DIVERSITY PROJECT REPORT 2018-2019

Introduction

Aiming to Realize Diversity in theResearch Environment
Promotion of the Career Advancement Project for Women Researchers(CAPWR)
Project Executive
Misako Aida, Executive Vice President for University Reform,Hiroshima University
Professor, Graduate School of Science
This report summarizes the status of activities in FY 2018 in the Career Advancement Project for Women
Researchers (CAPWR), which was adopted in the Initiative for Realizing Diversity in the Research
Environment (Collaboration Type) by the Ministry of Education, Culture, Sports, Science and Technology(MEXT) Program in FY 2017. In CAPWR, Hiroshima University has been the Lead Organization; Mazda
Motor Corporation, Delta Kogyo Co., Ltd., and the International Development Center of Japan have acted
as Collaborating Organizations; and, as stated in this report, several other Member Organizations haveparticipated.
Hiroshima University has a track record of promoting career advancement for women researchers,
engaging in a series of MEXT Programs: “Large-Scale Support for the Training of Women Researchers asLeaders” (2007–2009), “Promoting Activities among Women Researchers by means of Large-Scale
System Reforms” (2010–2014), and “Project to Support Research Activities by Women Researchers(Position-Type) (2013–2015). While implementing these support activities, Hiroshima University has beenpromoting internal system reforms and conveying this spirit to other organizations.
In CAPWR, four Task Forces have been set up, which are as follows:(1) Institutional Enhancement by Improved Existing Approaches to Diversity(Construction of research environment that gives consideration to the life events and work-life balanceof women researchers)(2) Capacity Development in Women Researchers’ Research Activities(An approach to improving the research capabilities of women researchers and training leaders who
can participate internationally)(3) Positive Action in Recruitment and Promotion of Women Researchers)(An approach to positive employment of women researchers, support for reinstatement/reappointmentof women researchers who have been suspended from or left a research post, and positive employmentof women researchers in high-level positions)(4) Model Development for Creating a Diverse Research Environment(Construction of model initiatives to create a diverse research environment based on surveys incooperation with various organizations)
In these Task Forces, universities, manufacturing companies, and international think tanks are cooperating
and demonstrating their strengths so as to promote activities by women researchers.
These activities are wide-ranging, so almost all of the offices within Hiroshima University, arecooperating for their implementation. The areas in which Lead Organization, Collaborating Organizations
and Member Organizations are located, are being highly globalized so this project should greatly contributeto develop research capabilities and industry-academic cooperation as well as international perspectives,
leading to the further global development of various related organizations while being rooted in the localarea.
CAPWR is scheduled for implementation across a six-year period from 2017 to 2022. Although thesecond year is coming to an end, in order to make the approach more effective, there is a need forunderstanding and cooperation from many people. The activities and results for the second year since thestart of this project are summarized below. Please take a look at the activities in this project and do nothesitate in offering your opinions in order to make this an even better approach.
March 201901

GreetingYoshiyuki Maeda, Department HeadR&D Technology Administrative Department, Mazda Motor Corporation
Mazda Motor Corporation believes that “the biggest Seven Principles of the Mazda Way
Integrity
management resource is people,” and we therefore aim to ■ We
continue acting with integrity
towardour customers, society and in
be a company where people are animated more than at any
our own work.
other company. In order to realize this goal, we are engaging ■ Basics/Flawless execution
We devote ourselves to the basics,
in human resource development with the “Mazda Way” as
and make steady efforts in a
step-by-step fashion.
the pillar of this initiative, which is shared by all employees of■ Continuous kaizen (improvement)
the Mazda Group in Japan and abroad. Furthermore, we
We continue to improve with wisdom
and ingenuity.
provide various opportunities to enable each and every ■ Challenger spirit
We set ambitious goals and keep
employee to independently dedicate their greatest effort to achieve goals pertaining to theirchallenging to achieve them.
growth and success. In turn, such efforts will ultimately lead to big achievements for us as a ■ Self-initiative
We think and act with “self-initiative.”company. Among these opportunities, in addition to the efforts taken to promote flexible work ■ Tomoiku (mutual growth and success)We learn and teach each other tostyles and improve the working environment and policies in order to further establish
advance our mutual growth andsuccess.
work–life balance, we have taken concrete measures and drawn up growth plans for the■ ONE MAZDA
placement of women in leadership positions while continuously training top management
We think and act from the “Global”
and “One Mazda” perspectives.
candidates in various locations in Japan and overseas and promoting the recruitment andsuccess of those with physical or mental disability.
We aim to impart to university and graduate school students who are finding employment that we, Mazda, is a place where
one can develop “high aspirations and practical skills.” Accordingly, in addition to the internships that are conducted for both
men and women, we are holding seminars and bus tours to provide women students the opportunity to observe the work styleand daily lives of women employees at Mazda. Moreover, with the goal of increasing awareness among women aiming to study
the still male-dominated fields of science or engineering, we recently published a booklet titled “°C: Celsius” that introduces thewomen employees of Mazda. Mazda Motor Corporation will continue to respect the diversity of our employees and work tofoster a corporate culture that encourages individuality while also calling for cooperation and collaboration to contribute to thecompany and society, thus continuing our various efforts to fully realize diversity. Moreover, we will continue our ongoing efforts
to promote work–life balance to support our employees who hold diverse values and lifestyles in succeeding while alsobalancing their personal lives with their work lives.

Yumi Ogura, Assistant Manager
Business Development Department, Delta Kogyo Co., Ltd.
It has been two years since we had the opportunity to join the Initiative for Realizing Diversity
in the Research Environment. Personally, I have spent most of my working life for research anddevelopment, and have come to realize that it takes at least 20 years to build even a single newtechnology, and that it takes an even greater number of years to develop human resources. Bothindividual employees and the company are daily working to initiate a new approach toward
developing and improving the skills, and expertise passed down by senior members, and while
maintaining and sustaining our capacities so that even when there is a change in theenvironment, there is no loss of opportunity for skills formation.
Under this Initiative, we work for an increase in awareness in addition to institutional enhancement. Accordingly, although it
has only now gotten underway, we will continue our programs such as “trainings for women’s advancement” or approaches thatencourage career advancement through obtaining public qualifications or incentives to work.

Michio Watanabe, General Manager
International Development Center of Japan
In collaboration with CAPWR, International Development Center of Japan (IDCJ) conducted
three major activities in FY2018 to strengthen the leadership of our female employees. Firstly,
one of our subsidiary companies, International Development Center of Japan Incorporated
developed an action plan, following the Act on Promotion of Women’s Participation andAdvancement in the Workplace, in April 2018 and after the various efforts it obtained the“ERUBOSHI (L-Star)” certificate at the level of “3 Stars” from the Ministry of Health, Labour andWelfare in August 2018.
Secondly, IDCJ reviewed their management system through group leaders. Before thereview, five out of the six group leaders had been men. After the reviewing their capacities and aptitudes, we have now fivefemale and one male group leaders. Thirdly, IDCJ conducted career training courses for women employees in December 2018,
which was the first training targeted female employees conducted by IDCJ since its establishment in 1971.
IDCJ will continue to be engaged in various efforts toward the achievement of our goals of increasing women leaders while
being led by the lead organization, Hiroshima University.

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