Employment/ Diversity and equal opportunity

Material Issue Employment

  • Targets/Vision
  • Review the conventional work style, encourage employees to take paid leave and reduce long working hours, in order to secure and retain talented human resources

Management and Promotion Method of Employment

[Responsible Departments]
  • Personnel Department
[Policy/Point of view]

As we understand that the major premise of sustainable growth of a company is to create a vital organization where diverse employees can fully demonstrate their strengths and abilities, we are committed to making comprehensive improvement of treatment by closely paying attention to each employee from various angles including the employment policy, form of employment, wage system, evaluation system and individual treatment.

[Visions]

Review the conventional work style, encourage employees to take paid leave and reduce long working hours, in order to secure and retain talented human resources

[Measures]
  • Set the total hours worked target for each department and the target number of days to take paid leave and manage them on a monthly basis. In order to achieve these targets, we established the “Work Style Innovation Department” which, in collaboration with Personnel Department, Corporate Information Systems Department and other relevant sections, promotes initiatives/efforts such as improving/reducing daily operations and systems, setting a no overtime day and creating a flexible working system.
  • Conduct an “employee survey” every two or three years on a continuous basis for the purpose of understanding employees’ satisfaction level and evaluation for the management as well as exploring effective measures.

Work Style Innovation

As we understand that the major premise of sustainable growth of a company is to create a vital organization where diverse employees can fully demonstrate their strengths and abilities, we are committed to making comprehensive improvement of treatment by closely paying attention to each employee from various angles including the employment policy, form of employment, wage system, evaluation system and individual treatment.
In fiscal 2018, we established the “Work Style Innovation Department” to improve and support work processes as well as make proposals and give guidance to improve work efficiency through the use of IT. Mainly the department manages the progress of the initiatives monthly and is promoting efforts to generate high added value within a limited time.
In addition, to understand the relative level of the Company's engagement compared to other companies, we conduct an awareness survey of full-time employees using an external research agency and strive to improve the workplace environment and job satisfaction.

“Work Style Innovation of Individuals and the Organization” - Achievements and Future Initiatives

Sales per man-hour(fiscal 2014 = 100) 2016 99 / 2017 104 / 2018 109 / 2019 104 / 2020 97


Streamlining production line operations
using IT

Support and enhancement of work-life balance

In order to create employee-friendly working places where everyone is satisfied with their work, we have introduced a flextime system and a paid leave system that allows to take paid leave by the hour as well as other systems as follows:
In October 2019, we obtained the “Kurumin” certification as a company that proactively provides child-rearing supports to employees.
Also, in April 2021, we expanded the scope of eligible employees for the work-from-home system from certain employees caring for their children or family members to all employees.

Annual paid leave taken 2016 11.1 / 2017 11.4 / 2018 12.0 / 2019 12.9 / 2020 11.9

Major systems supporting work-life balance

System Detail
Childcare leave Available until the end of April after the child reaches three years of age
Short working hour for childcare Available until the child finishes the third grade (with options of reduction by 1 or 2 hours)
Nursing leave/family care leave Available up to 5 days in a year per family member, or up to 10 days in a year for two or more family members
*during one year from April to March of the following year
Leave of absence for family care Available up to 365 days per family member in need of care
Short working hour for family care Option of reduction by 1 or 2 hours
Work Location Change Request System May request a change of work location for reasons such as the spouse’s transfer or family care
Re-employment System May request to be re-employed in cases of resignation due to marriage, childbirth, childcare, spouse’s transfer or family care
Work-from-home System May work from home if employees can improve productivity by concentrating self-directedly

Initiatives for the “Living with COVID-19”

It has been approximately two years since the outbreak of COVOD-19, and “Living with COVID-19” is becoming the new normal. The Group has implemented various initiatives to continue our business activities and contribute to local communities while ensuring the health and safety of stakeholders including employees and suppliers.

Introduction of vaccination leave

From May 2021, we allow our employees to get vaccination during working hours using paid leave to enable them to flexibly secure time to get vaccination, including travel time and waiting time after vaccination. Employees are also allowed to use paid leave until the next day if they experience side effects such as fever or fatigue after vaccination as well as when they accompany their family members to their vaccination during working hours on weekdays.

* Getting vaccination is only a recommendation, and we respect individual choices as to whether to get the vaccination.

Introduction of a special leave system to deal with temporary closures of children’s school

In 2022, the explosive outbreak of the Omicron variant caused a sharp rise in temporary closure of elementary schools and class closures, so we allowed employees who need to take care of their children at home to take a special paid leave for a limited period.

Prompt PCR testing of those identified as close contacts

As the continued spread of COVID-19 puts a strain on operation of medical institutions and public health centers, we set out a definition of and notification rules for close contacts within the Company and paid for PCR tests to promptly check the infection of close contacts and maintain normal business activities.

Material Issue Diversity and equal opportunity

  • Targets/Vision
  • ● Continue recruitment regardless of race, creed, gender, and nationality
  • ● Ratio of female new graduates employed: 20%
  • ● Ratio of persons with disabilities employed: 2.3%

Management and Promotion Method of Diversity and equal opportunity

[Responsible Departments]
  • Personnel Department
[Policy/Point of view]

The Group sets forth the respect of human rights, personality, and individuality in the “Group Code of Conduct” and aims at creating non-discriminatory, safe, comfortable, and pleasant workplace atmosphere. We are working to establish a system and workplace where diverse employees can work vigorously and demonstrate their abilities as part of our effort to promote diversity.

[Targets/Vision]
  • Continue recruitment regardless of race, creed, gender, and nationality
  • Ratio of female new graduates employed: 20% (same as the figure in the activity policy submitted to Ministry of Health, Labour and Welfare under the Act on Promotion of Women's Participation and Advancement in the Workplace)
  • Ratio of persons with disabilities employed: 2.3% (compliant with the relevant law)
[Measures]

Implement internal initiatives to promote and achieve the numerical targets for the recruitment of female employees, persons with disabilities, and foreign nationals (creation of organization and culture capitalizing on diversity, fair employment opportunity and evaluation, promotion of work-life balance, and development of self-directive human resources/managers, etc.)

To mobilize talented workforce with diverse background and continue to create new values

In addition to recruitment/employment aiming to achieve the above targets, we are also working on initiatives such as creation of organization and culture capitalizing on diversity, fair employment opportunity and evaluation, promotion of work-life balance, and development of self-directive human resources/managers. In fiscal 2021, new university graduates employed included 27.8% of women (joining in 2022), 2.20% of persons with disabilities (short by two persons to the statutory requirement, as of March 1, 2022), and one foreign national (joining in 2022).