Together with employees -
Personnel-related actions

Social background

Amidst a variety of CSR-related standards and targets being established (i.e. the Ten Principles of the United Nations Global Compact, ISO26000, OECD Guidelines for Multinational Enterprises, the 4th edition of Sustainability Reporting Guidelines (G4 Guidelines), the International Integrated Reporting Framework and Sustainable Development Goals (SDGs), there were repeated cases where narratives relating to human rights and labor were reinforced. The global community is strongly demanding that companies emphasize respect for human rights and workers' rights more when engaging in business activities.

The way of thinking by JTEKT

Creating a friendly work environment for all

JTEKT promotes the creation of a workplace in which all of our employees find it easy to work, considering various aspects such as human development, respect for diversity and safety and hygiene. Our company believes that, as we expand globally, it will become even more important to deepen understanding towards human rights and share this with group companies both domestically and overseas.

Respect for human rights and utilization of diverse human resources

JTEKT's Corporate Activities Standards states the following; "Respect the individuality of employees, create safe workplaces that motivate employees and enable them to fulfill their potential and strive to provide each with abundant living circumstances." We give explicit instructions regarding the prohibition of discrimination based on race, nationality, faith, gender, sexual orientation, age, mental/physical disabilities, etc. We strictly see to prohibition of child labor and forced labor, and recognize employees freedom of association based on the laws of each country and region. We actively encourage employees to engag in discussion and dialogue (Taiwa) with each other and their representatives with sincerity. We share and enforce this thinking with our group companies both in Japan and overseas. Additionally, we engage in various activities to utilize diverse human resources.

Main actions

  • Hiring foreign employees
  • Assisting female employees' career development
  • Employing persons with disabilities
  • Changing fixed-term employees to permanent employees
  • Providing assistance for those engaged in childcare or family care
  • Reduction of work outside regular hours and encouragement of paid leave usage
  • Providing post-retirement employment opportunities
  • Various education activities concerning human rights, etc.

Human Resource Development Policy

Based on the following two basic policies, our company is working to develop human resources in which each and every employee takes the lead.

  • 1. We regard our employees as indispensable assets for corporate activities and "Human Resource Development"
  • 2. We strive to foster a "culture of self-learning and growing together."

Realization of what we want to be

We realize optimal placement through various personnel systems, including self-assessment, career interviews, and transfer/open recruitment systems.
In addition, we organically link the three elements of human resource development, evaluation, and compensation to maintain a high level of motivation and improve abilities, aiming to realize the ideal employee.

Maintaining high motivation and enhancing abilities

Main Activities in FY2022

Labor-management relations and employment

Emphasizing labor-management communication

JTEKT places importance on labor-management communication and facilitates numerous opportunities for direct dialogue between workers and management. This on a companywide; business division; individual business and plant base level. These opportunities are in the format of various types of gatherings and discussion sessions. By having workers and management exchange opinions on company development, stabilizing/improving employee quality of life and strive to deepen the mutual trust and understanding we strive for even firmer relationships.

Labor-management discussion opportunities (held in FY2022)

  • Central Labor-Management Meetings (6 times)
  • Business field/function section Labor-Management Meetings (1~4 times)
  • Business Facility Labor-Management Discussions (monthly at each business facility)
  • Plant Production Section Meetings (monthly at each plant)
  • Workplace Discussions (as required at each workplace)
  • Labor-Management Committee (5 times)

Initiatives relating to paid leave and working hours

JTEKT aims to create a workplace in which employees find it easy to use paid leave. Labor and management cooperate together to periodically check the usage status of paid leave in order to improve the usage rate. JTEKT is striving to reduce working hours. One theme of the Mid-term management plan is to promote business reform to improve working hours.

Labor condition transition (Average per each union member)

2016 2017 2018 2019 2020 2021 2022 (FY)
Total work hours (hours) 2,080.3 2,089.7 2,075.6 2,032.7 1,746.6 1,974.1 1,933.7
Work outside of regular hours (hours) 331.6 343.9 335.0 292.9 146.4 218.6 225.6
Percentage of paid leave consumption (%) 72.4 74.0 77.0 78.0 71.6 72.9 84.6

Maintain employment

In FY2022, JTEKT continued to exert efforts to maintain employment through various measures such as reassignment from the perspective of effectively utilizing human resources. JTEKT observed the relevant laws and internal regulations for managing the employment of fixed-term workers.
In FY2022, 19 fixed-term workers were appointed as permanent employees.

