Human Resource Management

Philosophy for Human Resource Management and Promotional Structure

Basic Approach

Employees are the driving force that enables us to run our business and provide the public with valued service. We aim to create vibrant workplaces in which each individual employee derives a sense of satisfaction and achievement from gaining a thorough understanding of the Company's management policies and business strategies, and from having a role to play that enables each employee to contribute to both the Company and society.
As one of the measures to achieve this goal, we have also introduced personnel systems and training programs to enable each employee to display his or her creativity and versatile personality.

Human Resource Management through IPM Activities

IPM stands for IBIDEN Profit Management, and IPM activities advance and integrate the four IBI-TECHNO capabilities: Management of Business, Management of Technology, Total Productive Management, and Management Capability. Through these activities, we will create our own unique management techniques and grow sales and profits as well as personnel.
In fiscal year 2014, we advocated thorough implementation of 5S, TPM and MTS* as a method for IPM activities, by further promoting a method summed up by the phrase "Genchi(actual scene),Genbutsu(actual thing),and Jigakari(on-site solution of problems)" to improve the skills of each employee.

*MTS (Module Target Spec): Target value for design of each process in order to manufacture good products

Human Resource Management through IPM Activities

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Respect for Human Rights

Respect for Worker Rights

The IBIDEN Group clearly defines its basic policy to respect the basic rights of workers, as well as to avoid involvement in any violation of human rights. The IBIDEN Standards for Employee Behavior spells out such basic policy, stipulating that officers and employees respect the basic principles and rights of labor and take actions that follow the common sense and rules of society while complying with the employment-related laws of each country such as the Labor Standards Law and labor regulations.

Human Rights Education

To ensure respect for human rights, we offer education on fair employment and human rights, particularly to labor relations managers as well as managers and staff members in charge of recruitment interviews, calling their attention to the prevention of human-rights violations. We also strive to make the need to respect worker rights known to all employees through our Standards for Employee Behavior. In our new employee training or education programs offered at the time of hiring, we distribute these standards and the case book, supply a collection of examples of violation, and educate our employees to promote the understanding of human rights, as well as to ensure that the standards are reflected in their actions.


We believe it is important to work on the issue of human rights with the entire supply chain and thus cooperate with our direct suppliers in dealing with such issues. In the IBIDEN Group Supplier CSR guidelines, we specifically request that labor-related human rights be observed, including bans on child labor and forced labor. In the guidelines, we clarify items we particularly require our suppliers to comply with, and evaluate the status of implementation through investigations and audits.

IBIDEN Group Supplier CSR Guideline

Development of Human Resources

Development of Global Human Resources

Operating for more than 100 years, the IBIDEN Group aims to put in place a human resource development system that strengthens its corporate structure and enables it to achieve consistent progress and growth. To this end, we nurture employees who can contribute to strengthening competitiveness and those who are capable of cross-cultural management.

Especially for employees who are seconded to overseas locations and those who are visiting or are assigned to overseas locations, we provide cross-cultural programs to improve communication skills with overseas staff and strengthen their local response while make efforts to upgrade their practical language skills. In addition to English, we began offering language training in Korean and other foreign languages. We also focus on nurturing the core staff of our overseas entities by inviting them to participate in training programs in Japan.

Fair and Equitable Employee Evaluation

The Company has in place a results-oriented target management assessment system. Challenge goals closely related to the Company's business results are first established, and the results as well as the process for reaching those results are then evaluated fairly and equitably. Finally, individual results are directly reflected in their remunerations. Furthermore, our aim is that better “communication between the superior and the subordinate“ will be encouraged through the process of goal-setting, interim interviews and evaluation interviews. The target management system also provides ample opportunities for “professional development “ for the subordinate.

Respecting Diverse Work Styles

Along with the progress in globalization and diversification of values, IBIDEN strives to realize a working environment and culture that allow a wide variety of employees to demonstrate their unique abilities and find their life and work meaningful.

