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

The EBARA Group’s vision is to create a corporate group culture of competition and challenge by providing safe and stimulating working environments where all employees, regardless of gender, nationality, or other factors, can conduct meaningful work to their full potential. We will pursue further development of both our organizations and human resources through the implementation of “One Ebara HR,” in pursuit of that goal.

Personnel Affairs and Human Resource Development Policy

The EBARA Group will focus on acquiring diverse, creative, and ambitious people unafraid of competition or of taking on challenges from around the world, and will ensure that we provide our people with comfortable, safe, and stimulating working environments that encourage this spirit of challenge and ambition, while conducting fair evaluations that promote the growth of each individual.

In order to realize the above, the Group will revitalize our corporate culture by taking the following measures.

Major measures to be taken during Medium-term Management Plan: E-Plan 2022

1 . In order to create a corporate group culture of competition and challenge, we will further promote the implementation of our reformed personnel system to organizations, officers, and employees, expand the personnel system globally, and conduct optimal personnel allocation, regardless of seniority.
2 . Introduce a global talent management system and realize our goal of being able to foster and optimally place talented people in roles where they can contribute to their full potential regardless of nationality, gender or other factors.
3 . Evolve work style reform through further promoting the reform of awareness, corporate culture, and business practices and by also visualizing and prioritizing tasks, identifying and reducing unnecessary or redundant work, and facilitating greater cooperation between departments
4 . Promote the recruitment of diverse human resources through various channels, and foster competitive, ambitious human resources who are unafraid of taking on challenges

Human Resource Development Programs

The EBARA Group Human Resource Development Committee is made up of eight principal EBARA Domestic Group companies. This committee conducts ongoing training programs, and regularly reviews and implements improvements to those programs with the goal of supporting the sustainable growth of the EBARA Group through the development of human resources.

In fiscal year ended (FY) December 31, 2017, we implemented a new personnel system that expanded the roles of section and department managers at most of the domestic EBARA Group.
We offer a training program that focuses on providing trainees with the skills necessary to thrive in these new expanded roles.

We will continue to further enhance existing programs for both management and employees, and provide various types of self-development opportunities as well.

Training Program Details

■Career level-based Programs
These are programs offered as shared basic education for the domestic EBARA Group that supports employees at each level of their career to help them develop the skill-set necessary to reach their full potential.
Career Level Program Name Overview
Fresh A
(1st year of career)
New Graduate Training - Guidance on transition from student to working adult
(business manners, etc.)
- About EBARA (business/technologies, etc.,)
New Graduate Follow-up Training - Sharing of information about job/role in the office
- Reflections on 1st year of career
Fresh B
(3-5 year career)
Business Person Training: Basic
(~3 year career)
- Fosters self-motivation
- Encourages initiative and creative problem-solving
Business Person Training: Advanced
(~5 year career)
- Encourages initiative and creative problem-solving with an emphasis on involving and motivating others
- Includes post-training follow-up session
(6-10 year career)
On-the-Job (OJT) Leader Training - Covers fundamentals of On-the-Job Training
- Includes post-training follow-up session
Section Manager Management Training
(Performance Appraisal Training)
- Information regarding current human resource system
- Shares necessary skills for evaluating performance
Section Manager Training - Teaches how to shift from a “player’s” mind-set to a “management” mind-set
- Includes post-training follow-up session
Department Manager Department Manager Training - Development of management & leadership skills
- Includes post-training follow-up session

■Leadership Training (Nomination-only Programs)
EBARA Corporation offers original development programs aimed at the next-generation of leaders (executives, division/department managers). Participants are nominated because of their demonstrated skills/abilities in the workplace.
Program Name Applicable Level Objective Format
Leader A Training Mid to Section Managers Develop candidates for department-level management (Business administration knowledge/skills, etc.) Group Trainings/ School Attendance

Leader B Training Department Managers Develop candidates for division-level management
Executive Development Division Executive Develop candidates for executive-level management

■Special Training (Discussion Program with Executives)
EBARA Corporation offers a special program where executives create their own training programs aimed at fresh employees. These short programs include opportunities for free-flowing dialogue between the two groups.
Program Name Applicable Level Objective Format
Discussion Program with Executives Fresh A
(1-2 year career)
Foster independence and initiative in fresh employees Group training

Enhancing Development of Manufacturing Talent

As an industrial manufacturer, the EBARA Group considers the talent development of manufacturing personnel to be of the utmost importance. We pursue the development of our engineers globally through a variety of measures. In Japan, we train new hires at our on-site Technical Training Center and have established training programs, mainly utilizing off-the-job training methods, that focus on developing the skills necessary to achieve high-levels of safety, quality, improvement activities, and on-time delivery. Globally, we provide training for engineers, conduct tests, and encourage certifications equivalent to those found domestically in Japan.

