Human Resource Management

Human Resource Management

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.

  • Respect for Human Rights
  • Development of Human Resources
  • Respect for Diversity
  • Promotion of Work-style Reform
  • Occupational Health and Safety

Respect for Human Rights

Respect for Worker Rights

The IBIDEN Group clearly defines its policy to respect the basic rights of workers, as internationally declared, as well as to avoid involvement in any violation of human rights in the "IBIDEN Standards for Employee Behavior". 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.
After preparing the "IBIDEN Social Responsibility Management Standards," we summarized the mechanism to respond to human rights issues and matters to be noted as a supervisor. Supervisors periodically check the impact of our social responsibilities on workplaces and their risks from the perspective of the Management Standard, including human rights issues. The management standards include checking procedures intended to avoid forced labor and child labor, which are incorporated into the procedure manual of each relevant division. For example, the Management Standards include the Rules to Prohibit the Storage of Private Documents, which are intended to prevent forced labor, and stipulate a minimum age checking procedure, which are intended to prevent child labor.

Human Rights Education

To ensure respect for human rights, the Group offers 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. For our plants in Japan in particular, we have advanced harassment training for supervisors and employees toward the eradication of power harassment. In particular, training for supervisors targets all supervisors, and gives training in the actions supervisors should perform, from daily communication to responses to consultations and the handling of information.

Assessment (Human Rights Due Diligence)

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. We have thoroughly explained our efforts for human rights to suppliers, including employment agencies and contractors, in such occasions as information sessions that we have held for them.
Especially in Japan, with the amendment of the Immigration Control and Refugee Recognition Act, the number of foreign workers is expected to increase. We demand thorough management of accepting foreign workers so as not to lead to a situation that falls under forced labor, such as debt bondage by sharing the points to be noted when accepting workers from overseas. Also, we have confirmed the actual condition of labor management and human rights issues of client companies and Group companies every year through the CSR Survey and audit. In fiscal year 2020, no serious cases of infringement of labor rights were confirmed in our Group companies or suppliers.

Development of Human Resources

Human Resource Training System

We have established Systematic human resource training systems in an effort to develop the human resources necessary to accurately grasp changes in the business environment and create new products and technologies.
Specifically, we implement standardized education across the Company (stratified training programs by age group and by job grade) and provide specialized education for selected personnel based on our basic education and training structure. The training programs by age group were completely revised from life plan-based training to career plan-based training in line with changes in our times such as the extension of the mandatory retirement age to 65, while in specialized education, we opened the Human Resource Development Center in 2017. Following the integration of the Center into the Human Resources Division in April 2021, systems are in place for conducting the education of personnel capable of underpinning manufacturing operations, in a manner consistent with the company's personnel strategy.

Specialized Education for Enhancing Technological Strengths

The Human Resources Division provides education dedicated to the training of engineers in order to keep handing down our technological capabilities for the next 100 years. The training ranges from the fundamental education required for engineers to training in specialized fields. Nurturing people to be well equipped with skills for the next-generation developments will lead to enhanced technological strengths for IBIDEN. The Division focuses not only on providing knowledge to trainees but also helping them develop the engineer mindset by providing practical education through OJT. Furthermore, in addition to these human resource development efforts, the Division is tasked with the role of a transactive memory that incorporates the technology and expertise held by each department with the aim of achieving efficient R&D and creating new innovation. It plays an important role as a source to continue creating the IBI-TECHNO of the future.

Efforts for Improving Productivity

We regard productivity improvement activities as opportunities for human resource development and are focusing on having employees master how to do the work with a kaizen (continuous improvement) mind. Instead of pursuing the results of activities, we have been starting from solving problems faced by employees in everyday routine work. We review their operations thoroughly including their objectives and purposes, improve work flow in ways that can generate satisfactory results naturally and efficiently, and proactively introduce IT including RPA* to prevent a return to previous conditions. In addition, since these efforts have been carried out across the Company, improvements in cooperation with other departments have been made easily, and as a result, work quality in pursuit of overall optimization has also improved.

