Harnessing a Diverse Range of Human Resources
Promotion of diversity
AISIN Group regards the proactive promotion of diversity management as an important strategy in achieving sustainable growth. We have therefore been implementing various initiatives to enable employees to make maximum effective use of their abilities regardless of their life stage.
Aisin Seiki also holds the Iku Boss Academy for managers to engage each workplace in the task of promoting diversity. Through initiatives such as this, we are driving the development of management-level employees who can achieve a healthy balance between ease of working and higher productivity. In fiscal 2018, we have reached a stage where managerial personnel who act as role models for other employees are now present in every department, as well as deepened the level of understanding and instillment of the main premise. Moving forward, we plan to expand this initiative to encompass technical and engineering roles.
Examples of initiatives to systematically support active roles for female employees (Aisin Seiki)
- Established a mentoring scheme that enables female employees to consult with senior employees regarding their concerns about issues such as career building or finding a work-life balance
- Issued the “Work-life Balance Support Guide for Mothers, Fathers and Iku Bosses,” a handbook aimed at management personnel and female employees offering support for finding a healthy work-life balance, for the purpose of promoting a greater understanding of our work-life balance support system.
Promoting more active roles for female employees
To enable female employees, who are increasing in number, to actively take advantage of career opportunities at AISIN Group, and continue working in rewarding positions, the Company supports their career development and work-life balance.
- Initiatives in fiscal 2018
- Career development training program to assist female employees in building their careers
- Career Development Program for Women (CDP) designed to foster individualized development of female employees aspiring to take managerial positions
- Invited external instructors and held lectures with the aim of relieving anxiety with regard to taking managerial positions
Work-life balance support
At 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 work and home. In recent years at Aisin Seiki, the Company launched a telecommuting system and short working hour system for family care to further enhance measures to support work-life balance and encourage the use of available systems.
Creating a workplace in which persons with special needs can thrive
On the basis of an approach rooted in the concepts of “normalization and harmonious coexistence,” AISIN Group aims to develop a working environment in which persons with special needs can thrive, and increase the number of employment opportunities available to persons with special needs. To enable persons with special needs to consult at any time and work with security and peace of mind, we have assigned a total of 150 working life counselors to work in workplaces throughout the Group. These counselors listen to the voices of employees, and their insights are used to make improvements to our working environments.
AISIN Group companies are also working together to resolve issues concerning the employment of persons with special needs. In November 2017, AISIN Group held its first joint interview session for persons with special needs. A total of 23 Group companies participated, with 72 employees attending. Looking ahead, Group members will continue to promote collaborative activities, and continue working to improve workplace environments and expand the range of areas in which people with special needs can thrive.
Establishment of an environment where our employees can work as long as they like
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. It supports regular employees who are five years before retirement by 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 their advanced skills and by introducing a new retirement benefit system as part of efforts to further expand the re-employment of retirees.
Measures for work-life balance
Shortening 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 vacations.
- [Zero cutting of annual paid vacations]
This initiative aims to ensure planned use of annual paid leave, and to prevent loss of paid vacations which employees are entitled to take but failed to take in time. Targets for paid vacations to be taken differ between individual employees (ranging between zero and 20 days.)
- [Minimum of 14 days]
This initiative aims for all union members to take at least 14 annual paid vacations per year. The target number of paid vacations to be taken is the same for all employees (14 days).
Monthly average overtime worked (Aisin Seiki)
Annual paid leave taken (Aisin Seiki)
Ranked fourth in Top Companies with High Rate of Paid Vacations Taken
We were ranked fourth in Top 300 Companies with High Rate of Paid Vacations Taken (Comprehensive List of CSR Companies for Employment and Personnel Utilization), as researched by Toyo Keizai Inc.
Work-life balance support system
In addition to schemes stipulated by law, we are also advancing work style reforms that will enable employees to create career paths without excessive stress or strain.
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 two|
|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.|
|Family allowances||The Group pays allowances for children and family members requiring nursing care or other support|
Number of regular employees/managerial personnel (Aisin Seiki)
|Administrative workers in
management track position*1
|Technical workers in
management track position*1
|Workers in professional track
position at production site, etc.*1
|Workers in practical work
|Number of managerial personnel*2||1,739
- *1 The lower numbers indicate the percentage of female out of all employees.
- *2 The lower numbers indicate the percentage of female out of all managerial personnel.
Average length of service (Aisin Seiki)