Based on respect for human rights and dignity, we promote the creation of workplaces where employees can work with peace of mind and mental and physical health, and an environment and systems within which employees can demonstrate their creativity and spirit of challenge while feeling job satisfaction and pride in their work.
Approach to Human Resources Strategy
Respect for Human Rights
Human Rights Policy Formulation
Implementation of Human Rights Surveys
Based on the results of a questionnaire conducted in fiscal 2020 for our Group in Japan, including our company, in accordance with the Code of Conduct, we conducted a questionnaire survey in fiscal 2021 with a strengthened section on harassment, and worked to resolve problematic harassment cases.Since then, we have conducted questionnaires for all employees at overseas business entities the same way as we do in Japan, and in the future, we will raise awareness during morning meetings and use opinion boxes to collect opinions and issues from employees and take measures to address them.
Upon the development of our “Human Rights Policy”, in order to raise awareness of human rights within the Group and to put into practice the creation of a corporate culture of respect for human rights, we conduct awareness-raising and educational activities to promote proper understanding of those rights and ensure that information is shared throughout the company.
In FY2022, we have continued our efforts to resolve issues regarding harassment cases by conducting a human rights questionnaire to which we added a significant number of harassment items to the Code of Conduct self-assessment. In our overseas businesses, as in Japan, we conduct questionnaires for all employees and promote initiatives to raise awareness of human rights, such as awareness-raising activities during morning meetings and regular education.
Engagement with Experts on Human Rights
The company formulated its “Human Rights Policy” in February 2021 and is promoting efforts to respect human rights. Consequently, in order to grasp global human rights issues and share them among promotion members, on January 31, 2022, we held an online workshop and dialogue with lawyer Junko Watanabe, who is active globally as a human rights lawyer, and lawyer Akiko Sato, who is active as Deputy Secretary General of the human rights NGO Human Rights Now, in accordance with the international norms of the “UN Guiding Principles on Business and Human Rights.”
Participants received lectures on human rights-related law, which is being strengthened globally, and human rights issues highly relevant to the automobile industry and the regions the company works in, and exchanged opinions on their practical implementation.
The two leaders provided guidance on things like the importance of taking a stakeholder’s perspective and the importance of conducting risk analysis, setting priorities and implementing initiatives across organizations and groups.
Based on this feedback, we will revise our human rights policy, strengthen human rights due diligence, and confirm the Grievance Mechanism.
Safety and Health Policy
The Safety and Health of Employees
In addition, a Health and Safety Committee has been established to investigate and deliberate on basic measures to prevent worker hazards and health problems, and labor and management work together to address these issues. Health and safety risks are assessed at each workplace and prioritized to promote activities to reduce risks.
Human Resource Development
Equipment Safety Measures
Providing Proper Work Environments
In 2005, we launched our “work-life balance” initiative, and since becoming the first workplace to be registered with the Gifu Labor Bureau’s “Hatsu Ratsu Workplace Creation Declaration” in 2006,we have been promoting the mental and physical health of our employees in specific and continuous ways. With the recent aging of society and declining birthrate and increasing health consciousness, the importance of health management is growing. We also place importance on employee health as the foundation for the success of our human resources, as clearly stated in the Pacific Industrial Group Health Declaration, and we are continuously conducting health management.
In March 2023, we were certified as the 2023 Certified Health & Productivity Management Outstanding Organizations Recognition Program (Large Corporation Category) for the second year in a row, in recognition of our lifestyle-related disease prevention measures, mental health measures, consultations with public health nurses and industrial physicians, and support for compatibility.We will continue to engage in health activities that are tailored to each employee and in measures that improve the physical and mental health of employees and their families.
Pacific Industrial Group Health Declaration
We believe that sustainable growth of the company will be achieved when all employees are physically and mentally healthy and able to demonstrate their individuality and abilities to create new value.
In order to realize our Purpose of "passion in creating tomorrow," we will promote the creation of psychologically safe workplaces where new ideas and challenges are valued, and try to create an environment where all colleagues can work healthily and vigorously, with satisfaction in their job and happiness in their lives.
President, Member of the Board
Pacific Industrial Co., Ltd.
Building of Mental and Physical Health
As part of our efforts to improve mental health, we facilitate consultation with public health nurses and nurses based on the results of stress checks and interview guidance with industrial physicians for employees who want it, and are working on the improvement of workplaces. For employees who work long hours with 45 hours or more overtime per month, if they wish, or at the discretion of the industrial physician, they are interviewed by an industrial physician to understand problems in the workplace and duties. We strive to proactively prevent, early detection and early care for mental health problem.
Stable Employment and Decent Work Environment
Improving Employee Engagement
The Group believes that in promoting human capital management, the most important factor is how to increase engagement. To that end, we have decided to first conduct an engagement survey.
The survey measures and quantifies eNPS, a numerical indicator of employees' affinity for the company, satisfaction with the company and their work, and so on, and the eight factors that affect eNPS: management, business strategy, work style, boss, colleagues, work, growth opportunities,and evaluation. We hope this will help us to understand the company's strengths and potential challenges, and to promote measures for improvement.