Transition from fixed term workers to permanent employees

2018 2019 2020 2021 2022 (FY)
Number of transitions made (people) 79 47 7 7 19

Composition of employees (as of the end of March 2023)

Male Female Total
Permanent employees 10,429 983 11,412
Fixed-term employees (*1) 2,235 526 2,761
Total 12,664 1,509 14,173

*1 Total fixed-term, part-time, reemployed, and temporary employees

Male Female Average
Years of employment 17.5 13.8 17.2
Job turnover rate (*2) 1.9% 3.4% 2.0%
Job turnover rate within the first 3 years (*3) 2.3% 3.2% 2.3%

*2 Voluntary early retirement rate
*3 Permanent employees, seasonal recruits, voluntary early retirement

Global management

Formation of a global human management/development framework

Around 60 percent of JTEKT group's entire employees work outside Japan. JTEKT promotes the establishment of the global human management/development framework, putting importance on diversity and aiming at preparing the optimal environment for the employees and the company so that motivated and capable people, regardless of nationality or race, could display their ability, beyond national and regional borders.

It is being required to further develop and promote leaders that can play responsible roles beyond national or region borders, in particularly order to accelerate our global business development.
JTEKT holds regional Succession Committees to of selected discuss the discovery of selected human resources, development and appropriate allocation of potential successors for each major post both in Japan and overseas.

Number of selected talent pools in each fiscal year Japan and overseas regions

Number of selected talent pools 2018 2019 2020 2021 2022
number Japan 70 65 55 64 62
Other than Japan 46 57 57 67 34
Total 116 122 112 131 96

※Review of selection criteria

Hiring and utilization of foreign employees

Even within Japan, JTEKT is proactively hiring and utilizing excellent human resources regardless of nationality.

Foreign employee hiring results (general office/engineering)

2018 2019 2020 2021 2022(FY)
Seasonal hiring no. 12 5 2 0 1
Mid-career hiring no. 1 0 0 0 1

Strengthening of employees' English abilities, bidirectional employee interaction between Japan and overseas

JTEKT also strives to strengthen the English ability of its employees overall in order to develop professionals capable of working globally. In addition to providing motivation-raising strategies such as an internal TOEIC exam and self-study courses (company-subsidized). We have a overseas trainee system, in which we arrange for young employees to work at JTEKT's overseas group companies at an early stage in their careers, so that they may improve their language ability and cross-cultural communication skills.
Moreover, from FY2016, JTEKT fully promotes training in Japan for employees of its overseas group companies by utilizing an inter-company transfer visa. Rather than the conventional one-way pattern of sending employees from Japan to overseas, we promote bidirectional employee interaction between Japan and overseas.

Human resource development for office and engineering staff

Our Human development system consists of three main pillars: "OJT", "Off-JT", and "career development".
In OJT, regular interviews are conducted and the OJT leader system draws out the independence of members through dialogue (""Taiwa"")and practice.
In Off-JT, we systematically implement training by position, age, and theme, centering on training to strengthen the problem-solving ability"" which is the basis of our work. We promote voluntary learning and conducted elective education through e-learning.
For career development, in order to achieve self-fulfillment among employees we hold career interviews, succession plans, and an in-house recruitment opportunities. We aim to create an environment in which employees can voluntarily choose their own career according to their own values.

Acquire problem-solving skills

In order to respond to changes in the environment and respond to customer needs with a future-oriented mindset, we are actively cultivating personnel who can "solve subjects/problems".

Consider the gap between

Task-based problem-solving training program

First session Second session Third session
  • Explanation of task-based problem-solving
  • Improve action plan by using problem-solving steps
  • Make presentation on improved action plan

Expand targeted employees

JTEKT has extended the problem-solving concept for all levels on an ongoing basis.

Expand targeted employees

Human resource development for production staff

The JTEKT training system is composed of four pillars being "companywide training", "workplace-based training", "newly appointed supervisors training" and "self-study". Regarding companywide training, we have a career development program (rank-based training) which is based on training at the JTEKT Technical Training Center (*1). And also carry out supervisor training, skill training , TWI supervisor trainer development courses (*2) and TWI 10-hour courses. Regarding workplace-based training, we implement OJT (*3) training covering the specialized skills necessary to pass down to future generations, as well as special training and skill courses for the obtainment of certifications necessary in the line of work. In the training for newly appointed supervisors, we conduct practical training on TPS (Toyota Production System) in cooperation with the Production Survey Department and focus on improving the level of understanding. Self-study is supported by discounted acces to avariety of learning tools towards employees accompanied by fynancial support for natonal exams so they can attempt the National Trade Skills Test, QC Test, Voluntary Conservation Officer recognition, etc.