* Robotic Process Automation: Automation of work processes by robots

Development of Global Human Resources

We are making an effort to nurture employees who can contribute to strengthening the company's global competitiveness and those who are capable of cross-cultural management. In particular, we emphasize cross-cultural training programs to foster employees who can accept different values and to improve communication skills with overseas staff, as well as practical language training programs. We also focus on nurturing the core staff of our overseas entities by inviting them to participate in training programs in Japan.

Encouraging Career Development

We adopt a system that encourages personalized career development. We support career development through discussions in an interview with a superior concerning skills an employee wants to improve now and in the future and a superior' s expectations and a support policy. We launched a self-development correspondence course enrollment assistance system to help employees develop their abilities.

Employment and Support for Junior Employee Retention

In hiring employees, we focus our efforts on aggressively hiring mid-career personnel in addition to new graduates so as to be able to acquire work-ready individuals who are equipped with skills and knowledge that are lacking within our company as well as diverse people.
Also, in a bid to support new employees in becoming a part of their assigned workplaces and contributing to the company early on in their careers, we have established a mentor system in which senior members around new employees in the workplace support them. Under this system, new employees appoint senior members as their own mentors. The mentors then provide their mentees with advice on how to arrange their work and on their specialized fields, help the mentees cooperate with other divisions and departments, and listen to the mentees when they seek advice on a variety of matters, whether job related or otherwise, thereby supporting every new employee in starting his/her career development.

Equitable Evaluation and Treatment

To enhance business competitiveness, we believe it is important for each employee to challenge himself/herself to meet his/her own high expectations, achieve these expectations, and raise his/her organizational capabilities. 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 compensation. Also, we promote communications between supervisors and subordinates when setting goals and in evaluation interviews in order to develop the subordinates.
The Company adopts a job-based grade system, which helps revitalize all employees, under which work is evaluated into grades based on the volume and importance of job results and job grades are set accordingly. Furthermore, the relationship between positions available according to qualifications and job grades is clarified. Employees in the same evaluation rank in the same job grade are equitably treated, regardless of attributes such as their sex, age and race and nationality.

Respect for Diversity

Our Group aims to realize a work environment and climate in which diverse human resources can exercise their individual abilities and can feel reasons for living and job satisfaction amidst a trend of advancing globalization and diversification of values.

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 have established childcare programs, such as childcare leave and short-term working hours, which surpass those prescribed by law, to support a work-life balance so that both men and women can continue to work while they raise children.

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 by, for example, helping our employees to achieve a balance between work and child rearing. In fiscal year 2012, we obtained the Kurumin certification from the Ministry of Health, Labour and Welfare, followed by the Platinum Kurumin certification in fiscal year 2020, which was awarded in recognition of our continued efforts for supporting employees' childcare and the improvement of such efforts to an even higher level.

Deepening Understanding of Diversity

We have conducted diversity training programs for those in managerial positions. The programs are aimed at having them acquire accurate knowledge about supporting a work-life balance, promoting female advancement, promoting the employment of persons with disabilities, and appointing foreign workers, as well as knowledge of LGBT issues, to understand and respect diversity and utilize such knowledge in their daily management.

Promotion of Female Advancement

We started promoting women's participation and advancement in the workplace in fiscal year 2010 and conducted various activities, such as improving the work-life balance system and offering training to female employees and managers for awareness-raising. From fiscal year 2017, the President delivered a message anew at the start of the Stage 2 of our initiatives for promoting women' s participation and advancement in the workplace, announcing the Company' s policy to actively promote the career advancement of female employees. In the Action on Promotion for Women's Empowerment, a training program for female employees selected in various divisions and their supervisors, we provide support, with the involvement of the President & CEO, toward fostering and promoting female employees in the position of junior manager, who constitute the entire pool from which female managers (i.e. middle manager and above) will be developed. In addition, we actively proceed with awareness education not only for target female employees but also their supervisors, thereby increasing the rate of female managers. We will continue to appoint more female leaders with the purpose of revitalizing the corporate culture by promoting more female employees with expanded functions to play active roles in the workplace.
With a target set of having at least 10 female managers over the five-year period from April 1, 2021 to March 31, 2026, we are promoting efforts toward that end.