In the future, we will further enhance the training content and continuously encourage the development of highly-skilled talent with superior management capabilities that can expertly lead improvement activities.

Engineer Development Training at Chinese subsidiary

Globalization Initiatives

As the world continues to globalize, we at the EBARA Group are aiming to become a truly global group under a “One EBARA HR” personnel system, and are working to further facilitate the collaboration and cooperation between group companies, regardless of country or region. The Group values diversity and inclusion and group companies generally recruit talented human resources locally. We are promoting the active exchange of human resources between both domestic and overseas group companies, as well as between overseas group companies themselves, in order to harness the local expertise and diversity of our personnel.

In FY 2019, 15 domestic employees were seconded to overseas group companies around the world and 7 people were seconded to Japan from overseas group companies. In order to facilitate deeper interactions between the group and increase dispachments, we will continue to develop and implement improvements to various human resources infrastructure, such as increasing personnel allocation capabilities, standardizing employment conditions, and improving working environments.

Revitalization of Working Culture

Purpose of Revitalization Efforts and Identified Issues

The purpose of these efforts is to achieve our aims of sustainable growth and improved employee satisfaction. We identified the following three priority measures and are pursuing action across all levels of the EBARA Group to enhance operational efficiency and productivity.

Increase productivity through reform of operational processes and promotion of changing mindsets
Support individual self-development, especially that which encourages initiative
Explore new ways to support diverse working styles and improve modernize working environments

Key Performance Indicator (KPI) and Management Structure

We have set average annual work hours at principal domestic Group companies per employee as the KPI for these efforts. In FY 2019, we were able to achieve an average 1,958 hours worked per employee, a decrease of 110 hours compared to FY 2017 performance of 2,068 hours per employee.

We will continue to effectively manage and promote the implementation of various measures to improve productivity and efficiency, centered on the Work Style Reform Committee, chaired by the President and established in April 2018.

Major Initiatives

Reform of Manager Awareness

The EBARA Group conducts training to promote diversity and enable executive/management-level employees to deepen their understanding of the need to empower women in the workplace. In Japan in FY 2017 and FY 2016, we conducted seminars led by external experts (“Empowering Women as a Management Strategy” and “Organizational Reform Utilizing Diversity of Human Resources.”) We also offer workshops led by external experts that deepen understanding of diversity management through group-work.

Ebara Group Management Training

Diversity Management Training

Improving Meetings

In Japan, the EBARA Group is striving to improve meeting productivity Groupwide through the establishment of standardized operating procedures, such as the sharing of materials before meetings and others. We will continue offering opportunities to employees to improve their meeting management skills through training, etc., to develop human resources that can utilize their time efficiently.

Facilitation Skills Training

Improve Working Environments

In Japan, the EBARA Group is working on improving desks, conference rooms and meeting spaces, installing in-house satellite offices and centralized booths at our facilities.

Increasing the Number of Meeting Spaces with Monitors

Promoting Telework

The EBARA Group in Japan is participating in the Telework Days Initiative promoted by the Japanese Ministry of Economy, Trade and Industry as an association providing special cooperation to the campaign, and is encouraging employees to conduct telework.

Employees Participating in Telework at In-house Satellite Office

Conducting Seminars for Male Employees About Balancing Work and Child-care

In Japan, the EBARA Group has been holding seminars for male employees aimed at giving them the skills to create a better balance between their work and child-care.

Seminar on Balancing Work and Child-care

Work-life Balance

Work-life Balance and the Ebara Group

The EBARA group is committed to conducting business in compliance with local laws and regulations regarding employment conditions.

We pursue this through various measures. In FY 2019 in Japan, the EBARA group implemented a new employee time-clock system, that records the "on-off" time of each employee's computer to allow for employees to better manage their working hours, ensure compliance with local labor laws, and prevent excessive working hours.

