage of women candidates for

management positions" as an issue was high regardless of business category. On the other hand,

issues that showed significant difference among business categories were "lack of career awareness

among women" and "lack of understanding among men in management positions." As for the former

issue, the score among finance businesses is prominently high, and as for the latter, manufacturing

scores the highest.

Figure 11 Current issues (up to 2)

経営トップ等による理解不足 Lack of understanding among top management

男性管理職による理解不足 Lack of understanding among men in management positions

女性のキャリア意識の不足 Lack of career awareness among women

女性管理職候補の不足 Shortage of women canditates for management positions

長時間労働 Long working hours

柔軟な勤務場所・時間を認める制度不足 Lack of system to approve flexible working site and hours

人事評価に関する制度等の見直し Reveiw of system regarding personnel evaluation

その他 Other



金融業 Finance


1.8%

32.1%

25.6%

44.6%

28.6%

6.0%

4.8%

14.9%

1.7%

18.4%

29.1%

46.9%

26.3%

12.8%

3.4%

10.1%

0.0%

25.6%

48.7%

48.7%

23.1%

10.3%

2.6%

5.1%

1.6%

25.1%

29.5%

46.1%

26.9%

9.6%

3.9%

11.7%

経営トップ等による理解不足

男性管理職による理解不足

女性のキャリア意識の不足

女性管理職候補者の不足

長時間労働

柔軟な勤務場所・時間を認める制度不足

人事評価に関する制度等の見直し

その他

製造業

非製造業

金融業

全業種

45

3. Management

■ 3-1. Commitment by the management (positioning in management strategy)

In this survey, in order to understand the situation of responding companies, a question was asked

first on whether a commitment by top management in the promotion of women's careers is

announced in media information transmitted externally to stakeholders.

As a result, among the responding companies, more than half in all business categories answered

that the company "announces a commitment from the top regarding active participation by women."

By business category, around 80% of the finance businesses answered that make such

announcements. On the other hand, the ratio of companies in non-manufacturing industries that

answer similarly remains at less than half, showing significant difference among business categories.

Further, companies announcing this commitment in integrated or annual reports to which investors

mainly refer accounted for 53% of companies that make an announcement (all business categories).

Figure 12 Commitment to transmitting media information externally to stakeholders



金融業 Finance


有 With

無 Without

検討中 Considering

無回答 No response

Figure 13 Ratio of companies announcing commitment in integrated or annual reports1

有 With

無 Without


1 This shows the ratio by setting the number of companies answering “with” for commitment in media

trasmitting information externally to stakeholders as a parameter

56.0%

47.5%

79.5%

54.4%

30.4%

39.1%

15.4%

32.9%

10.1%

10.6%

2.6%

9.6%

3.6%

2.8%

2.6%

3.1%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

有無検討中無回答

53.6％ 44.9％

1.5％

有無無回答

46

Further, as for questions asking "whether details on the promotion of active participation by

women is included in management vision/management policy," 45% of companies in all business

categories answered "yes." By business category, finance businesses mark 64%, which is the highest.

Figure 14 Provision of details on the promotion of active participation by women in

management vision/management policy



金融業 Finance


有 With

無 Without



In addition to management vision and management policy, 44% of companies in all business

categories answered "yes" to the question of "whether the mid-term business plan includes

information on the 'promotion of active participation by women'."

Figure15 Mid-term business plan inclusion of information on the "promotion of active

participation by women"



金融業 Finance


有 With

無 Without



45.2%

40.8%

64.1%

45.1%

32.7%

32.4%

17.9%

31.1%

14.3%

21.2%

15.4%

17.6%

7.7%

5.6%

2.6%

6.2%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


45.8%

36.3%

79.5%

44.8%

35.1%

35.2%

10.3%

32.6%

13.7%

22.3%

7.7%

17.1%

5.4%

6.1%

2.6%

5.4%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


47

Commitment by top management (Daikin Industries, Ltd.)

Daikin Industries, Ltd. announced, in its CEO message at the beginning of its Annual Report

2015, top management’s commitment to improving efforts and systems for the promotion of

active participation by women especially in Japan.

(Source) Website of Daikin Industries, Ltd. (http://www.daikin.co.jp/data/investor/report/daikin_jar15.pdf)

48

■ 3-2. Direction/goal: Promotion of women's careers

Companies answering "there is a separate policy on the promotion of active participation by

various human resources including women" was 42% of the total. In addition, 26% of companies

answered that "although not a separate policy, included in CSR policy, etc. of the company is a

policy for promoting active participation by various human resources including women."

