Human Rights and Labor Practices

Harnessing a Diverse Range of Human Resources

Promotion of diversity

The AISIN Group regards the promotion of diversity as an important management strategy in developing further into a vital global corporate group capable of growing continuously.

In the coming years, more employees, both male and female, will only be able to work in a limited capacity due to nursing care and other reasons in addition to child care. In enabling employees to demonstrate their capabilities to the fullest in every life stage, we are working to create an appropriate work environment as well as a workplace culture and framework to enable employees to actively take on new challenges in their work. By proactively promoting diversity management, we intend to increase productivity, spur innovation and achieve a level of competitiveness that will allow us to prevail over global competition.

Aisin Seiki has set up a regionally limited training course in Japan for employees in managerial positions to reflect on and encourage a work-life balance. To engage each workplace in the task of promoting diversity, Aisin Seiki has also established the Iku-Boss Academy as an additional effort to nurture management-level employees in achieving both a work-life balance and higher productivity.

Promoting more active roles for female employees

To enable female employees to take advantage of career opportunities at Aisin Seiki, and continue working in rewarding positions, we support career development and work-life balance.

At Aisin Seiki, the Kirari Project, a project undertaken with commitment by top management by female employees selected from across the company to promote more active roles for women, is leading efforts to create a more comfortable working environment and better job satisfaction while energetically working to identify issues and countermeasures by collecting feedback and ideas from each workplace.

This project has already led to the launch of a career development training program and a mentor system to assist female employees in building their careers. As another initiative under the project, we rolled out a Career Development Program for Women (CDP) designed to foster individualized development of female employees by encouraging them to gain experience in a systematic manner to achieve a step higher goal. To foster an understanding of this matter among all employees, we disseminate information on our initiatives and systems related to the promotion of women’s more active roles via e-mail newsletters.

Work-life balance support

At the AISIN Group, we provide an environment in which employees can choose from a wide range of work styles according to their individual life stages. We promote initiatives to create an environment that makes it easier for employees to strike a balance between their lives at work and at home. At Aisin Seiki, in particular, we will launch a telecommuting system and short working hour system for family care in fiscal 2017 to further enhance our measures to support employees’ work-life balance and encourage the use of available systems. We are also providing parenting support to male employees and expanding leave options for the purpose of child care as a means of increasing their awareness and engagement in raising children.

[Measures to shorten work hours]
To encourage a work-life balance, concerted measures are taken between the management and employees with the aim of increasing the acquisition of shortened working hours and annual paid holidays.
●Annual work hours・・・Target: 2,100 hours by the end of fiscal 2018
[Work-life balance support system]
In addition to improving systems stipulated by laws and regulations, the AISIN Group establishes systems in order to further balance work and life.
<Examples at Aisin Seiki>
  • Telecommuting system・・・・・・・Allows employees in administrative or engineering positions having a child aged eight or younger as of April 1 to work a part of or full day from home.
  • Short working hour system for child care・・Allows employees having a child aged eight or younger as of April 1 to reduce work hours in accordance with the age of the child.
  • Parental leave・・・・・・・・Until the child reaches the age of 18 months or until the end of the fiscal year (March 31) in which the child reaches the age of one
  • Family-care leave・・・・・・・・Maximum of three years
  • Short-term family-care leave・・・・・・・・Allows employees to take a leave of 10 days a year for one person requiring nursing care or a leave of 20 days if there are two or more persons requiring nursing care.
  • Anshin (secured) holidays・・・・Employees can carry over up to 20 days of unused annual paid leave to cover personal illness or nursing care.

Iku-Boss Academy Academy initiative to achieve both a comfortable working environment and job satisfaction

Activities of the Kirari Project, a project to promote more active roles for women, have resulted in the launch of the Iku-Boss Academy in September 2015. The academy, established under the idea that supervisors hold the key to success in achieving a work-life balance of both male and female subordinates, intends to increase the number of supervisors (“Iku-Bosses”) who are supportive of the life and career of each subordinate, capable of improving their own work-life balance and able to attain business performance. It is a one-year, experience-based learning program targeting representatives selected from each functional and product division. “Students” mainly engage in issue-solving activities that encompass management designed to achieve a work-life balance and higher productivity as well as providing support to subordinates’ career development.

Iku-Bosses seek advice from other Iku-Bosses and experts for problems and challenges they encounter in their activities and translate the advice into action. Findings and good practices that have been obtained by repeating this process are disseminated to all managers.

