Corporate Social Responsibility

Ebara is committed to contributing to society through cutting-edge products and services and responsible corporate citizenship.

Work Environment

Our people

Vision for Human Resources and Development

Our vision is to establish an environment that maximizes the capabilities of each employee, regardless of gender, nationality, or other factors, and adopt a system that properly rewards the exercise of such capabilities. Four key topics have been set for achieving this vision.

  • Promoting the active performance of global talent
  • Developing work environments where employees can enhance and fully invest their work skills
  • Promoting diversity
  • Introducing a system for compensation befitting employee’s skills and performances

Policies for Personnel Affairs and Human Resource Development

EBARA has established as its fundamental personnel and human resource development policy of recruiting and developing a diverse workforce from around the world that takes on challenges with creative innovation. EBARA also aims to establish a working environment that enables all employees to make the most of their individual skills. During the term of the Medium-Term Management Plan lasting until the end of FY 2016, we took the following measures to carry out this policy and the vision and worked to enhance personnel and human resource development programs from a group-wide and global perspective.

1 . Hire talented people from countries and regions significant to business operations at the Group head office and develop the core human resources that will be necessary for business development in those regions. Also, introduce programs that specifically promote overseas work opportunities to younger workers in order to systematically provide opportunities to acquire fundamental skills as human resources responsible for global business development.
2 . Establish a human resource rotation system that includes Group companies, in order to encourage systematic human resource interaction and collaboration within the Group and decide personnel assignment with an emphasis on their career paths.
3 . Establish work environments that enable each employee to fully invest their skills into their work regardless of individual attributes such as sex, gender or nationality.
4 . Establish and improve human resource systems (including appointment, evaluation, and compensation) that can be applied to all Group management while structuring programs to recruit and develop human resources to take on Group management positions.

Human Resource Development

The EBARA Group Human Resource Development Committee is made up of members of EBARA Group’s six principal Japanese companies, and meets monthly to discuss training programs and make plans in order to support the sustainable growth of the EBARA Group through the development of human resources.
In fiscal year (FY) 2017, with the implementation of the new personnel system at four Ebara Group companies (EBARA Corporation, Elliott Ebara, Ebara Refigeration Equipment & Systems, Ebara Environmental Plant) we have started a management skill improvement training course aimed at all general managers and managers (126 general managers and 416 managers) at those companies.

Human Resource Development Data

♦EBARA Corporation
2015 2016
Number of Participants 2,303 2,450
Annual investment on human resource development - total (Thousand Yen) 145,217 141,570
Average cost per employee (Yen) ~32,000 ~31,000
Total time spent on training (Hours) 47,971 49,728
Average time per employee (Hours) 10.7 11.1

Work-life Balance

Work-life Balance and EBARA Group Companies

EBARA Corporation is committed to providing our employees with tools to help balance their professional and personal lives. In order to do so EBARA Corporation has implemented a number of programs designed to support the work-life balance of our employees. The scopes of the programs listed below are limited to domestic group companies in Japan.

Some examples of programs include:

Hourly Paid Leave Half-day Paid Leave
This is a program which allows employees to take paid leave in one-hour or half-day units.

Staggered Attendance Time Scheme
This program enables employees to adjust the times at which they start and finish work for reasons such as childcare, elder care or commute time.

Shortened Working Hours
Allows employees to shorten their daily work time by up to 1 hour 45 minutes to achieve balance between work and home for reasons such as childcare or elder care. The scope of this system has been expanded to be applicable for parents of children up to elementary school age. Program for Rehiring Former Employees, Allows employees who have left the company for personal reasons such as a major life, to be re-employed according to the company’s needs.

Sick/Injured Child Care Leave
Sick/Injured Child Care Leave can be taken a maximum of 10 days per year to allow employees to care for a sick or injured child or take their child to receive vaccinations or get medical check-ups. If an employee has two or more children, they may take an additional five days to care for a child who is not yet of elementary school age.

Childcare Leave / Elder care leave
In addition to normal paid leave, a special paid leave is available for employees who must leave work for an extended period to care for their family.

Work-at-home System
A system implemented as part of our efforts to create a more flexible working environment, which allows those balancing work and child care/elder care to work from home or from another pre-approved location.

Volunteer Leave / Time Off System

A system designed to allow employees to take a leave of absence or time off from work in order to participate in volunteer activities.

Status of Programs Related to Work-Life Balance at Domestic Group Companies

All data is calculated from April to March (Japanese Fiscal year), unless indicated otherwise.

◆2016
Company name
EBR ED EFB ERS EETC EEP EFT EA
Total number of employees
4,014 217 292 552 456 2,182 200 129
Paid holiday acquisition rate (%) *
72.1 72.9 60.9** 73.5 78.8 68.9 66 80.5
Number of childcare leaves taken
32 1 3 6 5 4 3 4
Number of elder care leaves taken
1 0 1 0 0 2 0 2
◆2015
Company name
EBR ED EFB ERS EETC EEP EFT EA
Total number of employees
4,022 219 155 562 459 2,173 199 145
Paid holiday acquisition rate (%) *
69.9** 70.4** 70.0** 55.1 76.3 64.0 73.8 78.0
Number of childcare leaves taken
31 1 2 4 6 2 1 2
Number of elder care leaves taken
1 0 0 0 0 0 0 0
◆2014
Company name
EBR ED EFB ERS EETC EEP EFT EA
Total number of employees
3,999 215 157 672 454 2,152 198 145
Paid holiday acquisition rate (%) *
62.2 61.5 73.1 67.9 54.8 61.0 73.0 74.0
Number of childcare leaves taken
23 2 0 13 3 3 0 2
Number of elder care leaves taken
2 0 0 0 0 1 0 0
* Includes the use of one-hour or half-day units
** Indicates data collected from January-December
EBR: EBARA CORPORATION ED: EBARA DENSAN LTD. EFB: EBARA FAN & BLOWER CO., LTD ERS: Ebara Refrigeration Equipment & Systems Co., Ltd.
EETC: Elliott Ebara Turbomachinery Corporation EEP: Ebara Environmental Plant Co., Ltd. EFT: EBARA FIELD TECH. CORPORATION EA: EBARA AGENCY CO., LTD.