On the other hand, more than half of the companies answered that they have numerical goals for

the promotion of women's careers.

Direction/goal: Promotion of active participation by women

By business category, around 40% among manufacturing and non-manufacturing and nearly 70%

among finance answer that the company has "a separate policy on the promotion of active

participation by various human resources including women."

Figure 16 Policies on the promotion of active participation by various human resources

including women

Around 40–50% among manufacturing and non-manufacturing and around 70% among finance

answer that the company has numerical goals for the promotion of women's careers.

38.7%

40.8%

66.7%

42.5%

32.1%

21.8%

25.6%

26.7%

8.3%

10.1%

2.6%

8.5%

14.3%

21.8%

2.6%

16.6%

6.5%

5.6%

2.6%

5.7%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

女性など多様な人材活躍促進に関する独立した方針がある

独立した方針ではないが、CSR方針などに女性などの多様な人材活躍推進に向けた方針が含まれてい

る現在策定中

無

無回答

49

Figure 17 Numerical goals for the promotion of women's careers



金融業 Finance


女性など多様な人材活躍促進に関する独立

した方針がある

Have a separate policy on the promotion of

active participation by various human resources

including women

独立した方針ではないが、CSR 方針などの多

様な人材活躍躍進に向けた方針が含まれて

いる

Although not a separate policy, a policy for

promoting active participation by various human

resources including women is included in CSR

policy, etc. of the company

現在策定中 Currently formulating

無 None




金融業 Finance


有 With

無 Without



55.4%

42.5%

74.4%

51.3%

18.5%

30.2%

7.7%

22.8%

18.5%

19.6%

15.4%

18.7%

7.7%

7.8%

2.6%

7.3%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

有無現在策定中無回答

50

Policy on the promotion of active participation by women (Sumitomo Forestry Co., Ltd.)

Sumitomo Forestry Co., Ltd. sets forth a separate policy on promoting active participation by

women, named "Sumitomo Forestry's declaration of promotion of active participation by

women." This policy clarifies the idea that "business strategies based on the utilization of

various human resources and different ideas is important." On that basis, it declares to "create

new innovation by expanding occasions for women's active participation, utilize ideas peculiar

to women, and fuse different senses of values."

(Source) Website of Sumitomo Forestry Co., Ltd. (http://sfc.jp/information/company/keiei_rinen/woman/)

51

■ 3-3. Direction/goal: Support for maintaining a balance between work and family

Companies that answered that they "have a separate policy for promoting the maintenance of

work-life balance" accounted for more than 33% of the total, and those that answered "although not

a separate policy, a policy for promoting the maintenance of work-life balance is included in CSR

policy, etc. of the company" accounted for 30%.

On the other hand, 43% of the companies answered that they have numerical goals for promoting

the maintenance of work-life balance.

Direction/goal for promoting the maintenance of work-life balance

By business category, about 35% among manufacturing and finance answer that "although not

a separate policy, a policy for promoting the maintenance of work-life balance is included in CSR

policy, etc. of the company." Also, as for numerical goals for promoting the maintenance of

work-life balance, about 50% among manufacturing and more than 60% among finance answer

that such goals are set.

Among the companies who answered that they have numerical goals for promoting the

maintenance of work-life balance, nearly half have already established "goals regarding the

reduction of working hours." On the other hand, the ratio of companies that have set "goals

regarding male employees taking childcare leave" remains at 13%.

Figure 18 Policies for promoting the maintenance of work-life balance

Figure 19 Numerical goals for promoting the maintenance of work-life balance

31.5%

32.4%

51.3%

33.9%

35.1%

24.6%

33.3%

30.1%

8.9%

12.3%

9.6%

17.9%

23.5%

12.8%

19.9%

6.5%

7.3%

2.6%

6.5%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

ワークライフバランス促進に向けた独立した方針が有る

独立してはいないがCSR方針などに含まれてワークライフバランス促進の方針が有る

現在策定中

無

無回答

48.2%

35.8%

61.5%

43.8%

22.6%

36.3%

28.2%

29.5%

20.8%

19.6%

5.1%

18.7%

8.3%

8.4%

5.1%

8.0%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

有無現在策定中無回答

52

Figure 20 Ratio of companies setting "goals regarding the reduction of working hours"2

Figure 21 Ratio of companies setting "goals regarding male employees taking childcare

leave"3



金融業 Finance


ワークライフバランス促進に向けた独立した方針がある Have a separate policy for promoting the maintenance of

work-life balance

独立してはいないが CSR 方針などに含まれてワークライ

フバランス促進の方針が有る

Although not a separate policy, a policy for promoting the

maintenance of work-life balance is included in CSR policy of

the company and others


無 Without




金融業 Finance


有 With

無 Without



設定している Setting

設定していない Not setting

設定している Setting

設定していない Not setting

2 This shows the ratio by setting the number of companies answering “with” for numerical goals for

maintaining a balance between work and family as a parameter. 3 Same as above.