*1 JTEKT Technical Training Center Provides vocational training approved by the prefectural governor of Aichi. Focuses on developing excellent production personnel.
*2 TWI supervisor trainer development course TWI is an abbreviation for "Training Within Industry". It is internal training for supervisors.
*3 OJT Abbreviation for "On the Job Training," or training carried out during actual work.

Rank-based training types and main content

Training Main content Attendees
Managers Management training Ⅰ( new manager, group leader ) Policy Management, Human Resource Development and Evaluation, Labor Management, Compliance 179
Management training Ⅱ( new department manager ) Basic philosophy, policy management, visioning and implementation promotion -
Office & engineering staff Problem-solving training Ⅲ( Assistant Manager ) Acquisition of set problem-solving methods, work = problem-solving practice, implementation of workplace practice study sessions 120
Problem-solving training Ⅱ( 3rd year, 4th year ) Analyze the causes of problems that occur on the job using problem-solving methods, practice planning countermeasures, and conduct practical training sessions at the workplace -
Problem-solving training Ⅰ( 2nd year ) Acquisition of problem-solving methods, practice in understanding the current situation, and implementation of practical training sessions in the workplace 62
Training for office & engineering new employees, Problem-solving training for new employees ( 1st year ) CSR, basic knowledge and attitude as a JTEKT employee, monthly creative improvement proposals, practice clarification of problems, and implementation of practical training sessions at workplaces 70
Production staff Training for newly appointed production managers Acquisition of an internal human resource development framework and TPS * production system 10
Training for new Chief Leaders CSR,management basics and planned fulfillment of tasks 45
Training for new Kaizen Leaders Basics of workplace improvements and acquisition of production systems 30
Training for new Group Leaders Problem solutions based on QC concept 109
Training for new production employees CSR,JTEKT employee basic knowledge and mindset 5

* TPS TOYOTA Production System

At the 60th National Skills Competition, we were able to win a gold medal in the mechatronics category and fighting spirit award in the plastic mold category.

At the 61th National Skills Olympics, which will be held in November 2023 with Aichi Prefecture as the main venue, we will aim to surpass the previous year.

Promotion of TQM Activities

JTEKT has formulated the "JTEKT BASIC PRINCIPLE" with the idea that we will continue to be a company that solves social issues through our business activities and contributes "for the earth, for the society, and for our customers."
We are working on various activities to get employees to practice JTEKT BASIC PRINCIPLE

  • "Our Job basics Month" is to reflect on the purpose of work and improve the quality of work every Feb.
  • "May as Customer Month" is to think about how to contribute to customers.
  • "November as Quality Month" is to reflect on the quality of our own work.
  • "Workshop" is to practice "JTEKT BASIC PRINCIPLE" during the work. (Training by hierarchical levels)
  • "Networking Event" for employees is to engage in "Passionate Dialogue" on various themes.

Promotion of TQM Activities

~Thanks to good colleagues and teams, we can do a good job~

JTEKT has been conducting the TAIWA Survey, a monthly survey, since 2022.
Through this activity, we aim to build a good team full of passion and communication.
We interviewed departments that had good survey results, and by internally disseminating the details of their efforts, we are making use of them to create a good workplace.

TAIWA survey

We will check below communication activties through this survey.

  • Did directors communicate with their staff for their motivation?
  • Did all employees communicate with their colleagues for their motivation?
  • Could employees do a good job?
  • How was your (emotion state) mental situation?
Outside Activities of QC Circle

Kariya Plant's Manufacturing Dept. was awarded with the Nishibori Award. *
*Nishibori Award : Eizaburo Nishibori was a pioneer of quarity control in Japan, and his award was established in hornor of his achievement. It is awarded to QC circles who deliver particularty outstanding presentations in terms of creativity and leadership.


