CSR / Environment

Diversity Management

Developing Diversity Management

Fiscal 2018 Objectives Fiscal 2018 Achievements Self-Evaluation
  • Promote measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
  • Maintain 2.4% employment rate for the disabled
  • Promoted measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
    Percentage of female managers: 3.6% as of June 1, 2019 (0.3-point increase from previous year)
  • Maintained employment rate for the disabled
    2.43% as of June 1, 2019
Priority Objectives for Fiscal 2019
  • Promote measures in line with action plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
  • Maintain 2.4% employment rate for the disabled
  • Self-evaluation: ★★★ Achieved more than targeted / ★★ Achieved as targeted / ★ Achieved to some extent

Concepts Underlying the Diversity Program

  1. Diversity management is a human resources strategy for utilizing a diverse range of employees; it is also a business strategy.
  2. At Sharp, diversity is built upon the company’s business philosophy.
  3. Formulate and pursue programs aimed at capitalizing on the unique individual attributes of various employees—including women, non-Japanese employees in Japan, the disabled, and retirees—and promote their active participation in the company.
  4. Consistently promote diversity.
  5. As a foundation for promoting diversity, strive to ensure that systems supporting the balance between work and family life become widespread and take root.
  6. Work to build a corporate environment that accepts diversity.

Promoting Activities of Female Employees

Sharp formulated an action plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace, which came into effect in April 2016. In line with this action plan, Sharp is working to raise the percentage of women in all job categories and increase the number of women in managerial positions. This will enable it to achieve further diversity in its workforce and contribute to society through better products and services. To this end, Sharp has set the following goals and is actively pursuing further engagement of its female employees.

Goal Deadline
  • Have at least 5% of managers be women
  • Have at least 20% of all employees use systems for flexible work styles
By the end of fiscal 2019

Promoting Female Employees to Managers

For years, Sharp has striven to expand the roles of women in the workplace and promote female employees to managers. In June 2019, the number of female managers was 75, an almost four-fold increase compared to the 21 female managers in 2005, the year Sharp launched a program to promote more women to managerial positions.

Number of Female Managers

Sharp Corporation Personnel Composition






Directors, audit and supervisory committee members 9 0 9
Employees Executive officers 6 0 6
Managers 1,895 70* 1,965
General staff
(New employees who are graduates of universities and technical colleges)
Subtotal 10,548 1,192 11,740
Total 10,557 1,192 11,749
Ratio 89.9% 10.1% 100.0%
  • Five promoted on June 1, bringing the total to 75

(As of April 1, 2019)

Ratio of Men and Women at Major Overseas Subsidiaries


Base Directors, managers Non-supervisory employees (permanent employees) Total







SEC (US) Sales, production 82.4% 17.6% 70.9% 29.1% 71.7% 28.3%
SEE (UK) Sales, production 85.5% 14.5% 74.8% 25.2% 76.5% 23.5%
SEID (Indonesia) Sales, production 82.9% 17.1% 68.9% 31.1% 69.6% 30.4%
SATL (Thailand) Production 66.7% 33.3% 28.7% 71.3% 29.6% 70.4%
SMM (Malaysia) Production 80.6% 19.4% 41.2% 58.8% 44.3% 55.7%
SOCC (China) Production 83.2% 16.8% 27.9% 72.1% 31.5% 68.5%
NSEC (China) Production 63.6% 36.4% 64.0% 36.0% 63.9% 31.6%
WSEC (China) Production 60.0% 40.0% 44.7% 55.3% 45.5% 54.5%

(As of March 31, 2018)

Supporting Employees Returning from Maternity or Childcare Leave

Sharp has held reinstatement support seminars every year since fiscal 2014. These seminars involve an explanation of the company’s current circumstances and incorporate various support systems related to childbirth and nursing. As well, employees who have returned to work after taking childcare leave share their experiences and provide advice on how to balance work and child rearing. Attendees are also given the opportunity to build networks with other working mothers. These seminars help to resolve anxiety during time off from work and foster a positive mindset about returning to work.

Supervisors of employees returning to work also take part in seminars, which help make for a stronger, workplace-wide support system.

In fiscal 2018, Sharp introduced two new systems: one for subsidizing the fees for non-registered daycare facilities, and one for giving one-off payments to employees making an early return from childcare leave. The goal is to support employees who are eager to advance their careers after returning to work from maternity leave or childcare leave.

Expanding Opportunities for Non-Japanese Employees in Japan

With the globalization of business, Sharp is working globally to secure and systematically train human resources who can meet the needs of each workplace. In recent years, Sharp has promoted greater employment of international students and people of other nationalities residing in Japan. As of April 2019, there are approximately 180 non-Japanese employees from 14 countries working in various departments.

To avoid illegally employing undocumented workers, Sharp checks the residence status of all foreign nationals before hiring them. This follows the advice of the Immigration Services Agency of Japan’s Ministry of Justice. (Sharp uses an Agency website to validate residence card numbers.)

Reemployment of Retirees

In 2001, Sharp introduced a professional employee system that reemploys employees who have reached the mandatory retirement age of 60. This stems from the company’s stance on promoting the utilization of senior employees who have a strong work ethic. It also takes into consideration employees who wish to give back and contribute to society through the skills and knowledge they have accumulated over many years. Sharp reviewed its standards in response to the revised Act on Stabilization of Employment of Elderly Persons, which came into effect in April 2013. Employees who have reached the mandatory retirement age of 60 and wish to continue working can be reemployed until the age of 65 in jobs that the company needs them for.

Promoting Employment of the Disabled

Ever since Sharp founder Tokuji Hayakawa established the “accumulation of community service” as one of the “Five Accumulations of Competency,”* Sharp has been actively involved in social service and welfare. The entire Sharp Group makes efforts to promote the employment of the disabled and to create a better work environment for these employees.

Specifically, Sharp launched a recruitment website addressing the employment of disabled people. This website contains information on initiatives to hire such individuals to work in the Sharp Group. Sharp is also striving to make the working environment more accessible for disabled employees. For example, during training sessions attended by hearing-impaired participants, there are support measures such as voice recognition software and PC note-taking (a method for conveying audio information by entering it into the keyboard of a PC) so that voice communication is converted into text for participants to read and understand.

As of June 1, 2019, the Sharp Group employed approximately 340 disabled persons. The percentage of disabled employees among all employees was 2.43%, well over the 2.2% rate mandated by law (as stated in the Act on Employment Promotion etc., of Persons with Disabilities)

  • Accumulation of trust, accumulation of capital, accumulation of community service, accumulation of human resources, and accumulation of trading partners

Employment Rate of the Disabled in Japan