49.2%

50.8%

設定している

設定していない

13.7%

86.3%

設定している

設定していない

53

Policy on support for maintaining a balance between work and family (Osaka Gas Co., Ltd.)

Osaka Gas upholds the policy of promoting efforts focusing on a wide variety of lifestyles as a

part of diversity promotion.

(Source) Website of Osaka Gas Co., Ltd. (http://www.osakagas.co.jp/company/csr/beginning/diversity_policy.html)

54

■ 3-4. Improvement of systems (organizational systems for the promotion of active

participation by women)

As for organizational systems for the promotion of active participation by women, the ratio of

companies that answered they "have an independent promotional organization (department, office,

division, team, etc.)" was 39% of the total, and that of companies that answered they "have

cross-sectoral promotion organizations such as a committee" was 19%. About 60% of the companies

have a system for the promotion of active participation by women, such as an independent

organization or a cross-sectoral promotional organization.

Development of organizational systems for the promotion of active participation by

women

By business category, while the ratio of companies that answered they "have an independent

promotional organization (department, office, division, team, etc.)" is different among business

categories, the ratio of companies that answered they "have a cross-sectoral promotion

organization such as a committee" was 10–20% among all business categories.

Figure 22 Improvement of organizational systems for the promotion of active

participation by women

40.5％

19.5％

6.5％

28.0％

5.5％

0 10 20 30 40 50 60 70

独立した組織（部、室、課、チーム等）がある

委員会等横断的な推進組織がある

現在策定中

無

無回答

（％）

製造業 (N=165)

33.5％

20.0％

7.0％

31.5％

8.0％

0 10 20 30 40 50 60 70



現在策定中

無

無回答

（％）

非製造業 (N=178)

55

独立した組織（部、室、課、チーム等）がある Have an independent promotional organization (department,

office, division, team, etc.)

委員会等横断的な推進組織がある Have a cross-sectoral promotional organization such as a

committee


無 Without





committee


無 Without





committee


無 Without





committee


無 Without


66.7％

12.8％

2.5％

12.8%

4.9％

0 10 20 30 40 50 60 70



現在策定中

無

無回答

（％）

金融業 (N=39)

39.9％

19.1％

6.5%

28％

6.5%

0 10 20 30 40 50 60 70



現在策定中

無

無回答

（％）

全業種 (N=382)

56

Organizational systems for the promotion of active participation by women (Hitachi, Ltd.)

Hitachi, Ltd. has established a Diversity Promotion Center, Human Capital Group. In addition,

an Advisory Committee has been established as a cross-sectoral organization/system under the

direct control of the President. There is also the Hitachi Group Diversity Promotion Council and

the Project for the Organization to Promote Active Participation by Women."

(Source) Website of Hitachi, Ltd. (http://www.hitachi.co.jp/csr/download/pdf/csr2015_119-129.pdf)

57

Organizational systems for the promotion of active participation by women (Lawson, Inc.)

Lawson, Inc. has appointed a Director in Charge of Diversity Promotion under the Diversity

Promotion System, including the CEO. With this, the company has established a system for

promoting efforts in a top-down approach from the level of directors.

(Source) Website of Lawson (http://www.lawson.co.jp/company/activity/stakeholder/employee/)

58

4. Performance

■ 4-1. Details of the efforts: Promotion of women's careers

In order to understand the efforts of a company regarding the promotion of women's careers, a

survey was implemented from the perspective of whether the company establishes "career training

targeted to women," "mentor system/occasions for promoting communication between top

management and women," and "management training/awareness raising for those in management

positions in order to promote women's careers."

As a result, the ratio of companies that answered they "implement career training targeted to

women" was 70%, that of companies that answered they "establish mentor system/occasions for

exchange with top management" was 53%, and that of companies that answered they "implement

efforts such as management training for those in management positions/awareness raising" was

51%. Both reached to a certain level. On the other hand, the ratio of companies with "systems for

incorporating the progress of the promotion of active participation by women in personnel

appraisals at the department head and director level" remained at 11%.

