Basic Approach
The Group believes that people are the source of enhancing corporate value and that an environment where each employee can feel motivated to work is the basis for creating good products and services for society.
Enhance human resource development is positioned as one of our key strategies in the 12th Medium-Term Management Plan. To promote human capital management, we will work to secure and develop diverse human resources, aiming to create a safe, comfortable, and rewarding workplace.
Promotion of Diversity
In a rapidly changing business environment, we believe that the key to future corporate growth lies in securing, training, and promoting a diverse range of human resources.
We are working to hire, train, and promote a more diverse workforce, including women, foreign nationals, experienced professionals, and people with disabilities. We are also improving our work environment for every employee.
Gender
To ensure fair recruitment without bias, we assess the capabilities and potential of all applicants to the fullest regardless of gender.
The recruitment of main career track positions has traditionally been biased toward men, so the ratio of female managers is now extremely small. In the recruitment process for new graduates, we hold roundtable discussions between students and young employees for each type of recruitment. This aims to have applicants better understand the company, reduce their anxiety, and let them know that our workplace environment allows all workers, regardless of gender, to play active roles.
Starting in FY2024, we conduct career training with a purpose of environmental improvement and awareness raising to create a workplace where female employees (career-track and technical positions) can aim for managerial positions.
Target
- Double the current ratio (2%) of women in management positions by 2030.
Kanto Denka Kogyo Co., Ltd. (KDK) alone - To achieve the above, aim for a ratio of women hired in main career track positions of 30% or more.
KDK alone and those seconded
Results
- Ratio of female managers: 2.2% (as of the end of March 2025)
- Ratio of female main career track new graduates: 22% (FY2020–FY2024)
Employment of foreign nationals and experienced professionals, no limit on age when hiring
We have been recruiting foreign nationals and experienced professionals.
In FY2022, we extend the retirement age to 65 while maintaining the salary system in our effort to support employees to keep working with high motivation. In addition, we established a reemployment system to allow those with many years of experience and knowledge to play active roles up to age of 70.
| Unit | FY 2022 |
FY 2023 |
FY 2024 |
|
|---|---|---|---|---|
| Ratio of experienced professionals hired among full-time employee recruitment | % | 63.3 | 67.5 | 28.6 |
| Three-year turnover rate to the number of new graduates hired | % | 8.3 | ||
| Voluntary turnover rate for regular employees | % | 0.6 | 1.6 | 2.2 |
People with disabilities
We are making our plants barrier-free. Installing more accessible restrooms is one example.
We have established the Business Support Department to create a comfortable working environment for people with disabilities. In FY2023, we started operating an agricultural farm to create new jobs for people with disabilities. Through these initiatives, we are striving not only to expand the employment of people with disabilities within the company but also to foster a corporate culture where diversity is respected.
As of June 1, 2025, the rate of people with disabilities in all employees was 2.71%.
Environmental improvement, etc.
In order to create a work environment that ensures diversity, we are working on the following.
- Expansion of education and training systems
- Improving the work-life balance by promoting the use of paid leave
- Promotion of male employees to take childcare leave
- Reduction of overtime work
Human Resource Development
“Ideal Candidate Profile” That Our Company Seeks
As we place great importance on the growth and career development of each employee, we promote the enhancement of our education and training system. We have established the Human Resources Development Office and the Human Resources Development Committee to systematically develop human resources and identify and train selected human resources. Also, we try to clearly indicate our idea of “desired human resource” for the promotion of human capital management. We will continue to review our personnel system based on the idea and develop programs to support the skill improvement of all employees with an aim to raise the level of the entire organization.
- On-the-job training (OJT)
- Engagement in challenging tasks and issues
- Employee training programs (by level and theme)
- Selective development
- Qualification acquisition support system
- Career support system
Employee Training Program by Position
Regardless of the type of job, we provide training to acquire the skills and knowledge necessary to carry out the roles required of each level of our company’s employees, and to improve the overall level of the Company.
| Training period | Training theme |
|---|---|
| Before joining the company | Business training using business newspapers, correspondence education (for new working adults) |
| When joining the company | Group training for new employees, training for each workplace |
| Six months after joining the company | Follow-up training |
| Third year of employment | Self-motivation training, logical communication training |
| When promoted to chief | Mid-level employee training |
| When promoted to deputy assistant manager | Correspondence education (basic management course) |
| When promoted to assistant manager | Practical training to cultivate ability to find out and solve their own problems |
| When promoted to management position | Training for new management level employees, correspondence course |
Health Management
Medical Examinations
If the results of a regular medical examinations indicate that a second examination is necessary or that there are findings, we recommend that the employee undergo a secondary examination, with all costs borne by the Company.
In addition to the subsidy provided by the health insurance association for influenza vaccination, the Company also provides a subsidy.
Mental Health Care
We focus on not only physical health care, but also mental health care so that employees can live healthy lives. We open a Mental and Physical Health Contact Point, and assign a mental health representative to each office. In addition, a high screening rate of 98% or higher on average has been achieved in the stress check conducted since FY2016.
Smoking Measures
In compliance with the Act Partially Amending the Health Promotion Act (Passive Smoking Prevention Act), we inspected the smoking areas in the plant and removed, renovated, or relocated them.
In addition, the 22nd of every month, registered by the Tobacco Control Medical-Dental Research Network with the Japan Anniversary Association as “No Smoking Day,” and May 31st, World No Tobacco Day, are designated as company-wide non-smoking days as an opportunity for employees to improve their health and think about the issue of smoking more carefully.
To help employees quit smoking, the health insurance union and the Company subsidize the cost of smoking cessation treatment.
Labor Standards
Status of Workers
There were 821 employees as of the end of March 2025, and a union shop system has been adopted where all employees, excluding management-level employees, are members of the labor union.
A total of 12 temporary employees are also members, accounting for 1.5% of all employees including temporary employees.
Work-life Balance
We have introduced flextime, and are promoting the reduction of overtime work, and the use of paid leave in order to achieve a better work-life balance for our employees. We are working to promote paid leave utilization by posting the rate of paid leave utilization by office and department on the company intranet. The paid leave utilization rate was 87.5% in FY2023, and 84.3% in FY2024. We have also started a “refresh leave” system, which aims to support our employees in their physical and mental refreshment.
As for childcare leave, we make it known on the intranet that men can also take childcare leave. Nine male employees took childcare leave in FY2023 and then 12 in FY2024.
Harassment Prevention Measures
Employee work rules and regulations clearly state that sexual harassment, power harassment, and harassment related to pregnancy, childbirth, childcare leave, and nursing care leave are prohibited and that violations will result in disciplinary action.
In addition, a consultation service for harassment has been set up. It provides for the protection of the privacy of those involved and to ensure that no disadvantageous treatment is given to whistleblowers.
The results of the workplace analysis of the stress check are fed back to the head of the department for use in workplace management, and various training programs are conducted as needed to prevent harassment.