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
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., as well as the prohibition of child labor and forced labor, and purport recognizing employees freedom of association based on the laws of each country and region, and the purport that we will engage in discussion and dialogue with employees 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 concerning human rights, etc.
Direction of human resource development
Based on the following 3 points, JTEKT constructed a systematic human resource development system to enable all employees to grow while achieving a sense of accomplishment.
In addition, in the wake of changes in working styles due to COVID-19, we will shift to a new autonomous learning system from FY2021.
- 1. Develop employees who understand the Corporate Philosophy and are professional, creative, highly skilled, and able to achieve management goals.
- 2. Develop employees who have confidence, pride, and passion, think for themselves, and act as a member of the JTEKT group.
- 3. Develop employees who respect human rights, live in harmony with the environment, observe social rules, are sensible, and have an international perspective.
Maintaining high motivation and enhancing abilities
Our human resource development system, consisting of training, evaluation and compensation, enables employees to continually improve their skills and provides them with a motivating working environment during their years in the company.
Main activities FY2020
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 on a companywide, individual bussiness fields andl plant basis. These include various social gatherings and discussion sessions. Workers and management exchange opinions on company development and stabilizing/improving employee quality of life and strive to deepen mutual trust and understanding by building even firmer relationships.
Labor-management discussion opportunities (held in FY2020)
- Central Labor-Management Meetings (6 times)
- Business field/function section Labor-Management Meetings (2 times)
- Business field section Labor-Management Meetings (2 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)
etc. - Labor-Management Committee (2 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. Moreover, business reform is also promoted by indirect departments as one theme of the Mid-term Management Plan. JTEKT is striving to reduce working hours.
Labor condition transition (Average per each workers union member)
| 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | 2020 (FY) | |
|---|---|---|---|---|---|---|---|
| Total work hours (hours) | 2,107.2 | 2,089.8 | 2,080.3 | 2,089.7 | 2,075.6 | 2,032.7 | 1,746.6 |
| Work outside of regular hours (hours) | 345.7 | 334.9 | 331.6 | 343.9 | 335.0 | 292.9 | 146.4 |
| Percentage of paid leave consumption (%) | 67.4 | 71.6 | 72.4 | 74.0 | 77.0 | 78.0 | 71.6 |
Maintain employment
In FY2020, JTEKT continued to exert efforts to maintain employ- ment through various measures such as reassignment from the perspective of effectively utilizing resources. JTEKT observed the relevant laws and internal regulations for managing the employ- ment of fixed-term workers. In FY2020, 7 fixed-term workers were appointed as permanent employees.
Transition from fixed term workers to permanent employees
| 2016 | 2017 | 2018 | 2019 | 2020 (FY) | |
|---|---|---|---|---|---|
| Number of transitions made (people) | 72 | 68 | 79 | 47 | 7 |
Composition of employees as of the end of March 2021
| Male | Female | Total | |
|---|---|---|---|
| Permanent employees | 11,001 | 1,031 | 12,032 |
| Fixed-term employees (*1) | 2,018 | 440 | 2,458 |
| Total | 13,019 | 1,471 | 14,490 |
*1 Total fixed-term, part-time, reemployed, and temporary employees
| Male | Female | Average | |
|---|---|---|---|
| Years of employment | 16.3 | 12.1 | 16.0 |
| Job turnover rate (*2) | 1.11% |
|---|---|
| Job turnover rate within the first 3 years (*3) | 3.51% |
*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 discuss the discovery, development and appropriate allocation of potential successors for each major post both in Japan and overseas. We also gather information from each region and hold a Global Succession Committee attended by board members to discuss the development and optimal allocation of human resources for the group overall.
Moreover, the personnel nominated at the Succession Committee as the candidates for senior management are provided the opportunity to participate in selection-based training held at JTEKT Head Office. The purpose of the training is to systematically develop their management skills with global perspective.
