Emphasizing labor-management communication

JTEKT places importance on labor-management communication and facilitates numerous opportunities for direct dialogue between workers and management. This on a companywide; business division; individual business and plant base level. These opportunities are in the format of various types of gatherings and discussion sessions. By having workers and management exchange opinions on company development, stabilizing/improving employee quality of life and strive to deepen the mutual trust and understanding we strive for even firmer relationships.

Labor-management discussion opportunities (held in FY2022)

• Central Labor-Management Meetings (6 times)
• Business field/function section Labor-Management Meetings (1～4 times)
• Business Facility Labor-Management Discussions (monthly at each business facility)
• Plant Production Section Meetings (monthly at each plant)
• Workplace Discussions (as required at each workplace)
  etc.
• Labor-Management Committee (5 times)

Maintain employment

In FY2022, JTEKT continued to exert efforts to maintain employment through various measures such as reassignment from the perspective of effectively utilizing human resources. JTEKT observed the relevant laws and internal regulations for managing the employment of fixed-term workers.
In FY2022, 19 fixed-term workers were appointed as permanent employees.

Transition from fixed term workers to permanent employees

Composition of employees (as of the end of March 2023)

Formation of a global human management/development framework

Around 60 percent of JTEKT group's entire employees work outside Japan. JTEKT promotes the establishment of the global human management/development framework, putting importance on diversity and aiming at preparing the optimal environment for the employees and the company so that motivated and capable people, regardless of nationality or race, could display their ability, beyond national and regional borders.

Strengthening of employees' English abilities, bidirectional employee interaction between Japan and overseas

JTEKT also strives to strengthen the English ability of its employees overall in order to develop professionals capable of working globally. In addition to providing motivation-raising strategies such as an internal TOEIC exam and self-study courses (company-subsidized). We have a overseas trainee system, in which we arrange for young employees to work at JTEKT's overseas group companies at an early stage in their careers, so that they may improve their language ability and cross-cultural communication skills.
Moreover, from FY2016, JTEKT fully promotes training in Japan for employees of its overseas group companies by utilizing an inter-company transfer visa. Rather than the conventional one-way pattern of sending employees from Japan to overseas, we promote bidirectional employee interaction between Japan and overseas.

Human resource development for production staff

The JTEKT training system is composed of four pillars being "companywide training", "workplace-based training", "newly appointed supervisors training" and "self-study". Regarding companywide training, we have a career development program (rank-based training) which is based on training at the JTEKT Technical Training Center (*1). And also carry out supervisor training, skill training , TWI supervisor trainer development courses (*2) and TWI 10-hour courses. Regarding workplace-based training, we implement OJT (*3) training covering the specialized skills necessary to pass down to future generations, as well as special training and skill courses for the obtainment of certifications necessary in the line of work. In the training for newly appointed supervisors, we conduct practical training on TPS (Toyota Production System) in cooperation with the Production Survey Department and focus on improving the level of understanding. Self-study is supported by discounted acces to avariety of learning tools towards employees accompanied by fynancial support for natonal exams so they can attempt the National Trade Skills Test, QC Test, Voluntary Conservation Officer recognition, etc.

Rank-based training types and main content

* TPS TOYOTA Production System

At the 60th National Skills Competition, we were able to win a gold medal in the mechatronics category and fighting spirit award in the plastic mold category.

At the 61th National Skills Olympics, which will be held in November 2023 with Aichi Prefecture as the main venue, we will aim to surpass the previous year.

Promoting diversity

In the midst of an ever-changing management environment, represented by globalization, accepting and utilizing personnel with diverse values irrespective of gender, nationality, age, culture and so on is essential for a company to continue growing. For this reason, we position Diversity & Inclusion (hereinafter referred to as D&I), which maximizes the ability, experience, and characteristics of each employee, as one of our most important management strategies, and continue working on it.
＜D&I Policy＞
１．By creating a work environment where diverse human resources can work enthusiastically and by developing a framework for working styles, we aim put the right people in the right jobs and manage their abilities to the fullest.
２．Aiming for corporate growth through the growth of each and every employee through their work

Promotion of women's empowerment

Assisting female employees in developing their careers

In order to accelerate female participation in the workplace, JTEKT conducted an actual condition survey targeting all employees and all management personnel. We investigated the environment surrounding female employees, awareness of female employees' work and the development/assessment by superiors of subordinates. We actively condug initiatives to address issues that have emerged under the three pillars of "awareness reform," "support for work-life balance," and "fostering a corporate culture."

No. of females hired/appointed managers (enrollment basis, unit: person)

Formulation of an action plan based on the Act of Promotion of Women's Participation and Advancement in the Workplace

Based on the legal framework relating to promoting women in the workplace (the Act of Promotion of Women's Participation and Advancement in the Workplace), JTEKT formulated an action plan.

Promotion of utilization of elderly people

Provision of training and tools to consider asset building

A re-employment system clarifying expectations and roles was launched in FY2014 aimed at employees who return to work after retirement. In FY2015, an Asset Building Exploratory Labor-Management Committee was established to discuss pre-retirement asset building so that employees may retire with a sense of reassurance. In FY2016, the committee organized an increase in the amount JTEKT contributes to the Defined Contribution Plan and confirmed it would be providing training and tools for asset building aimed at raising employee awareness.

Employment of people with disabilities

Adoption of Cafeteria Plan for benefits

JTEKT has adopted a selection-based benefit program (Cafeteria Plan).Employees can use the points granted in advance to freely choose from a variety of welfare menus, including travel, self-development, childcare, and nursing care.In FY2022, the point usage rate was 97.9%.
We have systems such as the employee savings scheme, employee shareholding association.We support asset formation and support employees so that they can lead fulfilling lives through various systems and facilities, such as dormitories, and gym.

Internal communication (Message from the President)

In June 2020, we launched "Passion Journal", an information tool for President Sato to communicate management policies to all employees.
To ensure that Sato's message permeate all employees, a theme is set each month and the information is transmitted in an easy-to-understand format. Employees view the journal on company-loaned PCs and Web in-house magazine.