In February 2016, Aisin Seiki received an Aichi Prefecture Family-Friendly Company Award and Aichi Iku Men and Iku Boss Supporting Company Award from the Aichi prefectural government in recognition of Iku-Boss role models and accomplishments in creating a more comfortable working environment.

Iku Boss Academy
Iku-Boss Academy
Receiving awards from Aichi prefectural governor Hideaki Omura
Receiving awards from Aichi
prefectural governor Hideaki Omura

Promotion of diversity (Aisin Seiki)

(Persons)

  FY2014 FY2015 FY2016
Female 1,467 1,492 1,723
Percentage versus regular employees 10.92% 10.97% 11.68%
Re-employment after retirement 413 413 405
Percentage versus all employees 2.50% 2.37% 2.38%
Persons with disabilities 192 195 216
Percentage versus all employees 2.07% 2.04% 2.08%
Foreign nationality 119 124 133
Percentage versus regular employees 10.92% 10.97% 0.90%

Number of female employees hired and number of females in managerial positions (Aisin Seiki)

(Persons)

  FY2014 FY2015 FY2016
Employment
(regular)
Administrative staff *1 6 (17.1%) 4 (11.4%) 11 (23.4%)
Engineer *1 7 (5.0%) 7 (4.9%) 22 (13.1%)
Technical and skilled worker *1 7 (6.3%) 11 (7.7%) 15 (7.9%)
Clerical worker 11 30 30
Number of persons in managerial positions*2 23 (1.4%) 32 (1.8%) 39 (2.1%)

*1 Figures in parentheses show the percentage of females versus the number of employees hired.

*2 Figures in parentheses show the percentage of female employees in managerial positions.

Number of employees using parental and family-care support systems (Aisin Seiki)

(Persons)

  FY2014 FY2015 FY2016
Parental leave Female 83 74 115
Male 4 5 11
Family-care leave Female 0 2 1
Male 2 2 3
Short working hour system for child care
(*Number of people who have used the
system more than once)
Female 192 263 314
Male 46 72 100
Short working hour system for child care
(Registrants)
Female 209 292 332
Male 306 387 483

*Number of persons taking parental and family-care leave is calculated based on the year in which the leave has started.

Average length of service (Aisin Seiki)

(Years)

  FY2014 FY2015 FY2016
Overall   15.1 15.4 14.8
Male 15.5 15.8 15.3
Female 11.6 12.2 11.1

Average overtime worked (Aisin Seiki)

(Hours/month)

  FY2014 FY2015 FY2016
Overall 36.7 35.9 36.1

Annual paid leave taken (Aisin Seiki)

(%)

  FY2014 FY2015 FY2016
Overall 96.3 97.7 98.1

Creating a workplace in which persons with disabilities can thrive

On the basis of an approach rooted in the concepts of “normalization and harmonious coexistence,” the AISIN Group is developing a working environment in which persons with disabilities can thrive and work with a sense of satisfaction. We hold regular consultation sessions at each plant to respond to concerns related to work and their daily lives and are actively promoting activities such as improving the workplace environment. The Group holds training sessions for managers and supervisors in the workplace so that they are better able to comprehend the situation of and give advice to persons with disabilities. Education and other relevant training are conducted for the workplaces that employ persons with disabilities. We also exchange information as necessary with Group companies. The aim is to work out solutions to current issues and establish an operating structure that includes individual affiliates.

Employment rate of persons with disabilities (Aisin Seiki)
Employment rate of persons with disabilities (Aisin Seiki)

*Revised legally required employment rate to 2.0% from April 2013

Re-employment after retirement

The AISIN Group establishes systems for the re-employment of workers after retirement, including programs for limited hours or days of work, in response to varied requests from retirees. While observing relevant laws and regulations, we re-employ all interested personnel.

The six core Group companies are introducing the Power Up Seminar, which seeks to improve the abilities of employees who wish to be re-employed. This seminar targets all regular employees who have reached the age of 55, which is five years before reaching the retirement age, and is aimed at promoting a widespread understanding of employment systems, identifying individual career paths and strengths and supporting various aspects such as creating individual study plans for the future. We are also working to increase motivation for re-employed individuals through initiatives such as establishing technical legacy coaching sessions aimed at passing on the advanced skills of re-employed individuals and by introducing a new retirement benefit system. Looking ahead, we will undertake an overhaul of our re-employment systems in order to further expand the re-employment of retirees.