The results of the survey will not only be used to resolve structural issues company-wide (such as the design of various systems), but will also be disclosed to employees for use in resolving individual issues in workplaces, such as through open discussions to increase engagement in each department and group, and effective measures will be implemented with a sense of urgency.
Decent Work Environment
In addition, since good human relationships are important for a decent work environment, we have expanded the workplace senior system, which assigns younger senior employees to new hires in the technical field as well as the staff field. We also provide personnel development while checking mental and physical health, such as through pre-training for managers and supervisors at their assigned sites, and regular interviews. We also strive to create a workplace with a high level of psychological safety by holding regular informal discussions where employees can talk freely to management about their thoughts and feelings on their work, as well as any problems they face.
Converting Non-Regular Employees into Regular Employees
Promoting Work-Life Balance
We are implementing a variety of measures to ensure that employees are able to feel satisfaction and personal growth at work, while living a fulfilling personal life. In addition to being awarded“Kurumin” certification as a company that supports child care, we have set a target of having employees take 12 days of annual paid vacation and have been working to ensure that target is achieved. In FY2022, the average target achievement rate for union members was 100% for the second year in a row.
We have also introduced more flexible working styles, such as by promoting the taking of annual paid leave, reducing long working hours, installing a work interval system, and using shorter working hours, staggered working hours, and flextime systems to support both child care and nursing care.
We will remain committed to supporting our employees in balancing work and personal commitments such as child care and nursing care, while fostering an environment and culture that encourages them to take leave, stay healthy, and work hard.
Slogan of Work-Life Balance
- Family bonds and personal growth
- Workplace bonds and company growth
- Social bonds and regional development
Support for the Balancing of Work and Child-Rearing
Since the Act on Advancement of Measures to Support Raising Next-Generation Children came into effect in 2005, the company has developed and expanded systems that support the balancing of work and family. Parental and nursing care leave periods are set at two years, which is above the legal standard. There is no limit on the number of changes, and systems have been established that allow employees to choose various work-styles in accordance with their individual life stages and circumstances.
In 2008, 2011, 2016 and 2020, we obtained “Kurumin” certification from the Ministry of Health, Labour and Welfare as a company that supports the development of the next generation positively.
We are working on a “Parental Leave Support Program” to provide support before, during and after leave to employees who take parental leave, and working on the creation of an environment and culture in which the entire workplace supports childcare so that employees can raise their children with peace of mind and return to work smoothly.
In addition, we are also working positively on measures to support childcare, such as tie-ups with company-led daycare centers and registration as an excellent company for childcare with Gifu Prefecture.
|Parental leave period
|Until the child reaches 2 years of age
|Number of times parental leave can be taken
|Leave can be taken and changed as many times as required
|Changes to work start and end times, staggered work hours
|Until the child reaches elementary school age (60 minutes each per day) * Until the end of elementary school grade four based on conditions
|Payment of “Parental leave allowance” by the company
Development of Human Resources and Cultivation of Culture that We can Tackle New Endeavors
Human Resources Development Policy
Strengthen Education at Each Level
In order to provide employees with a wide range of learning opportunities, in FY2023 we introduced a new web-based education system for employees to learn various business skills.
Personnel System and Welfare
Diversity and Inclusion
Policies and Initiatives
Active Roles of Non-Japanese Employees
The group has set the target of increasing the ratio of non-Japanese managers to 53% or more by FY2030.
For foreign workers to understand, we have created foreign language versions of medical examination questionnaires in common areas, hygiene-related guidelines, training materials for new hires, work manuals, and other materials.
Employment of People with Disabilities
Ongoing Employment of the Elderly
Promotion of Women’s Activities
We believe that the further advancement of women is essential for a company's sustainable growth and corporate competitiveness, and are therefore hiring capable human resources regardless of gender, creating a work environment that allows diverse work styles, and promoting career education necessary for individual growth. We are working to increase the ratio of female staff hires to 20% or more per year (up from 10%), and the ratio of female hires among new graduate hires in FY2023 was 32%. Our goal is to have 14% or more of the Group's total management positions filled by women by FY2030.
In addition, we support male employees taking parental leave based on the belief that male employees’ participation in child care is necessary to promote women’s success. For men considering taking leave to care for their children, we have created a Handbook for Men on Child Care Leave, which provides detailed descriptions of subsidy programs for men concerned about a reduction in income, including explanations of procedures from a male perspective and interviews with male employees who have taken long child care leave. We are also focusing on activities to promote better understanding of child care leave, such as introducing cases of maternity/paternity leave in our company newsletter, and providing information to male employees who have a new child via the management system.
Female officers (As of Mar. 31, 2023)
|Number of Famale
* The numbers of managers and assistant managers are included in the number of female employees.
Communication between Labor and Management
Dialogue with Labor Unions
Regular monthly labor-management council meetings are held between strategic officers, including the president, and union officers to confirm the status of overtime and paid leave utilization, and we actively report and exchange opinions on employment stability, working conditions, health and safety, and the status of production and sales activities between labor and management to promote labor-management harmony. In addition, labor management roundtable meetings and production committee meetings are held in each business division. These meetings are forums for communication to ascertain the status of safety measures and other measures that have been put into practice, discussing issues for the betterment of the company, and consulting on any problems.