Efforts made: Promotion of active participation by women

The ratio of companies that answered they "implement career training targeted to women"

was high among finance businesses, accounting for 74.4%. Including training for all

employees, about 90% of companies implement such training.

Figure 23 Career training targeted to women

As for "mentor system/occasions for exchange with top management," efforts targeted

solely at female employees are actively implemented among finance businesses, while the

45.8%

42.5%

74.4%

47.2%

25.6%

22.9%

15.4%

23.3%

10.1%

12.8%

10.4%

13.1%

13.4%

5.1%

12.4%

5.4%

8.4%

5.1%

6.7%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

女性社員を対象としたキャリア研修がある

あえて女性社員に限定したキャリア研修を行うのではなく、全社員向けのキャリア研修の中で女性の

参加が保障されている

現在検討中

無

無回答

59

ratio of companies with such systems is around 30% in manufacturing and

non-manufacturing.

Figure24 Mentor system/occasions for promoting communication between top

management and women employees

About 70% of companies in finance and around half of companies in

manufacturing/non-manufacturing answer that they implement "management

training/awareness raising for those in management positions in order to promote women's

careers."

Figure 25 Management training/awareness raising for those in management positions

in order to promote women's careers

As for the ratio of companies with a "system for incorporating the progress of the

promotion of active participation by women in personnel appraisals at the department head

33.9%

27.9%

51.3%

32.9%

17.3%

24.6%

12.8%

20.2%

19.6%

12.3%

7.7%

15.0%

23.2%

25.7%

23.1%

24.4%

6.0%

9.5%

5.1%

7.5%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

女性社員のためのメンター制度や、幹部との交流機会の設定がある

あえて女性社員に限定したメンター制度や、幹部との交流機会を設定するのではなく、全社員向けの同

左制度や、交流機会の中で女性の参加が保障されている現在検討中

無

無回答

54.2%

44.1%

71.8%

51.3%

20.8%

26.8%

15.4%

23.1%

18.5%

20.1%

7.7%

18.1%

6.5%

8.9%

5.1%

7.5%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)

有無現在検討中無回答

60

and director level," there was no significant difference among business categories. In all

categories, the ratio of companies that answered they have such a system remains at around

10–20%. The ratio of companies that are "currently considering" was also 10–20%.

Figure 26 Systems for incorporating the progress of the promotion of active participation

by women in personnel appraisals at the department head and director level



金融業 Finance


女性社員を対象としたキャリア研修がある Have career training targeted to women

あえて女性社員に限定したキャリア研修を行うのではなく、全社員向けのキャリア研修の中で女性の参加が保障されている

Intentionally do not offer career training limited to women but

guarantee the participation by women in career training targeted

to all employees


無 Without




金融業 Finance


女性社員のためのメンター制度や、幹部との交流会の設定

がある

Have a mentor system/exchanges with top management for

women

あえて女性社員に限定したメンター制度や、幹部との交流会を設定するのではなく、全社員向けの同左制度や、交流

機会の中で女性の参加が保障されている

Intentionally do not offer a mentor system or occasions for

exchange with top management limited to women, but

guarantee participation by women in such systems or occasions

for exchange targeted to all employees


無 Without




金融業 Finance


有 With

無 Without

現在検討中 Currently considering




金融業 Finance


有 With

無 Without



11.3%

8.9%

23.1%

11.4%

70.8%

58.7%

59.0%

64.0%

11.9%

22.9%

12.8%

17.1%

6.0%

9.5%

5.1%

7.5%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


61

Efforts in the promotion of active participation by women (Terumo Corporation)

Terumo Corporation establishes a "mentor system," in which women leaders from different

worksites or generations work in pairs to share experiences and ways of thinking, and to expand

their views.

(Source) Website of Terumo Corporation (http://www.terumo.co.jp/archive/ar_j/AnnualReport_2015_Sustainability_J.pdf)

62

Efforts for the promotion of active participation by women (Asahi Group Holdings, Ltd.)

Regarding support for active participation by women, Asahi Group Holdings, Ltd. establishes

occasions for the exchange of opinions with the management in different training sessions on

matters such as awareness raising in the training for those newly appointed in management positions

and in seminars for the career development of female employees. In addition, Asahi Breweries, Ltd.

promotes the introduction of a system where efforts related to the career promotion of various types

of employees are evaluated as one of the behavioral assessment criteria of directors and department

heads.