Trends in the number of female managers (Middle manager or higher-ranked manager)・candidates (Junior manager)
Trends in the number of female managers (Middle manager or higher-ranked manager)・candidates (Junior manager)

Ratio of female managers (Middle manager or higher-ranked manager) (As of April 1, 2021)

Promoting the Employment of Persons with Disabilities

In order to realize a society where persons with disabilities can live together as members of local communities, it is important to encourage their independence through work, and employees with disabilities are playing an active role in the Company. IBIDEN Oasis Co., Ltd., one of our Group companies, was certified as a special-purpose subsidiary based on the Handicapped Persons' Employment Promotion Act*2 in April 2019. We will work with local entities such as schools for special needs education and relevant support centers to stably employ disabled persons with a desire to work, and will provide support for occupational self-reliance through the creation of a safe work environment and the development of their potential abilities. From now on, we will also aim to realize a work environment and climate in which diverse human resources can exercise their individual abilities and can feel reasons for living and job satisfaction.

*1 Special-purpose subsidiary: In the case where an employer establishes a subsidiary with special consideration for the employment of persons with disabilities, and the subsidiary meets certain requirements. We regard workers who are employed by the subsidiary as being employed by the parent company as a special case.
*2 Handicapped Persons' Employment Promotion Act: This Act was established with the aim of securing the employment of persons with disabilities through measures, etc. to promote employment, etc. based on the obligation to employ persons with disabilities, etc.

Active Participation of Senior Employees Aged 60 or Over

After consultations between management and employees, in fiscal year 2020, we introduced a system with an extended mandatory retirement age, in consideration of the increase in the number of senior employees aged 60 or over and changes in social environment in Japan. We will raise the retirement age from 60 to 65 in phases, making a transition to a system with a retirement age of 65. For their compensation, we established a reward system whereby they are evaluated based on their roles and results, to keep them motivated and encourage them to show their expertise and practical skills. Furthermore, in April 2021, we established a workplace for jig and tool maintenance, aiming to expand functions so as to encourage senior employees to play active roles in their workplace.
Going forward, we will also offer many training programs intended for employees aged 50 or over and work out plans on health care seminars and support for nursing care issues, thereby helping them to work healthily and energetically until they turn 65 years old.

Development of Non-Japanese Employees

We accept employees from IBIDEN Philippines, Inc. and other IBIDEN overseas group companies as technical interns. Allowing the interns to learn state-of-the-art technologies in Japan and bring the know-how to their countries will help upgrade the technical levels of our overseas group companies.

Promotion of Work-style Reform

Working Hour Management

In Japan, work style reform is being promoted and rectifying long working hours is regarded as one of important tasks. While the government is strengthening legal restrictions related to working hours, mental disorders and work related accidents that are deemed to be caused by long working hours have become serious problems. As a result, companies are being required to make further efforts toward rectifying long working hours.
Our company and Group companies in Japan have promoted efforts to eliminate overwork and to reduce the total working hours for a year to below 2,000 hours, since operation managers and division managers presented the policy to realize work-style reform. Also, reviewing detailed methods of progressing with work, we have taken on the challenges of optimizing operations and improving their quality in a concerted manner by promoting active in-house communication, reviewing operations, including the aim and target of each task, utilizing IT tools, and changing the ways of proceeding with operations.