Percentage of foreign nationals in major overseas posts (consolidated)
| 2018 | 2019 | 2020 (FY) | ||
|---|---|---|---|---|
| Foreign employees in the general manager class | No. | 140 | 195 | 252 |
| Percen-tage (%) | 65.7 | 74.1 | 75.8 | |
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)
| 2016 | 2017 | 2018 | 2019 | 2020 (FY) | |
|---|---|---|---|---|---|
| Seasonal hiring no. | 14 | 12 | 12 | 5 | 2 |
| Mid-career hiring no. | 1 | 1 | 1 | 0 | 0 |
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), as part of our overseas trainee system, we also arrange for young employees who are willing 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 will fully promote 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 will begin bidirectional employee interaction between Japan and overseas.
Human resource development for office and engineering staff
The JTEKT training system is composed of four pillars: rank-based training, job title-based training, age-based training and selec- tion/theme-based training. We also focused on supporting the acqui- sition of qualifications and self-study efforts. Training to strengthen problem-solving ability is conducted on a rank-based basis, and from FY2015, task-based problem-solving training has been held for employees with Assistant Manager status in order to strengthen ability to imagine issues and leadership. JTEKT is also developing prob- lem-solving trainers on a global scale so as to foster a culture where- by senior employees pass on their knowledge to junior employees.
Gain the ability to imagine issues
There may not be any problems now, but environments do change. JTEKT plans to commence training particularly for Assistant Managers to imagine future issues and take preemptive measures in order to respond to customer needs five/ten years from now.
Task-based problem-solving training program
| First session | Second session | Third session |
|---|---|---|
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Expand targeted employees
JTEKT will spread the problem-solving concept for all levels on an ongoing basis.
Human resource development for production staff
The JTEKT training system is composed of the three pillars of companywide training, workplace-based training and self-study. Regarding companywide training, apart from a career development program (rank-based training) which is based on training at the JTEKT Technical Training Center (*1), we carry out supervisor training, skill training courses, 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 genera- tions, as well as special training and skill courses for the obtain- ment of certifications necessary in the line of work. In recent years, we have been focusing on sheet metal training for KL in order to improve the ability of improvement work.We support the self-study of employees so they may attempt the National Trade Skills Test, QC Test, Voluntary Conservation Officer recog- nition, 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 | Training for new department managers | CSR，workplace management | - |
| R3 training for new managers | CSR，policy management，daily task control | 129 | |
| Office & engineerinng staff | R4 training for new office & engineering staff | CSR，leadership，planned fulfillment of tasks | 165 |
| R5 training for new office & engineering staff | Business communication skills | 167 | |
| R6 training for new office & engineering staff | Problem solution methods and concepts | 171 | |
| Training for office & engineering new employees | CSR，JTEKT employee basic knowledge and mindset | 125 | |
| Production staff | Training for newly appointed production managers | Acquisition of an internal human resource development framework and TPS * production system | 4 |
| Training for new Chief Leaders | CSR，management basics and planned fulfillment of tasks | - | |
| Training for new Kaizen Leaders | Basics of workplace improvements and acquisition of production systems | - | |
| Training for new Group Leaders | Problem solutions based on QC concept | - | |
| Training for new production employees | CSR，JTEKT employee basic knowledge and mindset | 28 |
※ If there is a "－" in the Attendees column, the training was postponed due to the influence of due to COVID-19.
※ TPS TOYOTA Production System
Unfortunately, we were uncrowned at the 58th National Skills Competition.
At the 59th National Skills Competition to be held in Tokyo in December 2021,we compete together and win awards.
Promotion of TQM Activities
In the medium-term management plan for 2021, we have formulated JTEKT's TQM basic principle.
The basis is the same as the basic principle of TQM so far, but it is a basic principle that clarifies the connection with the mission of the company. Through QC circle activities, ingenuity proposal system, etc., we are working to develop human resources who can put into practice JTEKT's TQM basic principle.
External activities of QC circle
The "Kururu Circle" of the Hanazono Plant Manufacturing Department received the "Kaoru Ishikawa Award Encouragement Award *
* Kaoru Ishikawa Award Encouragement Award
This award was established in commemoration of the achievements of "Dr. Kaoru Ishikawa" who was active as a pioneer of quality control in Japan.