(Source) Website of Asahi Group Holdings, Ltd.

(http://www.asahigroup-holdings.com/csr/society/employee/diversity.html#link02)

63

■ 4-2. Efforts made: Support for maintaining a balance between work and family

Regarding efforts related to support for maintaining a balance between work and family, a survey

was implemented on whether the companies have a "system to approve flexible working site and

hours," "concrete efforts to reduce long working hours," and "in-house awareness raising for the

promotion of maintaining work-life balance" available to all employees.

Companies that answered that they have a "system to approve flexible working site," such as

working at home, accounted for 25%.

On the other hand, the ratio of companies with a "system to approve flexible working hours," such

as working flextime or allowing changes in working hours where necessary, was 56% and higher

than that for working site. The ratio of companies with concrete efforts to reduce long working hours

was even higher because this includes the effort of "no overtime work day," marking 76%. The ratio

of companies that answered they have "in-house awareness raising for the promotion of maintaining

work-life balance” was 60%.

Efforts made: Support for maintaining a balance between work and family

When viewed by business category, there was no significant difference in the ratio of

"systems to approve flexible working site" and that of "systems to approve flexible working

hours" by business category.

On the other hand, as for "system to approve flexible working site," about 70% of

companies in manufacturing have already started some kind of effort toward this. This is

higher compared to other business categories.

Figure 27 Systems for approving flexible working site available to all employees

Figure 28 Systems for approving flexible working hours available to all employees

23.8%

26.3%

30.8%

25.6%

47.0%

41.3%

41.0%

43.8%

22.6%

24.0%

23.1%

23.3%

6.5%

8.4%

5.1%

7.3%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


64.9%

49.7%

46.2%

56.0%

20.2%

26.8%

33.3%

24.6%

7.1%

13.4%

15.4%

10.9%

7.7%

10.1%

5.1%

8.5%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


64

Figure29 Concrete efforts in reducing long working hours available to all employees

Figure 30 In-house awareness raising for the promotion of maintaining work-life

balance available to all employees



金融業 Finance


有 With

無 Without





金融業 Finance


有 With

無 Without





金融業 Finance


有 With

無 Without





金融業 Finance


有 With

無 Without



79.8%

71.5%

87.2%

76.7%

8.3%

15.6%

5.1%

11.4%

5.4%

4.5%

2.6%

4.7%

6.5%

8.4%

5.1%

7.3%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


61.3%

54.7%

79.5%

60.1%

19.6%

24.0%

12.8%

21.0%

11.9%

12.3%

2.6%

11.1%

7.1%

8.9%

5.1%

7.8%

製造業(N=165)

非製造業(N=178)

金融業(N=39)

全業種(N=382)


65

Efforts made: Support for maintaining a balance between work and family (Daiwa House

Industry Company, Limited)

Daiwa House Industry Company, Ltd. is putting efforts into attendance management using

mobile devices for those working outside the office and is in trials of working at home for those

usually working at the office, so as to realize a working style not overly-concerned with site or

hours. With these efforts, the company achieves a 10% reduction in annual extra working hours

and an increase in the ratio of taking paid leave per employee (compared to the previous fiscal

year).

In addition, "productivity per employee per hour" is incorporated as one of the evaluation

items for the performance evaluation of business establishments to promote the revision of

corporate culture.

(Source) Website of Daiwa House Industry Company, Limited

(http://www.daiwahouse.com/sustainable/social/employee/diversity/worklife.html)

66

■ 4-3. Achievements: Promotion of women's career

Surveys were carried out regarding the actual performance figures related to the promotion of

active participation by women, the ratio of women in management positions, and other figures

showing the ratio of women among executives. As a result of the survey, the average ratio of women

in management positions among all business categories was found to be 8.0%.

Focusing on distribution, companies answering less than 5% make up most of the total. On the

other hand, there is also a certain percentage of companies marking 10% or more.

Achievements related to the promotion of active participation by women

The average ratio of women in management positions is over 10% in non-manufacturing and

finance.

Figure 31 Ratio of women in management positions (average)

Business categories Ratio of women in management

positions (average)

Manufacturing (N=145) 4.9%

Non-manufacturing (N=150) 10.5%

Finance (N=34) 10.1%

All business categories (N=329) 8.0%

Figure 32 Distribution of the ratio of women in management positions

0

50

100

150

200

250

5%未満 5%-10% 10%-15% 15%-20% 20%-25% 25%-30% 30%以上

（社数）

67

As for the ratio of women directors (including both internal and external), the average for all

business categories is more than 5%. It is suggested that the promotion of women is progressing

regardless of business category. However, in about half of the companies, the number of women

directors is still zero.