Communication between Labor and Management

Through a relationship of mutual trust, both the management and employees of IBIDEN work together to create a workplace that is friendly for all employees. In our assessment of the risks and impacts on the work environment, including labor standards, for employees through continuous and cooperative discussions between management and employees, we have proceeded with our collaborative efforts for such areas as time management, and enhancing personnel systems on specific themes. Holding Central Labor Council and the Labor and Management Committee meetings every month, we review the progress of collaborative themes, and both the management and employees work together to discuss and conduct activities toward improving the working environment. Furthermore, providing opportunities for dialogues at various levels between management and employees, including the above-mentioned Council and Committee, we explain about management policies and items related to production plans and items concerning hiring policies, and discuss items that seriously affect employees, etc.

Conducting Employee Awareness Surveys

Our company and its Group companies in Japan conduct employee awareness surveys for all employees once every two years, intended to confirm measures to enhance employees' motivation, and the extent of permeation and operation status of each system. The last survey was conducted in fiscal year 2019 with the participation of at least 70% of employees. In particular, we have conducted a survey and analysis focusing on work-style reform, especially working-hour management and diversity, and evaluations of measures against harassment, and will reflect the results in future measures.

Thorough compliance with labor-related laws and regulations

Through compliance with each country's employment-related laws and regulations, such as labor standards acts, IBIDEN's group companies take action to follow social common sense and other rules. In Japan, our Personnel and Labor Section monitors the revision and abolishment of state laws and regulations that we are required to comply with. Also, we run periodic monitoring of our group companies in Japan, and check the state of their compliance with laws and regulations. In fiscal year 2020, no serious offenses were confirmed related to labor laws that may have an impact on our business activities.

Measures for 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 "operation" and "health and safety" 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(May 18h, 2021, seventh edition)

  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 assess and reduce the risks and to maintain and enhance the physical and mental health of our employees.
  2. We will provide all employees with a working environment that is safe and reliable and allows them to work vigorously.
  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 acts on his/her own initiative with the understanding of our occupational health and safety policy and to make continued improvements to attain our occupational health and safety purposes and goals.
  5. We will make this occupational health and safety policy public and push forward with our efforts in concert with subcontractors, suppliers and other stakeholders.

President& CEO

Organization of Occupational Health and Safety Management

The Company-wide Environment/Health and Safety Committee meetings are held at least once a year with the participation of the Chairman of the Board, the President& CEO, Executive Vice President, Senior Executive Officer, the presidents of affiliated companies, and the chairperson of the labor union, aiming to confirm the purposes of company-wide activities and the progress for the goals. Meetings of the Company-wide Zero Accident Committee, held monthly, are attended by each Plant Manager, management persons responsible at the division and for promoting health and safety at affiliated companies. The Committee functions as a place for establishing common ground in order to implement the Plan-Do-Check-Act (PDCA) cycle of activities of the entire IBIDEN Group. The information of these committees is disseminated from committee meetings held at each plant to safety circles of workplaces (small group activities) in which all employees participate.
Also, we have promoted the application of the Occupational Health and Safety Management Policy to on-site contractors who work at plants and construction contractors, and advance safety and health management activities in one united body. Through workshops, such as the "IBIDEN Safety & Health Promotion Meeting for Contractors," we share information and exchange opinions about laws and regulations concerning health and safety as well as the in-house standards of the Company and on-site working rules with contractors to promote the creation of a working environment with no work-related accidents.