We strive to provide our diverse employees with the tools to achieve work-life balance and have implemented a number of benefits programs designed to support the work-life balance of our employees. The scopes of the benefits listed below are limited to domestic group companies in Japan.

Some examples of benefits include:

Hourly paid leave / half-day paid leave
Allows employees to take paid leave in one-hour or half-day units.

Staggered attendance time scheme
Enables employees to adjust the times at which they start and finish work for reasons such as childcare, nursing 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 nursing 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
Enables employees who have left the company for personal reasons such as a major life event to be re-employed according to the company’s needs.

Time off for sick / injured childcare
Eligible employees can take a maximum of 10 days per year 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.

Time off for childcare / nursing care
Additional leave is available to employees who must leave work to care for their family.

Telecommuting program
Implemented as part of our efforts to create a more flexible working environment, this program allows those balancing work and childcare/nursing care to work from home or from another pre-approved location.

Volunteer leave / time off
Allows employees to take a leave of absence or time off from work in order to participate in volunteer activities.

Seminars regarding Nursing Care benefits

In FY 2019, we continued conducting the seminars first conducted in FY 2016, regarding how to better balance work and nursing care of an elder. This seminar covers in-depth tips, as well as a detailed description of the benefit programs available to employees. Employees unable to attend the seminar are sent DVDs of the full seminar, so they may also access the information.

We also have created a manual for employees in Japan regarding use of the benefit programs and it is accessible from the EBARA intranet.

Employee Evaluations and Treatment

Introduction of New Personnel System

EBARA Corporation introduced a new personnel for management-level employees in FY 2017 and expanded it to union members in FY 2018. This system replaces our prior seniority-based grading system and eliminates employee classifications such as “career-track” and “non-career track,” with a system that evaluates and rewards employees based on their contributions and demonstrated performance, regardless of age, gender, nationality, or other factors.

Succession Management

As a part of our strategy for sustainable development and under the E-Plan 2019 key message of “Unlimited Challenge toward Growth,” EBARA has started to put more emphasis on developing our management candidate pool and, as a specific measure, has shifted our targets for the Leader A Training program, a special program focused on fostering young human resources for leadership. We are moving from “one-size-fits-all talent development” to a focus on early-selection and enhanced development from a carefully selected talent pool. As a result of this, the average age of participants in the program has shifted from 41.2 years old to 35.5 years old. This program was started in 2005 and has reached approximately 270 total participants.

Performance Evaluation System

In Japan, EBARA Group’s evaluations are based on two parts. The first part is management-by-objective (MBO), where both management-level employees and unionized employees discuss and decide on a number of goals to achieve within the year with their superiors. Mid-year reviews are held to review progress toward these objectives and final performance is reviewed at the end of the year.

The second part of evaluation varies by type of employee. Management-level employees are evaluated based on the “process” of how they achieved the set objectives, whereas unionized employees are evaluated based on their conduct throughout the year and whether they met the expectations of their career-level.

Employees first submit a self-evaluation of these two parts to their superiors for review. To ensure fairness, the evaluation is reviewed by another three levels of evaluators, whereupon the final evaluation is decided.

Employee Engagement Survey

EBARA an employee awareness survey was conducted in FY 2018 for ~9,000 people working at domestic Group companies. In FY 2019, EBARA conducted the first global engagement survey for EBARA Group employees worldwide and we plan to implement measures to improve on issues identified at each level of our organization.

Labor Relations

Basic Approach

The EBARA Group respects the rights of freedom of association and collective bargaining, and the interests of organized labor and its members in the execution of the business of the Group, and acts in accordance with local labor laws. EBARA Corporation and Group companies have concluded labor agreements with the unions representing employees and we work to create positive relationships with them through vigorous and honest discussions in order to achieve our mutual goals of creating better working environments and furthering the growth of the Group.

The results of these discussions are promptly communicated to employees so that both labor and management have the same understanding of matters agreed upon in these discussions.

Respecting Labor

EBARA Corporation and Group companies in Japan, pursue high-quality communication with Labor by conducting regular dialogues with union representatives in spring, summer, and autumn, in addition to quarterly financial closing meetings to discuss financial results of the Group.