Respect for diversity

Promoting diversity

In the midst of an ever-changing management environment, represented by globalization, accepting and utilizing personnel with diverse values irrespective of gender, nationality, age, culture and so on is essential for a company to continue growing. For this reason, we position Diversity & Inclusion (hereinafter referred to as D&I), which maximizes the ability, experience, and characteristics of each employee, as one of our most important management strategies, and continue working on it.
<D&I Policy>
1.By creating a work environment where diverse human resources can work enthusiastically and by developing a framework for working styles, we aim put the right people in the right jobs and manage their abilities to the fullest.
2.Aiming for corporate growth through the growth of each and every employee through their work

Reform awareness of all employees and encourage a diversity mindset

In order to promote D&I, first, all employees must understand the necessity and the purpose, change their awareness and their conduct. To this end, JTEKT conducts diversity education through e-learning and other means for all employees.

Promotion of women's empowerment

Assisting female employees in developing their careers

In order to accelerate female participation in the workplace, JTEKT conducted an actual condition survey targeting all employees and all management personnel. We investigated the environment surrounding female employees, awareness of female employees' work and the development/assessment by superiors of subordinates. We actively condug initiatives to address issues that have emerged under the three pillars of "awareness reform," "support for work-life balance," and "fostering a corporate culture."

No. of females hired/appointed managers (enrollment basis, unit: person)

2018 2019 2020 2021 2022(FY)
Total no. of women hired through seasonal recruitment 48 52 18 10 7
(Total no. of employees hired through seasonal recruitment) (310) (257) (258) (145) (142)
No. of female managers 21 22 24 30 34
(Total no. of managers) (2,041) (2,057) (2,061) (2,062) (1,680)
No. of female assistant managers 69 84 89 90 84
(Total no. of assistant managers) (1,538) (1,603) (1,641) (1,660) (1,397)

Formulation of an action plan based on the Act of Promotion of Women's Participation and Advancement in the Workplace

Based on the legal framework relating to promoting women in the workplace (the Act of Promotion of Women's Participation and Advancement in the Workplace), JTEKT formulated an action plan.

Plan period Apr. 1st 2023 - Mar. 31st 2026
  • Increase the number of female managers to 40 or more.
  • Raise the ratio of male employees taking childcare leave to 50% or more.

Promotion of the dual support system

Enhancement of the dual support system

JTEKT is exerting efforts to support all employees, regardless of gender, to balance child-raising or caregiving with work. To this end, we are enhancing the systems and creating workplace environments in which employees can easily utilize such systems.

Overview of dual support system

Overview of dual support system

Description of major schemes

Parenting leave Available until child turns one.
(if unable to secure spot in daycare center, can be extended until the child turns 2)
Mom & Dad Child Care Leave Plus Available until child is 14 months old if both parents take parenting leave.
Shorter working hours for parenting Parents can shorten the hours they work in one day until March 31st in the year that the child completes grade 4 of elementary school.
Daycare support If parents work on public holidays, a room in the workplace is put available to provide childcare services including a guardian.
Aichi prefecture
Four Toyota Group companies jointly operate Cooperative nursery school "Tacchichi House" primarily concentrated in the Mikawa region of Aichi prefecture. Tacchi House provides a childcaring service during company operational hours.
Babysitter subsidization scheme Employees can arrange babysitters for their children subsidized by the company when they have work commitments.
The company covers 50% of babysitting costs with an annual limit of 240,000 yen/person
Family care leave A total of 365 days leave available for each family member in need of care. (Able to be broken into a maximum of three periods)
Shorter working hours for family care Able to acquire up to two times within three years of first using the system for each family member requiring care.
Comeback support system A system where employees who have had no choice but to resign due to their spouse being transferred or the need to care for a family member can return to work (comeback) if they have registered to do so upon their resignation and their circumstances allow it. In principle, this system is available for up to 5 years after resignation.
Childcare plan support Employees who wish to receive infertility treatment are eligible to take accumulated leave if they apply (maximum of 30 days/year).
Employees who have no choice but to resign on grounds of infertility treatment may take advantage of JTEKT's "Comeback support system".

Dual aspect support in addition to the organizational system

Supporting the dual aspects of work and parenting

JTEKT distributes a handbook containing information on supporting work and parenting to all management-level employees and employees planning to take parental leave. We also prepare a website specifically for people taking parental leave and have established a framework enabling employees to utilize free online services such as seminars, etc. for skill enhancement, as well as established a 24-hour consultation desk.
Since FY2017, JTEKT has operated a 24-hour phone-based consultation service dedicated to employees whereby the specialists give advice on nursing care.