Basic activities and Specialized activities of Occupational Health and Safety

As part of the basic activities intended to develop a corporate climate in which the top priority is always placed on health & safety and compliance with laws and regulations, we have continued to engage in "Workplace Safety Circles' Activities," "Safety Patrol," and "Raising Awareness through Safety Education."
We are providing safety education in a systematic way, so that all employees can take the relevant training. The introduction of our hazard-simulation safety education has led to employees raising their safety awareness and acquiring the ability to avoid risks (Fiscal year 2020 targeted people and results: A total of 285 IBIDEN Group employees received hazard-simulation safety education.) We also provide employees assigned to a new workplace with overall education designed for newly appointed personnel, including health and safety education. Furthermore, we offer special education on health and safety to employees involved in hazardous operations (Fiscal year 2020 targeted people and results: A total of 1,353 IBIDEN Group employees received education designed for newly appointed personnel; a total of 790 IBIDEN Group employees received special education.)The Workplace Safety Circles, in which all workers working in the premises of IBIDEN participate, promote raising awareness of safety through repetitive learning of safety confirmation points in the workplace and risk prediction training.
As part of our specialized activities, we have reduced risks by assessing the equipment and operations with thorough implementation of the Operational Safety and Environment Assessment, which is a mechanism of safety design, legal compliance, and completion tests, and the Health and Safety Risk Assessment, which targets all sites. Also, we have made it a rule to commence operation of new equipment and facilities after implementing safety assessments through an in-house procedure.

Occurrence of work-related accidents

Focusing on "Reducing the number of recurrences of occupational accidents to zero," and "Preventing new occupational accidents" as pillars of our activities, we are working on occupational health and safety activities to enable all employees to work with high spirits and establish a safe and comfortable workplace across the IBIDEN Group, with employee awareness of the "Safety First" policy. As a result, the occupational accident frequency rate of the Company and group companies in Japan is at a level lower than the average in the all industry throughout Japan. And the number of work-related accidents in our Group from fiscal year 2019 to fiscal year 2020 is on a decreasing trend.
With a view to further reducing occupational accidents, we are making an effort to strengthen our management so as to prevent similar accidents from occurring by analyzing the causes and true reasons of past accidents, and by taking the necessary recurrence prevention measures.

Occupational accident frequency rate*

*This indicates the number of work-related injury or death cases (equivalent to or more serious than cases of occupational accidents resulting in lost workdays) among a total of 1 million actual working hours.

IBIDEN Group Health Management Declaration

Our Group place importance on physical and mental health of each employee. To support employees for their health promotion through active development of activities focusing on prevention, the IBIDEN Group Health Management Declaration was established in 2017 through the president & CEO's initiation.

IBIDEN Group Health Management Declaration

Under the Corporate Philosophy of "Respect for both Individuals and the Global Environment," IBIDEN Group actively provides support for each employee's health promotion.
IBIDEN Group aims to contribute to the realization of the progression of society through its continued sound growth with its employees vigorously playing active roles in good physical and mental health.

Smart Health110 Plan

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 encouraging health maintenance and the promotion of officers and employees by formulating the "Smart Health110 Plan," the five-year plan from fiscal year 2018 to fiscal year 2022.
Every five years we develop our medium-term plan and define health action items and their execution details, which we then communicate to and raise awareness of among officers and employees through the Health and Safety Committee, etc. at each plant.
To create a working environment that allows employees to work positively and vigorously, we work on to improve their physical and mental health.

Promoting Health and Productivity Management*

Our group believes that the physical and mental health of each and every employee constitutes the basis for supporting the Group's competitiveness, and actively helps employees maintain good health.
Having established, as a promoting structure, the Health Subcommittee, which consists of the Health Management Promotion Center (industrial physicians, public health Nurses), Labor Union, Health Insurance Society, Environment, Health and Safety Division, Human Resources Division, and full-time staff for health promotion at plants, the Group actively provides employees with information for and raise their awareness of their health promotion and management.
To enable each employee to maintain and improve their physical and mental health, we will powerfully promote the following three activities of importance:
(1) Activity to develop exercise habits
(2) Activity to maintain good oral health
(3) Activity to reduce the influence of cigarettes
As measures to support employees' mental health, the employees, workplaces, the Health Management Promotion Center, and Human Resources respectively play their roles, and use external resources for the prevention and treatment of mental health issues.

*: Registered trademark of the Workshop for the Management of Health on Company and Employee