Figure 33 Ratio of women directors (including both internal and external) (average)

Business category Ratio of women directors (average)



Finance (N=37) 6.3%


Figure 34 Companies by the number of women directors (including both internal and

external)

When limited to internal directors, the average ratio of women directors is 4% among

non-manufacturing. However, the ratio remains at around 1% in both manufacturing and finance.

Figure 35 Ratio of women internal directors (average)

Business category Ratio of women internal directors (average)



Finance (N=37) 0.9%


As for the ratio of women auditors, the average ratio is around 5%, similar to the ratio of women

0

20

40

60

80

100

120

140

160

180

200

0人 1人 2人 3人 4人 5人 6人 7人 8人 9人以上

（社数）

68

（社数） (Number of companies)

5％未満 Less than 5%

30％以上 30% or more

（社数） (Number of companies)

0 人 0

1 人 1

2 人 2

3 人 3

4 人 4

5 人 5

6 人 6

7 人 7

8 人 8

9 人以上 9 or more

directors (including both internal and external), in all business categories.

Figure36 Ratio of women auditors (average)

Business category Ratio of women auditors (average)



Finance (N=29) 4.0%


The ratio of women executive directors is more than 5% among non-manufacturing. This is more

than twice the ratio of other business categories.

Figure 37 Ratio of women executive directors (average)

Business category Ratio of women executive directors (average)



Finance (N=32) 2.3%


69

■ 4-4. Achievement: Support for maintaining a balance between work and family

Regarding the actual performance figures related to support for maintaining a balance between

work and family, no significant differences are found between business categories for any item.

Among all business categories, the "ratio of male employees taking childcare leave" was 10% on

average, and the "ratio of taking paid leave" was 55% on average. In addition, the average utilization

rate of the system to approve flexible working site and hours was 42%.

Further, the average length of service by gender is 15 years for males and 12 years for females.

There is a difference between males and females of about 3 years in all business categories.

Achievement: Support for maintaining a balance between work and family

The "ratio of male employees taking childcare leave" is about 10% in all business categories.

Figure 38 Ratio of male employees taking childcare leave

Business category Ratio of male employees taking childcare leave (average)





As for the ratio of taking paid leave, while the ratio in non-manufacturing and finance is

around 50%, it is relatively higher in manufacturing at 61%.

Figure 39 Ratio of taking paid leave

Business category Ratio of taking paid leave (average)





Figure 40 Utilization ratio of flexible working system (working hours/working site)

Business category Utilization ratio of flexible working system (average)



Finance (N=9) 24.3%


Figure 41 Average length of service of female employee

Business category Average length of service of female Difference with the average length of

70

employee (average) service of male employees

Manufacturing (N=49) 14.1 years 2.9 years

Non-manufacturing (N=66) 10.6 years 3.2 years

Finance (N=9) 11.8 years 3.7 years

All business categories (N=124) 12.3 years 3.1 years

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solicitation or for recommending transactions with certain securities companies. Tokyo

Stock Exchange, Inc., the Ministry of Economy, Trade and Industry, or Mizuho

Information & Research Institute, Inc. are not responsible for any damages that may occur

based on this document.

・ While every measure is taken to ensure the accuracy of information provided in this

document, we do not guarantee the completeness/faultlessness of the information. The

details included in this document are subject to change in the future without notice. The

information on the past concerns past achievements, and does not forecast or imply

achievements in the future.

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Inc., the Ministry of Economy, Trade and Industry, Mizuho Information & Research

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FY2015 "Nadeshiko Brand" Project commissioned by the Ministry of Economy, Trade and Industry: "FY2015 Survey on Improved

Promotion of Active Participation by Women in Companies"

Issued in March 2016

(Consigner) Ministry of Economy, Trade and Industry:

Economic and Social Policy Office, Economic and Industrial Policy

Bureau, Ministry of Economy, Trade and Industry

1-3-1 Kasumigaseki, Chiyoda-ku, Tokyo 100-8901

Tel: +81-3-3501-0650

(Consignee) Mizuho Information & Research Institute, Inc.

Environmental Energy Department 2

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Tel: +81-3-5281-5285 * All rights reserved.

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