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Diversity and Inclusion/Human Resource Development
Diversity and Inclusion
We recognize that the most important asset for the company is "people" based on "heart-to-heart bonds," which are part of our "business spirit." We place top priority on creating an environment in which employees can work safely and with confidence, and we are working to make the most of the capabilities that each employee possesses. As we may even be involved in manufacturing by customers while offering proposals and solutions to challenges, the practice of thinking outside the box and creating an organizational culture conducive to new ideas directly relates to boosting our corporate value and competitive strength.
To this end, we believe we must hire a diverse range of people - regardless of gender, nationality, age, educational background, and workstyle - and recognize and maximize their unique talents.
Introduction of Regional limited course
From fiscal 2018, we introduced "regional limited course." Under this system, existing employees are also provided with support systems in the event that they are unable to transfer due to personal circumstances.
Promotion of employment of people with disabilities
The employment rate of people with disabilities as of the end of fiscal 2022 was 2.2%, which increased from the previous year but was still lower than the statutory employment rate of 2.3%. We are working simultaneously on recruiting people with disabilities and creating jobs for them when they are employed. We will continue our efforts to fulfill our responsibilities based on the social requirement.
Introduction of extended retirement age
Our retirement age for employees had been set at 60, but we have made the decision to raise it by one year every two years, starting in April 2022, with a new retirement age of 65 as of fiscal 2030. This decision was made not only because of the increase in the age at which public pension payments can be received and the growing society-wide demand for employment of older workers, but also because of our belief that it is essential for these older employees with a wealth of experience and knowledge to continue to play an active role in the company.
Introduction of a job return system
In April 2023, we introduced a "job return system" in which certain employees who left their jobs due to unavoidable circumstances can request to return to the company after a certain period of separation. This will make it easier for such employees to return to the working world and also strengthen our personnel recruitment efforts. In the time between the introduction of the system and the issuance of this report, two employees have already returned to the company through this system.
Maximizing Talents of Women
Techno Associe's General Employer Action Plan under the Act on Promotion of Women's Participation and Advancement in the Workplace
Under the "General Employer Action Plan" established under the Act on Promotion of Women's Participation and Advancement in the Workplace, which came into effect in Japan in April 2016, Techno Associe has positioned promoting diversity as one of our key management strategies to maximize abilities of our diverse employees, and is working to promote female employee's active participation and advancement in the workplace. In accordance with the said Act, we have formulated the following action plan in order to develop an employment environment where female employees can play an active role and build a "workplace that is rewarding" for employees.
Planning period:April 1,2021 to March 31,2024 (3 years)
| Issues at the Company | Numerical targets | Details of initiatives | Conducted period |
|---|---|---|---|
|
To increase the percentage of male employees taking childcare leave to 25% or more. | Provide individual explanations on childcare leave to male employees whose spouses have given birth | From April 2021 |
| Individual follow-up for employees returning to work after childcare leave | From April 2021 | ||
| Establishment of a consultation service for female employees during pregnancy and after returning from maternity or childcare leave | From October 2021 | ||
| Consideration of flextime system and hourly paid leave | From October 2021 | ||
| Introduction of a remote work system to help employees balance work and family life | During FY2021 | ||
| Relaxation of requirements for taking nursing care leave and consideration of expanding the period during which it can be taken | From FY2022 | ||
|
Increase the percentage of female employees in management positions from the current 8% to 10%. | Relaxation of requirements for regional career-track positions | During FY2021 |
| Promote awareness of the system for transferring from general office work positions to career-track positions | During FY2021 | ||
|
Introduction of a job return system | During FY2021 | |
| Expansion of training on diversity promotion | From FY2022 |
Percentage of Managerial Positions Occupied by Female Employees (As of March 31, 2023)
Number of women in Managerial positions: 22
Percentage of women in Managerial positions among all female employees: 8.9%
- *
- non-consolidated
Women in Managerial positions
Number and Percentage of Women in Career-Track Positions among All Female Employees (As of March 31, 2023)
Number of women in career-track positions: 22
Percentage of women in career-track positions among all female employees: 11.4％
- *
- non-consolidated
Percentage of Women in Career-Track Positions among All Female Employees
Certification as a Leading Company for Promotion of Women’s Participation and Advancement in the Workplace
In fiscal 2017, we were certified as a Leading Company for Women in Osaka City and Aichi Women's Brilliance Company.
