Human Resource Development and Workplace Environment
Environment
Society
Corporate Governance
- Human Resource Development
- Building a Comfortable Workplace Environment
- Promoting Women's Advancement
Human Resource Development
The Company's products and services are made possible by its human resources.While preserving the values we have upheld for more than a century since our founding, we will continue to value our people as we take on new challenges for the future.
Human resources development policy
Guided by the following policy, we strive to be a company that continuously develops the competencies of its employees so that everyone can make the most of their talents as professionals.
- To develop human resources who understand and practice our business principles and Conduct Guidelines and who are of value both as company employees and as members of society.
- To develop human resources who are professionals, each possessing a high degree of specialized expertise, by enhancing the knowledge, techniques, and skills they need to carry out their duties.
- To provide a variety of educational opportunities in order to promote personal development, with emphasis on a selfdirected approach to study and growth.
Education and training system
To help its employees play an active role, the Company provides learning opportunities and support according to the various roles required of each employee. For example, we provide provisional Skill transfer hire training for those who have received provisional job offers, level-specific training that develops the skills needed for each year, individual training according to job types and roles, a support program aimed at helping employees to obtain academic degrees and official qualifications, and division education conducted by each division. Furthermore, new employees in technical positions receive lectures and practical training at the Technical Training Center for one year to equip them with basic and specialized technical skills before their assignment to a workplace.
Skill transfer
In line with our business principles focusing on quality first, we encourage our employees to acquire official certifications. Employees with exceptional manufacturing skills or expertise are also recognized as "Technical Meister" and assigned to instruct and train younger employees. Three employees of the Company have accepted Contemporary Master Craftsman awards from the Minister of Health, Labour and Welfare, and four* have been awarded the Medal with Yellow Ribbon by the Japanese government. Moreover, a large number of employees have become certified as special-grade skilled workers.
Building a Comfortable Workplace Environment
Along with initiatives that support work-life balance, the Company will strive to foster a workplace where every employee can thrive.
Initiatives on organizational climate reform
Roundtable meetings have been held regularly since 2022 to share values between the President, Representative Director and employees and to practice management that listens to employees' opinions. The President, Representative Director has visited each of our domestic bases and held the meetings 18 times so far, with a total of 90 employees participating. Since February 2025, we have expanded this initiative to managers, and have held five such meetings to date.
We will continue to place importance on two-way communication with employees. Since March 2024, we have also been conducting engagement surveys, and in September 2025, we relaunched the "self-reporting system," creating an opportunity to hear employees' wishes once a year. In such ways, we are working to enhance employee engagement.
Flexible workstyles
In order to help employees achieve a good work-life balance, we are expanding our systems supporting flexible workstyles, including the introduction of a flex-time system, systems for bringing forward and pushing back work start and end times (staggered work system), and a teleworking system.
In 2014, we were certified as a "company that supports childrearing" and received the "Kurumin" certification logo from the Tokyo Labor Bureau. Our efforts to encourage more male employees to take childcare leave include providing information, not only to those who are expecting a child, but also to encourage understanding among colleagues, including training and the distribution of guidebooks to deepen understanding of childbirth and childcare, and a collection of employees' personal stories about their experiences in taking childcare leave.
Promoting Women's Advancement
The Company has been committed to creating an environment where all employees, regardless of gender, can fully demonstrate their abilities and build long-term careers with peace of mind. To this end, we have implemented various measures to support work-life balance, including a shortened working hour system available until an employee's child completes elementary school, as well as a reemployment program for those who left the Company due to childcare or a spouse's job transfer.
As a result, the percentage of women taking childcare leave has reached 100%, and the average length of employment is over 14 years (based on the past five fiscal years).
In addition, we have formulated an Action Plan in line with the Act on the Promotion of Women's Active Engagement in Professional Life and the Act on Advancement of Measures to Support Raising Next-Generation Children, which came into effect in June 2024. As outlined below, this plan will promote diversity and inclusion with the aim of creating a society in which people of all backgrounds can thrive.
Toyo Denki Seizo K.K.'s Action Plan
We have established the following Action Plan to create a workplace environment that enables all employees, regardless of gender, to make full use of their talents.
Period of the Plan
June 1, 2024 - May 31, 2027
Targets 1 & 2
- Increase the percentage of female employees at the assistant manager level in administrative departments to 25% or higher.
- Increase the percentage of female employees at the manager level in administrative departments to 8% or higher.
Initiatives
- Promote recruitment efforts that emphasize a comfortable working environment for women and help candidates envision clear career paths within the Company.
- Implement measures to promote understanding of diversity and inclusion geared toward all employees.
Target 3: Increase the childcare leave utilization rate* among male employees to 50% or higher.
* This initiative applies to employees who take childcare leave as defined under the Child Care and Family Care Leave Act. Employees who take leave under other childcare-related leave systems are not included in the calculation.
Initiatives
- Provide information on childcare leave, including examples of male employees who have taken childcare leave.
- Roll out companywide initiatives aimed at increasing the rate of employees taking childcare leave.
Target 4: Promote initiatives that encourage flexible ways of working to help employees achieve work-life balance.
Initiatives
- Encourage flexible working arrangements by introducing telecommuting and expanding the application of the flextime system.
- Implement measures to reduce overtime work, including promoting the use of the flextime system and raising awareness regarding working hours management.
Other
Details on the Company's initiatives and information related to the promotion of women's advancement can be found in the Consolidated "Toyo Denki Seizo Report" and on the comprehensive website for the promotion of women's advancement and support for work-life balance operated by the Ministry of Health, Labour and Welfare.
https://positive-ryouritsu.mhlw.go.jp/positivedb/detail?id=622