Promotion of diversity

The AISIN Group regards the promotion of diversity management as an important management strategy in developing further into a vital corporate group capable of growing continuously and has accordingly been implementing various initiatives.

With more employees, both male and female, becoming able to work only in a limited capacity due to nursing care and other reasons in addition to child care, we are working to create an appropriate work environment as well as a workplace culture and framework to enable employees to demonstrate their capabilities to the fullest in every life stage and actively take on new challenges in their work. 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. Aisin Seiki also holds the Iku Boss Academy for managers to engage each workplace in the task of promoting diversity. Through these initiatives, we are facilitating development of management-level employees who can achieve both a work-life balance and higher productivity.

Outcome of the Iku Boss Academy to achieve both a comfortable working environment and job satisfaction

The Iku Boss Academy has been established under the idea that supervisors hold the key to success in achieving a work-life balance of both male and female subordinates. In fiscal 2017, supervisors (“Iku-Bosses”) who are supportive of the life and career of each subordinate and capable of improving their own work-life balance and able to attain business performance have grown to the level at which they can now share their successful experiences and provide additional motivation to other Iku-Bosses. In fiscal 2018, we will hold the third Iku Boss Academy program as an effort to nurture enough Iku-Bosses to assign to all departments.

Promoting more active roles for female employees

To enable female employees, who are increasing in number, to take advantage of career opportunities at the AISIN Group, and continue working in rewarding positions, we support their 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 working to identify appropriate solutions for issues by collecting feedback and ideas from each workplace. To date, we have launched a career development training program to assist female employees in building their careers, a mentor system based on individual medium-term development plans and a Career Development Program for Women (CDP) designed to foster individualized development of female employees aspiring to take managerial positions, all of which provide systematic support for women’s growth. In fiscal 2017, we held a lecture by female employees who are serving as role models to share successful examples.

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 individual life stages. We are promoting 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, we launched a telecommuting system and short working hour system for family care in fiscal 2017 to further enhance our measures to support work-life balance and encourage the use of available systems. In addition, we are proactively providing parenting support to male employees by expanding leave options for the purpose of child care.

[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 or a family member requiring nursing care 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, nursing care, childbirth or child care.

Promotion of diversity (Aisin Seiki)


FY2015 FY2016 FY2017
Female 1,499 1,729 1,782
Percentage versus regular employees 11.0% 11.7% 11.9%
Re-employment after retirement 413 405 372
Percentage versus all employees 2.4% 2.4% 2.6%
Persons with disabilities 195 216 230
Percentage versus all employees 2.0% 2.1% 2.2%
Foreign nationality 124 133 134
Percentage versus regular employees 0.9% 0.9% 0.9%

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


FY2015 FY2016 FY2017
Administrative staff*1 4
Engineer*1 7
Technical and skilled worker*1 11
Clerical worker 30 30 18
Number of persons in managerial positions*2 32

*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)


FY2015 FY2016 FY2017
Parental leave Female 74 115 101
Male 5 11 11
Family-care leave Female 2 1 1
Male 2 3 1
Short working hour system for child care
(*Number of people who have used the system more than once)
Female 263 314 309
Male 72 100 117
Short working hour system for child care
Female 292 332 340
Male 387 483 499

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

Average overtime worked (Aisin Seiki)


FY2015 FY2016 FY2017
Overall 35.9 36.1 35.9

Annual paid leave taken (Aisin Seiki)


FY2015 FY2016 FY2017
Overall 97.7 98.1 98.9

Average length of service (Aisin Seiki)


FY2015 FY2016 FY2017
Overall 15.4 14.8 15.1
Male 15.8 15.3 15.7
Female 12.2 11.1 15.1

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 aims to develop a working environment in which persons with disabilities can thrive and work with a sense of satisfaction and to increase the employment of persons with disabilities. For the creation of such a working environment, we hold consultation sessions at each plant to improve the workplace environment. The Group also holds training sessions for 140 consultants and for workplaces that employ persons with disabilities. Moreover, we are collaborating with Group companies to work out solutions 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)

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 are five years before retirement, 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 as part of efforts to further expand the re-employment of retirees.