Supporting Work Life Balance

The Company considers it part of its social responsibility to create an environment in which children, our future leaders, can grow up healthy and safe. To this end, we actively encourage work-life balance (harmony between work and private life) by, for example, helping our employees to achieve a balance between work and child rearing.
In fiscal year 2014, 12 employees, of which one was a man, used the childcare leave system. In the Company, childcare leave can be extended until a child turns two in the case where he/she cannot be left at a nursery school. Some employees take childcare leave of one year or more by using this system. On the other hand, some employees return to work immediately after maternity leave. Thus, various ways of working are spreading.

Promotion of female advancement

We started working on promotion of female advancement in fiscal year 2010. We promoted activities with the period until fiscal year 2012 as Phase I (awareness-raising and introduction), implemented various measures to support work-life balance and provided training for improvement.
For Phase II, which started from fiscal year 2013, we have focused on reviewing and establishing measures. We will establish our initiatives by developing them into effective activities through a review of measures. In fiscal year 2013, we listened to firsthand views, including those given in interviews with employees who balanced work with childcare and women who were actively working in Japan and overseas, which were introduced on the corporate intranet.
We will continue to support the proactive actions of female employees through "Growing corporate culture," "Career development and appointments " and "Supporting work-life balance", so that women with abilities and motivation can be active at all stages of their lives.

♦ Three Core Activity Areas

[Growing corporate culture]
We hold various events and training sessions to raise awareness throughout the Company and communicate these activities through our company bulletin.
[Career development and appointments]
We introduce educational programs to further enhance the ability of ambitious women and develop and introduce ideal role models for our female employees.
[Supporting work-life balance]
We implement childcare leave, short-term working hours and other programs to support a work-life balance so that both men and women can continue to work while they raise children. We introduce these programs by issuing a childrearing handbook.

Occupational Health and Safety

Occupational Health and Safety - Basic Policy

We conduct the health and safety activity done with all concerned people under IBIDEN WAY, and aim to harmonize "health and safety" and "operation"with the fundamental rule to minimize the risk that may affect the life and health of person participating to IBIDEN's operations.

Occupational Health and Safety Policy

  1. We will identify the sources of risks associated with each process in our corporate activities and take steps to prevent labor accidents and illnesses. We will strive to reduce the risks and to maintain and enhance the physical and mental health of our employees.
  2. We will provide a good working environment that allows all employees to work vigorously without anxiety.
  3. We will comply with laws and regulations relating to occupational health and safety and with other recognized requirements.
  4. We will operate an occupational health and safety management system to ensure that every employee engages in occupational health and safety activities and to make continued improvements to attain our occupational health and safety goal.
  5. We will ensure that every employee is aware of our occupational health and safety policy, using occupational health and safety cards and other means to raise their awareness of occupational health and safety and encourage proactive behavior.
  6. We make this policy public and we make it available any time when requested.
    We also make this policy available on our website.

Occurrence of work-related accidents

With "reduction of occupational accidents and potential incidents and improvement to the working environment," "legal compliance" and "reduction in mental illness and life-style related diseases" as the pillars of our activities, we implemented occupational health and safety programs for the entire IBIDEN Group, with all members participating in the activities. While the Group's occupational accident occurrence rate in Japan is below the national manufacturer average, 23 work-related accidents still occurred in fiscal year 2014.

Occupational accident frequency rate

Occupational accident frequency rate*

* Number of occupational injuries (be equal or more than accidents requiring leave) for every million cumulative actual working hour

Health 100 Plan

To create a working environment that allows employees to work positively and vigorously, it is also important to help them improve their physical and mental health. While the "The second term of the National Health Promotion Movement in the 21st Century (Health Japan 21 (the second term))" is being promoted by the Ministry of Health, Labour and Welfare, the Company as well as its domestic Group Companies have been working on health promotion of employees by implementing the "Next Health 105 Plan", the five-year plan from fiscal year 2013 to fiscal year 2017.
In fiscal year 2014, with employees, families and global as keywords, the Health Subcommittees, in cooperation with each plant, implemented activities to achieve the abovementioned targets. In the company cafeteria, we held an event for health food and worked on improvement of employees' health consciousness.