Dialogue with Stakeholders

Dialogue with Employees in 2015

CSR Dialogue with Employees in 2015

The picture of Sumitomo Riko that emerges from the Integrated Report

Photo Photo

Sumitomo Riko recognizes the importance of two-way communication between management and the employees, who are stakeholders, in promoting CSR management. The Dialogue with Employees held in fiscal 2015 was the third since the launch of this annual initiative in fiscal 2013.
In fiscal 2015, under the overarching theme of "The Picture of Sumitomo Riko that Emerges from the Integrated Report," Representative Director & Executive Vice President Ozaki, Director & Senior Managing Executive Office Ohashi, Director & Managing Executive Officer Maeda, and Managing Executive Officer Naito and 30 employees drawn from the headquarters and all three factories—the Komaki, Matsusaka, and Fuji-Susono Plants—gathered at the conference room of Global Headquarters, established in January 2015, to exchange views on the business model, strategies, the foundation of business defined as Safety, the Environment and Compliance (S. E. C), and the other themes discussed in the Integrated Report.

Overview of discussion

―――About the Sumitomo Riko Group's business

[Employees in their own words]
  • What are the Group's aspirations for each of the six fields defined as growth markets in the Group's mid-term business plan (2015V): automotive; ICT (information and communication technology); infrastructure; dwelling environment; medical, nursing care and health; and resources, environment and energy? What is management's view on cultivation of new markets and fields overseas?
  • What is the role of the Global Headquarters in the Group's drive to become a global mega-supplier and what benefit is it expected to deliver? We would also like to know the future direction of the Group-wide operation system that is designed to complement growth.
[Management in their own words]
  • In formulating 2015V, we held internal discussions in light of the global situation and the business environment. As a result, we positioned the six fields as growth markets. To become an enterprise with annual sales of 1 trillion yen, we need to increase sales from businesses other than automotive products, our current mainstay business. We are currently transitioning from the search for possibilities to selection and concentration on particular businesses. There is an urgent need to promote our existing products overseas while also expanding new businesses.
  • The Group serves a global market. In responding to globalization, we need to execute sophisticated 24/7/365 management and administration, and therefore established the Global Headquarters to address these needs. In addition, the Global Headquarters is spearheading the Group's shift to diversity management. We are pursuing global optimization of system operations as well.

―――About CSR activities

[Employees in their own words]
  • We believe that safety activities are thoroughly conducted at sites in Japan. To what extent are they being carried out at overseas sites?
  • Although the Foreman Training and MONOZUKURI Cram School are programs of which we can be proud, there are some issues that need to be addressed. Some people find it difficult to participate in the training because of the training schedule and other factors. There is also concern that the content of the training is becoming a mere formality. I am interested in what we are going to do from now on.
  • I think an effort should be made to provide more opportunities in the course of work to encounter diverse people and cultures.
[Management in their own words]
  • As the number of overseas sites has increased through M&A, we have been establishing uniform safety standards and are endeavoring to instill them throughout our worldwide operations. It is crucially important that each workplace makes a firm commitment to safety activities that are designed to achieve a safe workplace environment. Employees should take the initiative, rather than just following management's instructions.
  • As for MONOZUKURI Cram School, we have set up similar schemes at our overseas sites in China and the ASEAN region, and have met with a very positive response among employees. One issue is that training lacks flexibility because of the limited number of instructors. To tackle this issue, we will strive to make multifaceted improvements in cooperation with the MONOZUKURI Research and Development Laboratories, which acts as the host for this program.
  • We are promoting exchanges of human resources among our sites, mainly for R&D at present. These exchanges currently tend to be short term, but we would like to introduce long-term exchanges, including the assignment of employees from overseas to Japan. The Group also needs to respond effectively to diversity, a theme that encompasses not only non-Japanese nationals, female employees, and people with disabilities, but also lesbian, gay, bisexual and transgender (LGBT) issues. The Global Headquarters will spearhead these initiatives concerning diversity management.

―――About the Integrated Report

[Employees in their own words]
  • Reading the third-party dialogue―the discussion between CEO Nishimura and Ms. Mariko Kawaguchi of Daiwa Institute of Research Ltd.―brought home to me the significance of the integrated report. I feel that the content of the report has been enriched, and would like to know management's evaluation of the report and future plans.
[Management in their own words]
  • We would like to make the integrated report a medium for communicating what Sumitomo Riko is really like to internal and external parties by means of integrated disclosure of financial and non-financial information. Through the process of making the report, we also aim to encourage more employees to deepen their understanding of the entire Group, looking beyond the businesses in which they are directly involved. It is our earnest desire to continuously improve the report from year to year, rather than being satisfied with this year's report.

Looking ahead to future employee dialogues

The dialogue with employees for fiscal 2015 covered a wide range of themes centering on the Integrated Report. Following the dialogue, the senior executives and employees who participated concluded that it had been a valuable opportunity to share views and deepen understanding.
Sumitomo Riko will continue to position the dialogue between management and employees at the heart of efforts to deepening communication while vigorously promoting CSR management.

(Performed in January, 2015. Position titles are as of the date on which the dialogue was held)