Recruitment and Workplace Environment Maintenance

Diversity and InclusionRecruitment and Workplace Environment Maintenance

In addition to our continued commitment to provide employment for people with disabilities, we also strive to cultivate a work environment in which the diverse backgrounds and values of employees are respected and in which employee welfare and happiness are prioritized.

In addition to our continued commitment to provide employment for people with disabilities, we also strive to cultivate a work environment in which the diverse backgrounds and values of employees are respected and in which employee welfare and happiness are prioritized.

Efforts to Retain and Empower Employees

Work-style Reforms

We started promoting work-style reforms in 2017. Since then, we have implemented a wide range of initiatives, including expanding work-style diversity to encompass telecommuting, flextime and the like, implementing five-day holidays and no-overtime days, supporting employees in balancing work with childcare and nursing care, and hosting work-style reform seminars. These efforts have enabled us to reduce overtime work and increase the taking of paid leave. Our employees reap the benefits of these efforts in the form of lump-sum payments, an expanded welfare program, IT investment, and in other ways. We will continue to pursue improvements as we review and revise our efforts.

Support for Raising the Next Generation and Women’s Empowerment

In February 2019, we received Platinum Kurumin accreditation under the Act on Advancement of Measures to Support Raising Next-Generation Children in Japan and have continued providing such support.

Under our Women’s Empowerment Project, we hold events for female employees to exchange information and opinions with staff at other firms. We are also working to nurture female leaders (*) for positions in management.

We aim to secure a certain number of female employees at the time of recruitment, with females accounting for 33.3% of the new graduates in career-track positions recruited in 2022. Females account for 9% of all employees and 1% of managers, but the percentage of female leaders among female employees has increased to 12.9%, and we have increased the number of personnel who will be future candidates for female managers. Future goals will be for an ongoing metric for females to account for at least 25% of new graduates in career-track positions and goal of doubling the number of female managers in 2022 by 2028.
* A female leader is a female employee who oversees and manages subordinates

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Active Participation of Senior Workers

As Japanese society ages and fewer children are being born, it is becoming imperative to utilize our senior workforce. We have raised wage levels for senior employees incrementally and put in place a system for rewarding them, which reflects the extent of their work and how well they carry out their duties. We wish to further utilize motivated and capable seniors and promote a smooth handoff to the younger generation.

Empowering Employees with Roots in Other Countries

Year by year, as the number of our employees with roots in other countries increases, we are providing support by following up to ensure an understanding of the company’s policies, offering Japanese language classes and a mentoring system, and through other appropriate means to support smooth workplace communications. Given this situation, the Company promoted the first foreign national employee to a position of manager in October 2019, and has continued to promote foreign national employees since that time. In January 2023, we appointed the first ever foreign national employee of an overseas subsidiary as executive officer at Head Office. Going forward, we will be putting energy into ensuring that workplace environments allow employees of many different backgrounds to participate in the workplace with vitality, building synergy through the mutual respect of each other’s culture.

Career Employees

In recent years, we have focused on recruiting career employees who combine both high levels of expertise and professionalism. In 2022, 53% of new recruits were career employees. As of the end of 2022, career employees account for 16% of all employees, which is up from the 11% recorded 5 years previously (as of the end of 2017). In addition, the number of managers who are career employees has increased 1.8-fold over 5 years, as a result of the recruitment of career employees and the nurturing of candidates for managers amongst that cohort. Based on our views on ensuring diversity, we will continue to assess and recruit according to abilities and appropriateness regardless of recruitment class.

Health and Productivity Management

We believe that improving the health of all employees leads to corporate growth. We have therefore been developing health and safety activities based on health and productivity management.

Health and Productivity Activities

We have established key performance indicators (KPIs) for mental and physical health, and are rolling out activities, education, and other initiatives aimed at improving the health of employees in each area.

Health and Safety

Regarding health and safety, our Principles of Activities state that “We put safety first in everything we do, and we abide by all rules and regulations regarding health and safety.” Under our companywide health and safety program, our health and productivity management philosophy forms the basis for an action policy aimed at maintaining and improving the mental and physical health of each employee. This allows us to create a vibrant working environment that increases the creativity and productivity of the entire corporation.