Health and Safety

Health and Safety

EBARA Group Safety and Health Policy

In keeping with our commitment to “sustain a safe workplace and strive for a stimulating work environment” as defined in the Ebara Group CSR Policy, the Ebara Group has determined a policy on safety and health. For the construction and maintenance of workplace environments in which safety and health, including the achievement of a proper work-life balance and good mental health, are priorities over all other concerns, the Ebara Group executes the following.

1 . Priority on safety and health
We shall strive to eradicate labor accidents with an awareness that the safety and health of directors, employees, and all other people who work in the Ebara Group are priorities over all other concerns.
2 . Preparation and Implementation of a safety and health management system
We shall prepare a system for management of safety and health, and continuously implement and improve effective management based on risk assessment and other practices.
3 . Heightening safety and health awareness
We shall enhance activities to prevent accidents and disasters, augment safety and health education in areas such as training on foreknowledge of risks (KYT), and otherwise heighten awareness of safety and health.
4 . Compliance with laws and regulations
We shall observe the Industrial Safety and Health Act and all other laws and regulations related to safety and health as well as our in-house rules related to safety and health.

October 1, 2016

Toichi Maeda
President and Representative Executive Officer, EBARA CORPORATION 

Organization for Safety and Health Management

Safety and Health management complies with the corporate operational organizations and is basically performed by management. We promote health and safety with support and guidance from managers specified by laws and regulations and those with technical expertise that plan, provide guidance, and support health and safety management.

The Central Health and Safety Committee deliberates and makes decisions on company-wide health and safety management policies, and these policies are carried out by the Health and Safety Committees at each business site and Workplace Health and Safety Promotion Committees at each workplace.

Measures to Enhance Safety and Health

Mutual Safety Patrol

At EBARA we have implemented a system of mutual safety patrols with the aim of sharing points for improvement and excellence horizontally with all districts. During these patrols members from our different districts gather together and offer up points of praise and advice for improvement. Through these mutual patrols we can improve factors which may lead to accidents and increase the level of occupational safety across the board.

Mental Health Provision

In FY 2016, it was made a requirement for workplaces with more than 50 employees to conduct stress checks. EBARA did so in October 2016 in all of our domestic consolidated group companies.
For individuals who were found to be suffering from high-stress, we set up interviews between them and medical professionals and in the case that the individual needed further support; we took measures such as introducing them to specialized medical institutions and other actions.
We will continue to utilize the organizational diagnosis and other results to make improvements to our working environment.

Safety and Health Data

To prevent industrial accidents, the Central Health and Safety Committee monitors the conditions of occurrences and identifies the causes of accidents.
In addition, each business site implements the PDCA cycle annually with respect to improvement measures taken under the Basic Policy on Health and Safety and carries out other measures such as daily inspections (safety patrols, etc.) and safety education to raise health and safety levels.

♦Key Japan Group Company Data
Industrial Accident Status Fiscal Year EBR ED EFB ERS EETC EEP EFT EA
Total Number of employees 2016 4,014 217 292 552 456 2,182 200 129
Frequency rate* 2016 0.1 2.3 5.4 0.9 0.0 0.9 0.0 9.5
2015 0.4 4.8 0.9 0.8 4.5 1.2 0.0 8.1
2014 0.1 2.4 3.6 0.7 5.6 0.5 0.0 8.1
2013 0.4 5.0 3.7 3.0 1.3 1.1 0.0 3.3
Number of Industrial Accidents** 2016 19 1 3 1 0 37 1 2
2015 13 2 2 1 4 34 0 2
2014 9 1 1 7 5 24 0 3
2013 18 2 1 7 1 39 0 1
EBR: EBARA CORPORATION ED: EBARA DENSAN LTD. EFB: EBARA FAN & BLOWER CO., LTD ERS: Ebara Refrigeration Equipment & Systems Co., Ltd. EETC: Elliott Ebara Turbomachinery Corporation EEP: Ebara Environmental Plant Co., Ltd. EFT: EBARA FIELD TECH. CORPORATION EA: EBARA AGENCY CO., LTD.
*Frequency rate is calculated based on the number of accidents that result in death or missed work ((Number of causalities or injuries due to occupational accidents÷Total hours worked)x1,000,000), No fatalities among employees, including irregular workers, in FY2016.  
**Number of industrial accidents includes accidents not serious enough to result in missed work.

External Recognitions

EBARA Corporation Chosen as an “Excellent Health and Productivity Management Company (the White 500)”

Excellent Health and Productivity Management Company (The White 500)

EBARA Corporation (Ebara) Co., Ltd. was selected as a company with excellent health and safety management practices by a program conducted by the Ministry of Economy, Trade and Industry (METI) and Nippon Kenko Kaigi. This program awards large enterprises for superior health management practices and creates a list of the top 500 companies: “The White 500 List”.

We believe employee health is fundamental to our company and implement policies to maintain and promote employee health, such as ensuring 100% of employees get annual checkups and developing a variety of lifestyle improvement programs. The success of these policies were highly evaluated and led to our inclusion on this year’s “White List”.

We will continue to promote health management through “sustain(ing) a safe workplace and striving for a stimulating work environment.”

Awards ceremony (Japanese only)

EBARA obtains the highest DBJ Health Management Ranking