EBARA Corporation's vision for fiscal year 2019 is to be a company that maximizes the capabilities of each employee, regardless of gender, nationality, or other factors, and adopts a system that properly rewards the exercise of such capabilities.

In order to become a more competitive and sustainable company we encourage the full participation of all employees regardless of gender, nationality, or other characteristics and create a corporate culture where each and every employee can utilize their individual attributes and fulfill their potential.

We are implementing the following activities in our efforts to promote diversity as a part of revitalizing our working culture.
- Reform of awareness and culture
- Development of systems and environments
- Reform of business and visualization of operations

We conduct training aimed at Ebara Group executives and top-level management to promote understanding of diversity and to encourage the management of workplaces that cater to the unique circumstances of each employee. We regularly invite outside experts to conduct training (fiscal year 2015 topic: “Full female engagement as a management strategy," fiscal year 2016 topic: "Organizational reform utilizing diverse human resources"). In addition, we administer trainings (featuring lectures and group work) conducted by external experts aimed at management-level employees to help them understand how to further promote diversity.

We began to hold round-tables between the President and employees with "Diversity" as the main theme beginning in 2015. In fiscal year 2016, a number of these round-tables were held, and employees from various workplaces were able to share their opinions and ask questions directly to the President. Topics of discussion included: male participation in homemaking and child-raising, as well as the revitalization of working style at sales offices. We will continue to provide opportunities to deepen the level of understanding regarding diversity promotion, including through measures such as direct dialogue with the President and others.

In fiscal year 2016, we established an advisory labor-management joint committee, in order to revitalize our working culture and achieve greater work-life balance through concrete action and initiatives.

We are determined to create a work environment where employees at various life stages, whether it is child-rearing or nusring care or other life events, can balance private life and work and realize their full potential.

As of April 2017, women make up 20.8% of EBARA Corporation and constitute 5.2% of management. We aim to raise that to 7% by April 2020. To accomplish this we have set a “General employer action plan”

EBARA divides female employees into three stages (young employees, pre-management, and management), and conducts targeted programs for career development and acceleration according to the needs of each stage.

Career Design Seminar
We hold seminars for female employees under thirty years of age, to help them build their career plans and achieve work-life balance.

Cross-exchange meetings
We provide opportunities for female employees to meet with senior female employees and other female employees with similar backgrounds to consult and discuss issues they may face or any concerns they may have regarding career development.

Dispatch to external trainings
We actively dispatch female employees for external training with the intent to promote female career development and acceleration.

Exam for career-track changes
In order to support the career development of female employees hired as non-career track, in fiscal year 2014 the exam system for career-track changes was revised to allow applicants to submit themselves for evaluation without their supervisor's recommendation as a requirement. Additionally, employees who have passed this exam receive full support for their new careers through briefings and training programs.

Business improvement activities by female employees
From fiscal year 2016, EBARA has begun implementing business improvement activities under the initiative of female employees and sales offices and plants. Employees start from the point of looking for opportunities to improve day-to-day work and through these activities learn the process of implementing improvements.

We hire diverse employees from all around the world who have passion and dedication and a desire to innovate and contribute to society. A core measure under the personnel and human resource development policy, is the proactive employment of international employees at the EBARA Group.

The EBARA Group is working with local communities as well as broader society to increase the proportion of its workforce accounted for by persons with disabilities by promoting vocational independence and creating opportunities for social participation. As a part of these efforts, we established EBARA EARNEST Co., Ltd., a special affiliate company, in fiscal year 2012.

Ebara Group companies in Japan have set 60 as the mandatory retirement age, but we encourage the employment of older workers and have programs to rehire individuals who have special skills, abilities, qualifications or knowledge as well as employees who have highly mature, practical expertise. The engagement of older workers is effective for the passing down of skills and abilities obtained over many years to younger employees. We seek to understand the working style needs of older workers and promote employment in ways that facilitate their individual abilities.