Additionally, the EBARA Group respects collective agreements and employment rules, and regularly checks with both labor and management that we are providing all who work with us a fair and equitable working environment.

- Trade union membership rate for FY 2019 at EBARA Corporation is 98% (As of December 31, 2019) -

Health and Safety

EBARA Group Safety and Health Management Declaration

The EBARA Group recognizes that the physical and mental health and well-being of those who work at the Group is a cornerstone of our healthy operations, a prerequisite for sustainable growth, and an expectation of every person working at the group and their loved ones. The EBARA Group prioritizes safety and health in line with both the CSR Policy and the Code of Conduct and endeavors to provide a safe workplace and a stimulating work environment. We will continue to pursue efforts that help realize greater work-life balance and facilitate the mental well-being of employees in addition to other measures to achieve greater safety and health management.

Masao Asami
President and Representative Executive Officer
11 November 2019

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 for employees, staff, subcontractors, and all people who work at/for the EBARA Group or in our facilities.

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 at or for the EBARA Group are priorities over all other concerns.
2 . Maintenance and execution of a safety and health management system
We shall maintain and execute a sound safety and health management system, conduct effective management, and continuously implement improvements based on risk assessments and other best 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 take measures to 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.

Masao Asami
President and Representative Executive Officer, EBARA Corporation
January 1, 2020

Overview of Occupational Health and Safety Management System

EBARA conducts health and safety management through its Central Health and Safety Committee, membered by division executives in charge of human resources and general affairs divisions, in-house company safety representatives, business site managers, head industrial physicians, and labor union representatives. This committee discusses and promotes occupational health and safety management policies from a Companywide perspective. Information on committee discussions and reports is communicated to the president and the CSR Committee on a regular basis. Deliberations conducted by the CSR Committee are reported to the Board of Directors, who conduct oversight.

EBARA Corporation holds monthly meetings to collect input from employees and facilitate dialogue between management and labor. These meetings are held at locations with employee numbers less than the legal threshold (of 50 or more) for mandatory meetings defined in the Industrial Safety and Health Act of Japan. Effective accident prevention measures are then shared across the Group.

Measures to Enhance Safety and Health


EBARA implements various measures to encourage employees to maintain both physically and mentally healthy lifestyles. Some major domestic Group initiatives include:

100% EBARA Domestic Group Annual Medical Checkups
We aim to conduct annual health examinations for 100% of employees to facilitate employees’ ability to manage their health and detect health conditions or diseases at an early stage.
FY2019: 100% achieved

Stress Checks
We conduct stress checks for all employees annually. The results are used to raise awareness regarding the importance of mental health as well as to provide assistance to people with identified problems. The stress checks allow for the early detection of mental health issues, provide insight into employee engagement, and the results inform our engagement improvement measures.
FY2019 Measures
For managers: “Praise and Reprimand Training,” “PEP Talk Training”
For all employees: “Mindfulness training,” etc. (412 participants)

Health Improvement Programs
We plan and implement a variety of programs to promote health and improve lifestyle-related diseases. These include such programs as, “e-Walking,” “Diet improvement Program,” "Smoking Cessation Support," etc. Going forward, we will increase programs beyond walking promotion programs into programs that help participants visualize/track their mood and sleep quality to better measure and verify the impact of these programs.
FY2019 Results
- e-Walking: 613 participants
- Diet Improvement: 585 participants
- Smoking Cessation Support: 8 participants
- Smoking Cessation Seminar: 131 participants

Prevention of Passive Smoking
Following the revision of the Japanese Health Promotion Law in April 2020, smoking indoors will be banned to prevent passive smoking by employees. We will continue to raise awareness regarding the harmful effects of smoking by conducting events that allow employees to measure the age of their lungs or experience a smokerlyzer, etc., and provide support for those who wish to quit smoking by subsidizing treatment costs and other measures.

Provision of Information for Female-Specific Health Issues
We plan and conduct various seminars and screenings catered to health issues and diseases found most commonly in females. In FY2019, we conducted seminars on breast cancer, the life-cycle and health of women, in addition to other topics.
FY2019 Results
Life-cycle and Health of Women Seminar: 102 participants

Provision of Information for Seniors
We plan and conduct various seminars regarding ways to prevent muscle deterioration and back pain aimed at re-employed retirees and others of advanced age.

