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H1

Together with Employees

承認:エディタ

Human resources are the most important asset of our Group. We make the cultivation of independent growthoriented human resources our basic policy for human resource development, and require all employees to take action on their own to generate results. Toward this end, we seek to increase our corporate value by supporting employees’ capacity development and by continuously enhancing the value of our human capital.

Concepts and policies regarding human resources

Policies regarding hiring initiatives
Amid great changes taking place in the business environment, securing the diverse, outstanding human resources that are the wellspring of competitiveness is essential to the sustainable development of our Group.
In order for all employees to maximize their individual personalities and abilities, and to consolidate these into a powerful force aimed at creating new value, we hold the following image of the human resources that our Group seeks.

  • Persons who possess passion, persistence, and the toughness to carry through to the end
  • Persons who possess the initiative to jump into new areas despite inexperience
  • People who think for themselves and seek to solve problems

In creating this image of the human resources we seek, we compare notes against departments’ specific needs and the human resources management visions of the Human Resources & General Affairs Dept. This Department undertakes its yearly recruiting activities on the basis of hearings with individual departments.

Our policies for undertaking human resources development
While working to solve social issues through innovation, we will meet the expectations of our customers and enhance the profitability that forms the foundation of sustainable growth. Toward that end, developing the capabilities of the employees who support our management foundation is indispensable. In addition to actively developing company-wide improvement activities in production, sales, engineering, services, and elsewhere to raise the efficiency of all work and turn the reserves thus created into resources for growth, we will tackle cross-training and other human resource development that enhances added value.

Personnel management system diagram

Initiatives for work style reform

The Company enacts numerous measures and has established programs including telework, flextime, noovertime days, and childcare and nursing care programs to flexibly accommodate diverse work styles and let all employees fully exert their capabilities.
 For employees seeking venues for communication outside of work, such as club activities and social gatherings at workplaces, the Company strives to provide opportunities by bearing a portion of expenses.

Monthly average overtime hours
* Average for professional positions only


Paid annual leave utilization ratio
* C positions: Creative positions (managerial positions);
 P positions: Professional positions (general positions)
* Aggregated for each year from October 1 to September 30 of the following year.
Number of persons taking childcare leave
* The number of persons newly taking childcare leave each fiscal year is counted; persons continuing childcare leave from the previous year are not counted in the year of continued leave.

Number of persons taking nursing care leave
* The number of persons newly taking childcare leave each fiscal year is counted; persons continuing childcare leave from the previous year are not counted in the year of continued leave.

Number of persons taking special annual leave
* Special annual leave refers to leave days newly granted on October 1 in number equal to days of annual paid leave that had expired in the previous year. It is used for treatment of non-occupational injuries or illnesses, etc., for the purpose of employee welfare. Persons who have used at least one day of the year during the fiscal year are counted.

Education system

Career plan
To enhance the value of our human capital, we offer education and training to all employees, from new entrants to executives.
 Specific examples include hierarchical education in the form of level-specific training for the maintenance of knowledge and skills, line manager education in the form of training for the acquisition of management skills and knowledge, and training of selected candidates as future executives.

Knowledge and skills acquired at each level of hierarchy

* C positions: Creative positions (managerial positions); P positions: Professional positions (general positions)

Education Initiatives in Fiscal 2020

Use of external training during the COVID-19 pandemic
The unprecedented turmoil caused by the COVID-19 pandemic has had major impacts on education and training. Group education, external training, and other activities normally carried out in the real world have become difficult. We have switched to remote methods for these activities, and are working to address employees’ motivation for voluntary study by developing flexible training formats. As one example, in fiscal 2020 we enhanced the business skills courses that all employees can audit online.

Training by in-house instructors
In the past, our educational activities have made use of external resources including instructors from outside the Group and course attendance at external institutions.
In some areas of curriculum, however, including training in legal affairs, sales, and manufacturing, we appoint our employees as instructors. Merits of this initiative include the ability to acquire knowledge and case study information that are specific to the Group and not readily available from outside lecturers, as well as the ability to raise awareness of in-house education through collaboration with departments in the Company.
 While some courses were canceled in fiscal 2020 because of the COVID-19 pandemic, we are carrying out education in 20 of our 42 major courses under in-house instructors.
 Through a hybrid curriculum that combines these internal resources with external resources, we are working to maximize educational impact.

Policies and initiatives for diversity

Our Group is strengthening the employment of women and persons with disabilities who seek work, and is developing environments conducive to work.

Promotion of active participation by women
By addressing legal revisions and holding discussions with labor unions, we are advancing the creation of environments that are conducive to work by female employees. As in-house programs, we have established childcare and nursing care leave programs along with a reduced working hours program for childcare.

Accepting special needs school students as factory trainees
Every year, our Sano Plant accepts student interns from neighboring prefectural high schools. In fiscal 2020, we accepted students with mild intellectual disabilities from a special needs school in Tochigi Prefecture in response to a factory training request from the school. Prior to the two-week training, we held preliminary meetings with the teachers from the school and the students’ guardians, and agreed to make safety the highest priority in the training and to set a goal of teaching participants to perform their tasks on their own.
 Teachers and guardians made observation visits several times during the training, during which we received thanks for the work procedure manual that we created for the students. The students gained proficiency more quickly than expected, and yielded results that satisfied both sides in post-training reviews. The plant views the experience as a positive one for the future hiring of persons with disabilities.

Employment of persons with disabilities
When hiring people with disabilities, we make physical enhancements incorporating wheel-chair accessible workplace layouts and offices with improved toilets, and also prepare opportunities for education to promote understanding of disabilities among members of the accepting workplaces. After individuals join the Company and receive assignments, the Human Resources Dept. checks regular reports from the workplace, makes regular workplace visits, and communicates closely in providing labor management and necessary care.

Number of persons with disabilities employed