Approach to Human Resource Management

Approach to Human Resource Management

We believe that it is our corporate social responsibility to respect the ideas and actions of autonomy and independence of each individual employee who is entrusted to us by society, and to provide them with opportunities to develop through their work. To this end, we respect the character, individuality, and diversity of our employees and, by ensuring a safe and comfortable working environment, we will fulfill our responsibilities at work, at home, and in society. We will promote the creation of a vibrant and rewarding workplace where both employees and the company can develop together.

Basic employee data (Scope: Japan, as of the end of the fiscal year)

	FY2022	FY2023	FY2024
Number of employees (total)	1,200	1,190	1,226
Management (Male)	182	170	171
Management (Female)	8	8	7
General employment (Male)	899	894	917
General employment (female)	111	118	131
Number of new graduates hired (persons)	39	39	49
New graduate retention rate (%)	87	87	84
Number of career hires (persons)	31	58	61
Percentage of career hires (%)	44.3	59.8	55.5
Percentage of employees who quit within 3 years (%)	23.8	32.4	25.6
Percentage of women in new graduates (%)	15.4	15.4	24.5
Average age (years)	38.6	38.8	38.9
Average years of service (years)	14.7	14.7	14.7
Number of foreign employees (persons)	31	29	44

Personnel Evaluation and Compensation System

In FY2017, we introduced a new annual salary-based personnel evaluation and compensation system for managers that emphasizes the following four points: Correcting seniority-based treatment; reflecting contribution to the company in compensation; a compensation system based on company, department, and individual performance; and motivation to take on challenges. In addition, a new personnel evaluation and compensation system for general employees in April 2019 was introduced, which focuses on early promotion to management positions, raising wages for young to mid-career employees, promotion and salary increases based on evaluations, and correction of seniority-based treatment. Through these system reforms, we will work together to encourage employees to take on new challenges, and to create a rewarding workplace where the company can develop, and employees can have dreams and take pride in their work. In fiscal 2017, we introduced an annual salary-based personnel evaluation and compensation system for managers that emphasizes the following four points: correction of seniority-based treatment; reflection of the degree of company contribution in compensation; a compensation system based on company, division, and individual performance; and stimulation of the desire to take on challenges.

Overview of the personnel evaluation and compensation system

Introduced a new evaluation system for managers

A new evaluation system for managers was introduced in FY2022.

A new evaluation system for managers will be introduced in FY2022. Ensuring that the process of the new evaluation system is implemented will likely lead to motivation, acceptance, and effective training for the evaluation. The following process will be used to implement the new evaluation system.

Goal-setting session

In order to ensure a sense of fairness throughout the company, we have started the year by having evaluators discuss the validity and difficulty of the subject‘s goals across departments, and have a sense of level and recognition of the goal setting. Regarding the goals set in this way, we would like to ensure transparency and minimize the sweetness of evaluations between departments to ensure fairness by evaluating the status of achieving the goals at the time of evaluation decision at the end of the fiscal year.

Quarterly feedback

Every quarter, supervisors and subordinates mutually confirm the process, issues, expectations, and  degree of achievement toward goals to make early awareness and course corrections, and we hope to increase the sense of satisfaction of the assessee by preventing surprises from occurring in the results of year-end appraisals. 

★By changing to an evaluation system that utilizes the above process (goal setting feedback), we will lead to an improvement in motivation and a sense of satisfaction of the Assessed.

Conducting a meeting to determine year-end performance evaluation results

Through the process of evaluating human assets strictly from two perspectives, performance and value (contribution), the evaluators' perspectives on human assets (goal setting, evaluation, and contribution) are aligned with each other, thereby minimizing the possibility of errors between the evaluators.

★The above process (evaluation result determination meeting) will map human resources in relative terms to grasp individual characteristics (strengths and weaknesses) and link them to the placement of the right personnel in the right positions and human resource development plans.

To Enhance Employee Satisfaction

In order to think of "work style reform" as "lifestyle reform" and make "the way of life of the company" and "the way of life of employees" more valuable, we will start full-scale work style reform activities from fiscal 2020, and each department will start self-propelled from fiscal 2023.We aim to ensure that each and every employee who works at our company enjoys their daily lives while feeling rewarded, which leads to high results as a company, and enhances both the value of the company and the happiness of employees

The keyword for improving employee’s job satisfaction is "sharing thoughts and feelings"

We are a manufacturing company, but we believe that the source of everything we do is "people".
Each and Each of our employees has a dream of "I want to become like this!" and "I want to achieve this!“.
We will create Well-being Happiness together by mutually sharing each other's thoughts and feelings.