(Awarded for outstanding presentations, especially 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, cul- ture and so on is essential for a company to continue growing. JTEKT positions the promotion of diversity as an important management strategy for the achievement of the JTEKT GROUP VISION and engages in various initiatives accordingly.
Reform awareness of all employees and encourage a diversity mindset
In order to promote diversity, first, all employees must understand the necessity and the purpose, change their awareness and their conduct. To this end, JTEKT takes the approach of including the theme of diversity in the President’s message, e-learning for all employees and incorporating a diversity component in our rank-based training.
Since FY2016, JTEKT has hosted the diversity seminar featuring guest experts.
Promotion of utilization of women
Assisting female employees in developing their careers
In order to accelerate female participation in the workplace, JTEKT conducted an actual condition survey targeting all female employ- ees and all management personnel in FY2014. We investigated the environment surrounding female employees, awareness of female employees’ work and the development/assessment by superiors of subordinates. Based on the issues brought to light through this survey we established the following four elements which have been focused on since FY2015.
| 1. Reform consciousness | We implement training for all administrative positions on understanding diversity management from the aspects of eliminating stereotyped perception of gender roles, and the nurturing of female subordinates. |
|---|---|
| We conduct career training for women in all positions on long-term career design and network formation. | |
| 2. Dual support | Creation of systems and environments enabling employees with limitations to continue working |
| Introduction of systems aimed at supporting career development | |
| 3. Foster culture | We foster a corporate culture that enables all employees to flourish, regardless of gender, based on diversity education for all employees as well as other methods. |
Management diversity training
Career training for female employees
No. of females hired/appointed managers (enrollment basis,unit: person)
| 2016 | 2017 | 2018 | 2019 | 2020 | |
|---|---|---|---|---|---|
| Total no. of women hired through seasonal recruitment | 38 | 41 | 48 | 52 | 18 |
| (Total no. of employees hired through seasonal recruitment) | (344) | (306) | (310) | (257) | (258) |
| No. of women managers | 16 | 18 | 21 | 22 | 24 |
| (Total no. of managers) | (1,967) | (2,015) | (2,041) | (2,057) | (2,061) |
| No. of women assistant managers | 65 | 67 | 69 | 84 | 89 |
| (Total no. of assistant managers) | (1,486) | (1,528) | (1,538) | (1,603) | (1,641) |
Formulation of an action plan based on the Act of Promotion of Women's Participation and Advancement in the Workplace
Based on a law 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 2020 – Mar. 31st 2023 |
|---|---|
| Issues |
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| Target |
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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
Ｄescription of major schemes
| Parenting leave [revised in FY2015] |
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 [revised in FY2015] |
Parents can shorten the hours they work in one day until March 31st in the year that the child completes grade 2 of elementary school. |
| Daycare support [revised in FY2015] |
If parents work on public holidays, a room in the workplace is used by a professional to provide child-minding services. |
|
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 childminding service during company operational hours. |
|
| Babysitter subsidization scheme [revised in FY2015] |
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 [From FY2018] |
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
In FY2017, JTEKT distributed a handbook for supporting work and parenting to all management-level employees and employees planning to take parental leave. We also prepared the website specifically for people taking parental leave and have established the framework enabling employees to utilize free online services such as seminars, etc. for skill enhancement, as well as established a 24-hour consultation desk. In addition, we held a “Seminar for Supporting Employees Balancing Work and Parenting” for all management-level employees so that they are able to provide staff members who are balancing both work and parenting with the appropriate support.
Supporting the dual aspects of work and nursing care
Since FY2017, JTEKT has operated a 24-hour phone-based consultation service dedicated to employees whereby the specialists give advice on nursing care. Moreover, JTEKT also hosts a “Seminar for Supporting Employees Balancing Work and Nursing Care” which serves as an opportunity for employees to learn from specialists about how to prepare for a nursing care situation and what to do when faced necessity of nursing care.