Collaboration with Health Insurance Society
We act in cooperation with the EBARA Health Insurance Society to provide employees at the four largest business sites in Japan with access to occupational health staff, including industrial physicians. This enables employees to see healthcare professionals during working hours.

Enhance Employee Communication
In addition to conducting various sports tournaments organized by the Ebara Cultural Athletic Association, we work to promote health and communication among employees by subsidizing employee-organized events such as bird watching, hiking trips, and others.

Additionally, global health issues such as infectious diseases like AIDS, tuberculosis, and malaria, are addressed through activities such as identifying high-risk travel destinations and providing employees going on business trips to those areas with surgical masks and relevant information, subsidized vaccinations, etc. Global crisis emergency planning is also in place and we ensure employees register the locations they will travel during their business trip, are aware of important emergency medical response information through provision of emergency health card, and other measures to ensure their health and safety while traveling overseas.

Safety Patrols by Consultants

EBARA conducts safety patrols internally and also implements third party risk assessments conducted by occupational health and safety consultants. Such consultants are also asked to confirm the status of measures for preventing recurrences of accidents at sites where occupational accidents have occurred. The results of these activities are reported to the Central Health and Safety Committee, and measures are implemented to improve occupational health and safety at business sites.

Safety and Health Data

EBARA formulates and implements occupational health and safety plans aimed at achieving its goal of lowering the rate of occupational and property damage accidents at the Company, Group companies, and subcontractors. A target of below 8 accidents per 1,000 people has been set for this occupational health and safety indicator to be achieved by FY2020.

We benchmark our occupational health and safety performance against the Japanese average (according to data released by the Ministry of Health, Labour and Welfare) and continue to significantly exceed national lost time incident rate averages.

♦Key Japan Group Company Data
Industrial Accident Status FY ended EBR ED EFB ERS EETC EEP EFT EA
Total Number of employees 2018/12*1 3,951 186 276 567 449 2,164 214 152
Frequency rate*2 2018/12 0.1 0.0 1.7 0.0 0.0 0.7 0.0 0.0
2017/12*1 0.0 0.0 4.8 1.2 1.5 0.3 0.0 0.0
2017/3 0.1 2.3 5.4 0.9 0.0 0.9 0.0 9.5
2016/3 0.4 4.8 0.9 0.8 4.5 1.2 0.0 8.1
2015/3 0.1 2.4 3.6 0.7 5.6 0.5 0.0 8.1
Occupational Fatalities 2018/12 0 0 0 0 0 0 0 0
2017/12*1 0 0 0 0 0 0 0 0
2017/3 0 0 0 0 0 0 0 0
2016/3 0 0 0 0 0 0 0 0
2015/3 0 0 0 0 0 0 0 0
Number of Industrial Accidents*3 2018/12 26 0 5 0 1 29 0 0
2017/12*1 12 2 4 1 2 14 1 0
2017/3 19 1 3 1 0 37 1 2
2016/3 13 2 2 1 4 34 0 2
2015/3 9 1 1 7 5 24 0 3
*1 9 months (2017/3~2017/12) of data is shown here, due to our change of fiscal year end date.
*2 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 temporary/other workers, in fiscal year ended 2017/12.
*3 Includes accidents not serious enough to result in missed work.

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.

Response to Workplace Accidents

EBARA works to ensure the safety of all involved in its operations and endeavors to prevent workplace accidents.

The Central Safety and Health Committee, membered by division executives in charge of human resources and general affairs divisions, in-house company safety representatives, business site managers, head industrial physicians, and labor union representatives, is held three times a year. This Committee discusses the specific initiatives related to safety and health of those who work at the group, how those initiatives are progressing, and next steps towards implementation as part of a systematic effort to solve problems at their sites and promote Companywide Safety and Health standards.

In addition, we have issued a questionnaire to all EBARA Group business sites with manufacturing bases to determine the safety awareness of each applicable Group site, and are also conducting risk assessments with the advice of outside consultation.

We strive to reduce the number of industrial/occupational accidents and prevent the recurrence of accidents that do occur through the dissemination of accident situations horizontally across business organizations and sites, and by sharing “Points for Formulating Measures to Prevent Recurrence,” a report created by occupational safety consultants in the event of an accident.

External Recognitions

EBARA Obtains the Highest DBJ Health Management Ranking