Number of employees who took childcare leave

2018 2019 2020 2021 2022
Number of employees who took childcare leave Female 44 39 46 34 44
Male 16 29 56 73 132

Number of employees who took family care leave

2018 2019 2020 2021 2022
Number of employees who took family care leave Female 2 3 2 0 0
Male 3 3 2 3 7
Realization of flexible working

Starting April 2018, JTEKT introduced a work-from-home scheme for with the aim of securing opportunities for balancing work and personnel life as well as self-development. This scheme gives independent employees the opportunity to work with flexibility.

Promotion of utilization of elderly people

Re-employment of retired employees

To allow highly motivated retired employees with abundant knowledge and experience to continue working, JTEKT established a post-retirement reemployment system in April 2006. As of March 31st, 2022, 644 people reemployed by JTEKT and related companies were working at various workplaces and training younger employees who will one day become the leaders of JTEKT.

Application pf the post-retirement reemployment system in FY2022

Number of those who are applicable 227
Number of applications [a] 194
Number of re-employed [b] JTEKT 185 194
Group companies 9
Rate of employment [b/a] 100%

Provision of training and tools to consider asset building

A re-employment system clarifying expectations and roles was launched in FY2014 aimed at employees who return to work after retirement. In FY2015, an Asset Building Exploratory Labor-Management Committee was established to discuss pre-retirement asset building so that employees may retire with a sense of reassurance. In FY2016, the committee organized an increase in the amount JTEKT contributes to the Defined Contribution Plan and confirmed it would be providing training and tools for asset building aimed at raising employee awareness.

Promotion of active participation by middle-aged/senior employees

Enhancement of career/life training

JTEKT's career/life training used to focus on employees turning 50 and 55 years old, however starting from FY2016, we began incorporating training targeting employees turning 28,30 and 40 years old. With the aim of providing an opportunity for employees to consider their life plan including their careers, assets formation, health management and knowledge of nursing care etc. The training content for each career training is adjusted to suit the target age.

Career/life training participants (FY2022)

Name of training Target No. of participants
28 y.o. - Career/life 28 training participants technical employees 162
30 y.o. - Career/life 30 training participants career employees, general employees 0
40 y.o. - Career/life 40 training participants All employees Key employees, career employees, general employees:0, technical employees:124
50 y.o. - Career/life 50 training participants All employees Key employees, career employees, general employees:588, technical employees:193
Total 1,067

Employment of people with disabilities

Employment of people with disabilities

JTEKT supports the active participation of employees with disability in the workforce by creating comfortable workplaces and allocating personnel to best suit the characteristics of their individual disability. Moreover, with the retention rates of persons with disabilities not increasing in society as it should be, JTEKT is exerting efforts to help increase this rate by encouraging a good understanding of workplaces and tasks through hands-on training.

Number of disabled persons employed
(As of June 1, 2022)

Employment rate 2.32%

* In accordance with legislation, employees with severe disabilities are counted twice (as 2 people) in the above table.

LGBTQ+ Support

We are promoting initiatives to create a work environment in which everyone can play an active role regardless of sexual orientation or gender identity.
We conduct educational activities through training, an in-house newsletter, and other means and established a consultation service for more info.
We also aim to create a workplace environment in which everyone can work with confidence and vigor.

Employee satisfaction improvement

Adoption of Cafeteria Plan for benefits

JTEKT has adopted a selection-based benefit program (Cafeteria Plan).Employees can use the points granted in advance to freely choose from a variety of welfare menus, including travel, self-development, childcare, and nursing care.In FY2022, the point usage rate was 97.9%.
We have systems such as the employee savings scheme, employee shareholding association.We support asset formation and support employees so that they can lead fulfilling lives through various systems and facilities, such as dormitories, and gym.

Improve internal motivation

Internal communication (Message from the President)

In June 2020, we launched "Passion Journal", an information tool for President Sato to communicate management policies to all employees.
To ensure that Sato's message permeate all employees, a theme is set each month and the information is transmitted in an easy-to-understand format. Employees view the journal on company-loaned PCs and Web in-house magazine.

Establishment of "Web in-house magazine," a communication tool common to all Group employees

In September 2022, JTEKT launched "JTEKT NEWS Online," an in-house web-based newsletter that can be viewed by all JTEKT Group employees in Japan and overseas.
Employees working around the world participate in the creation of articles, and the content is designed to deepen understanding of the JTEKT Group's business activities.
There is also an extensive section on company introductions, workplace introductions, and employee introductions. It also functions as a tool for interactive communication between groups, departments, and employees.