Data of Employees (As of March 31, 2023)
| Number of employees (consolidated) | Average years of service of employees | Average age of employees | ||
|---|---|---|---|---|
| Number of employees (non-consolidated) |
||||
| Male | 804 | 314 | 19.75 years | – |
| Female | 549 | 192 | 16.05 years | – |
| Total | 1,353 | 506 | 18.35 years | 44.02 |
- *
- Years of service, average annual salary, and average age are non-consolidated figures.
Commitment to Human Resource Development
In-house training system
Our in-house training system consists of the following four training:
- A)
- "Priority training for the relevant fiscal year" (Dissemination of important management issues);
- B)
- "Hierarchical training" (Organization management according to one's position);
- C)
- "Training on specific themes" (Improving practical skills); and
- D)
- "Global human resource development training."
We provide hierarchical training, which must be received on a position basis by all employees from executives to new employees, as well as thematic training, which aims to have trainees obtain specific knowledge and skills required in each section, and global human resource development training.
In addition, we position Corporate Principles and Business Policy, management policies and business conditions, safety patrols, compliance, human rights and harassment (including CSR) as priority training subjects and incorporate them into the curriculum of the training programs.
Training hours per employee
| FY2021 | FY2022 | |
|---|---|---|
| Overall | 6,831h | 6,511h |
| Per employee* | 8.7h | 8.49h |
- *
- Calculated based on training organized by the Human Resources & General Affairs Department (h) and the number of non-consolidated employees (persons)
Sales ability improvement training
This training is intended to improve sales-related skills, such as business negotiations with customers, in our young employees. Processes ranging from company explanation to product PR and closing are taught through talks from guest lecturers and role-playing, which allows employees not only to improve their sales skills, but also become able to build good relationships with customers.
Training for Overseas Personnel Development
This training was started in fiscal 2016. It is a program to learn the knowledge and practical skills required for working overseas, including lectures on business skills required for working overseas, case studies of problems, lectures by employees who have worked overseas, and training on communicating in English. It aims to motivate employees to work overseas through their participation in the training by giving them a high degree of confidence that they are expected to play an active role overseas, as well as showing them matters to be considered in practical life and work. A total of 66 employees from five groups have participated in the training, and nearly half of them, 30 employees, have been posted overseas.
OJT trainer training
This training is provided to senior employees (on-the-job training (OJT) staff) in departments to which new employees are assigned, with the aim of improving the education level on the site. Through lectures and group work, trainees learn instruction methods such as coaching, teaching and counseling, as well as the basics of management. The curriculum is designed to encourage senior employees to grow while also nurturing junior employees in the workplace.
Mentor program
Techno Associe has introduced a program to support new employees (mentees). A senior employee, in principle outside of the mentee's assigned department, serves as a mentor to provide one-on-one support to the mentee for one year from the time of main assignment of the mentee in the fiscal year in which the mentee joins the company.
Workplace on-the-job training (OJT) staff (senior employees), supervisors, mentors, and the Human Resources Department that coordinates these efforts all work together to ensure that new employees can make a smooth start to their professional lives, which goes a long way toward improving employee retention. Additionally, by aiming to improve the communication and basic management skills of the senior employees who serve as mentors for new employees, it can also promote the growth of both parties, which will in turn revitalize the workplace.
New employee training
This training is designed to help new employees learn about our company and switch their awareness and way of thinking from that of a student to that of a working adult. Starting with three weeks of initial training that starts on their first day at our company, new employees will learn everything ranging from business skills to basic practical knowledge over a period of roughly four and a half months, which ultimately deepens their awareness of their current situation and allows them to set future goals for their thoughts and actions. During this period, there are also programs such as logistics operations training at our warehouses and technical training at our factories (manufacturing training), which allow employees to learn about our business processes by experiencing them first-hand. In this way, our training gets new employees ready for their first assignments by preparing them with knowledge from a variety of perspectives.