Number of employees who took childcare leave
| 2016 | 2017 | 2018 | 2019 | 2020 | ||
|---|---|---|---|---|---|---|
| Number of employees who took childcare leave | Female | 36 | 38 | 44 | 39 | 46 |
| Male | 5 | 11 | 16 | 29 | 56 | |
Number of employees who took family care leave
| 2016 | 2017 | 2018 | 2019 | 2020 | ||
|---|---|---|---|---|---|---|
| Number of employees who took family care leave | Female | 0 | 1 | 2 | 3 | 2 |
| Male | 2 | 0 | 3 | 3 | 2 | |
Realization of flexible working
In April 2018, JTEKT introduced a work-from-home scheme for indirect departments at the aim of securing opportunities for balancing work and personnel life as well as self-development. This scheme gives the independent employees the opportunity to work with flexibility.
Promotion of utilization of elderly people
Reemployment 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, 2020, 662 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 FY2019
| Number of those who are applicable | 206 | ||
|---|---|---|---|
| Number of applications [a] | 188 | ||
| Number of re-employed [b] | JTEKT | 178 | 188 |
| Group companies | 10 | ||
| 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, training content is adjusted to suit the target age.
Career/life training participants (FY2019)
| Name of training | Target | No. of participants |
|---|---|---|
| 28 y.o. – Career/life 28 training participants | Skill jobs | 149 |
| 30 y.o. – Career/life 30 training participants | Administrative jobs | 124 |
| 30 y.o. – Life 30 training participants | General jobs | 4 |
| 40 y.o. – Career/life 40 training participants | managers/Administrative jobs/Skill jobs | 339 |
| 40 y.o. – Life 40 training participants | General jobs | 14 |
| 50 y.o. – Career/life 50 training participants | All employees | 309 |
| 55 y.o. – Career/life 55 training participants | All employees | 170 |
| Total | 1,109 | |
* The training in FY2020 was postponed due to the impact of the COVID-19
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 March 31st, 2021)
| No.of employees with disabilities | 314 |
|---|---|
| No.of employees according to legislation | 312 |
| No. over or short | 2 |
| Employment rate | 2.27% |
* In accordance with legislation, employees with severe disabilities are counted twice (as 2 people) in the above table.
Employee satisfaction improvement
Adoption of Cafeteria Plan for benefits
JTEKT has adopted a selection-based benefit program (Cafeteria Plan). Employees can freely select from the benefit menu, includ- ing food, travel, and family care, according to points received. In FY2020, the point usage rate was 96%.
We support our employees in having a fulfilling life through various programs and facilities such as the employee savings scheme, employee shareholding association, dormitories, and gym.
Improve internal motivation
Internal communication (Message from the President)
"Passion Journal" was launched in June 2020 as a communication tool to convey President's management policy to all the employees.
According to the monthly theme, the contents that convey the message from the president in an easy-to-understand manner like social media format are projected onto PCs that are lent to the employees while archive app is also accessible to review past messages.
In addition, the function that allows to post questions to the president enables mutual communication, which is used as an effective tool to spread the intentions of the company's top management within the company.
Enlighten the awareness of associates
While JTEKT is surrounded world's drastic change, every associate is input and updated with latest general information in many occasion for further comprehension and consciousness of the world.
(1) House magazine featuring "SDGs"
What kind of social issues will we solve and become a corporate group that contributes to the world?
Through each of our businesses, we will share specific examples of aiming to solve social issues in our house magazine and implemented efforts to spread it throughout the company.
January 2021 issue: Let's think about what we can do in our daily work with the SDGs as our own!
June 2021 issue: JTEKT Reborn first year special feature issue "Our SDGs"
Associates appearance on the radio program
Since 2017, JTEKT has been sponsoring the CBC radio program "Ishizuka Motoaki's Newsman". With good relationship with CBC, they offer us opportunities to appear our associates in a corner of the program four times per year. These opportunities allow us not only to appeal JTEKT to the listeners of the program, but also to encourage related associates lively.
In November 2020, two members of Driveline System Engineering Department 2 appeared, and introduced the experiences of being involved in the development of ITCC and TORSEN installed in Toyota "GR Yaris".
From the left, Ishizuka Anchorman (CBC), Driveline System Engineering Department 2, Asami, Inoue, Broadcaster Watanabe (CBC)
