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Diversity in Management

POLA ORBIS Group Management Diversity

The Group recognizes the importance of enabling individual employees to make maximum effective use of their diverse ideas and abilities. We believe that it is important to improve and enhance our working environment so that everyone can participate in the organization and engage in business processes regardless of gender, nationality or age, etc., and not only to realize the diversification of human resources but also to pursue and manage the streamlining of management that diversity brings to the Group. To that end, we will also work to implement institutional reforms.

Management Diversity Targets and Results

Ratio of female executives
2029 target 2020 results
30–50% 27.1%
Ratio of women in managerial positions
2029 target 2020 results
50% or more 46.9%

Management Diversity System

Nomination Advisory Committee (voluntary)

The role of the Nomination Advisory Committee is to ensure objectivity, transparency and effectiveness in decision-making processes, including the nomination of Company directors, appointment of corporate officers and nomination of directors at subsidiaries, by discussing and recommending individuals based on requests from the Board of Directors regarding personnel essential from a management perspective. Outside directors make up the majority of the committee members. The committee chair is an outside director appointed by the Board of Directors.

Management Diversity Initiatives

Active participation for female executives and managers

The Group's ratio of female executives and managers is 46.9%, which is a progressive level among Japanese companies.
We actively hire female employees during recruitment. We have established systems and developed a working environment that makes it easy to find a good life-career balance with personal commitments such as childcare and caregiving. In career development, we believe that the key factor in decisions should not be that employees are women or men, and that chances for promotion should be given on the basis of individual merit. The Group is engaged in various initiatives with the aim of increasing the number of female executives to 30–50% and the ratio of female managers to 50% or more by 2029.

Support for the WEPs

POLA ORBIS HOLDINGS, POLA and ORBIS have committed to supporting the Women's Empowerment Principles (WEPs).

Participation in 30% Club Japan

POLA ORBIS HOLDINGS and POLA participated in 30% Club Japan in 2020. Through this, we will contribute to closing the gender gap in Japanese society.

Group Women Executives Roundtable Discussion

Seeking sustainable growth as an organization that thrives on diversity

Within the POLA ORBIS Group, women have filled 27.1% of all executive positions and 46.9% of management positions. But ensuring an active role for women within the organization remains an issue requiring attention. Five top female executives at Group companies met for a virtual roundtable discussion of the best path forward.

Discussion participants

  • Miki OikawaRepresentative Director and President, POLA INC.Senior Corporate Officer, POLA ORBIS HOLDINGS INC.
  • Noriko SuenobuDirector, POLA CHEMICAL INDUSTRIES, INC.Corporate Officer, POLA ORBIS HOLDINGS INC.
  • Emi NishinoCorporate Officer, ORBIS Inc.
  • Hiroe YamaguchiRepresentative Director and President, DECENCIA INC.
  • Mariko EndoDirector and Corporate Officer, ACRO INC
What are your thoughts on the corporate way of thinking and the corporate atmosphere with regard to active roles for women within the POLA ORBIS Group?
Historically, POLA has given business responsibility to many female business partners who act as organizational leaders. The atmosphere has been one in which the company has expectations about womenfs skills and believes in their potential. For more than 30 years, women have held management positions at POLA, and the hiring of new graduates has been balanced at fifty-fifty for men and women.
Training for director candidates has always included women. Also notable is the fact that top executives convey a message that emphasizes individuality and sensitivity.
Many female employees are involved in product planning, marketing and other facets of business where a womenfs perspective is key to capturing the attention of the target market– women. While a lot of executives in the beauty industry globally are women, the POLA ORBIS Groupfs percentage of women in positions of division manager and above is not all that high. I really feel this issue must be addressed from a long-term perspective.
The percentage of female managers in Japan, even Groupwide, is low. Is there some obstacle that women face in charting a career path?
Itfs not necessarily a lack of skills. Itfs more a matter of hesitancy or reticence. Another negative factor could be that few women have the chance to gain experience dealing with difficult issues and thus lack confidence.
Donft forget the gmommy trackh*. A superior may hold back on opportunities out of kindness because gthe woman is raising kids.h The corporate environment needs to change.

*The tendency of working mothers to leave the career path to prioritize children

Maybe skills arenft being recognized? Skills should be identified at an assessment before selection for promotion so that opportunities for skills development are not wasted. Ingenuity in approaches to increase exceptional human resources will lead to sustainable appointment of women to management positions
As you built your own careers, did you encounter any hurdles, such as life stages?
Nothing that would make me give up. I pursued work and raising children. As did my business partners. That was the corporate culture.
The corporate atmosphere offered opportunities, with the expectation that individuals would rise to the occasion. I embraced the challenge.
I have never felt that being a woman put me at a disadvantage or inequality. I speak frankly, even at management meetings.
Many employees meet their future spouses at work, and husband and wife continue to work while raising a family. So if a child has a fever, it may well be that dad goes to pick up the child, not mom. Nothing odd about this at all. Itfs these little things that build a good corporate atmosphere.
Ifve been dealing with tough situations from a young age. Hurdles might be feelings of pity or disappointment in myself. At the same time, these feelings actually inspire me to strive harder.
Going forward, what would you like to do to promote diversity?
Take an even-keel approach, creating opportunities with an emphasis on contributing to the company and a desire to participate in success, rather than considering gender, age or nationality factors.
Give young employees the chance to engage in challenging work, follow progress and recognize achievements widely. This will fuel the confidence of everyone, regardless of gender.
We should be prepared to act as role models and convey the corporate philosophy and value perceptions that draw on individuality.
At POLA, the percentage of women heading divisions has been on an upward trend for the past few years and is now close to 30%. We should be able to push the percentage of female managers to 50% and the percentage of female executives to 50% as well. Ifd like to create a workplace where women can thrive and promote diversity even further.
ESG Information
Corporate Report2020
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