With Employees
Happiness and Stability for Employees is a part of the Sansha Electric Manufacturing Group’s corporate philosophy, and we see our employees as a force driving the growth of our corporation. In accordance with our philosophy, we have envisioned a virtuous cycle of personal development, the growth of the company and the development of society. By 2030, we seek to realize a future in which individual employees grow to support the continuous growth of the company, leading to the development of society as a whole. The medium-term management plan that commenced in FY2024 positions our human resource strategy as a core measure that supports corporate growth. Among other initiatives, the development of the next generation of leaders and the support for diversity and inclusion will promote the establishment of a self-driven organization and a vibrant corporate culture. We are building a strong organizational base that can respond flexibly to change. We seek personnel that will support initiatives resulting in the growth of the corporation. We seek personnel with a spirit of taking on challenges in global markets, diverse communication skills, extensive interests, a stance of continuing to learn and the ability to think in multiple ways. We will recruit and develop personnel like this to create value and achieve the continued improvement of the competitiveness of our corporation.
Personnel Management for Continuous Growth
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In 2021, the Sansha Electric Manufacturing Group began to push forward with medium- to long-term initiatives to achieve its 2030 vision, which consists of three pillars: the development of the next generation of employees, employees that are experts in technology and employees that are able to work actively in global markets, the promotion of diversity and the creation of an organization and climate.
Required qualities
- Independent thinking and acting
- Have a can-do spirit
- Communicate with a wide variety of people
- Eager to learn and very curious
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Personnel development
Training costs per person
The Group is stepping up its personnel development initiatives to build an organization with the ability to accomplish the medium-term management plan. Specifically, we will discover and develop next-generation leaders, encourage women employees to actively participate in the Group, cultivate personnel with a global perspective, and implement other initiatives. We are implementing a wide variety of development programs to train personnel to create a broad range of types of value so that we can achieve the continued growth of the corporation. Through our personnel development system, we provide a full array of programs including job-class-specific training programs to enhance the training of our employees. By regularly setting targets and providing guidance, we help individual employees develop skills and their careers. We recruit new graduates and mid-career professionals on an ongoing basis based on our labor and recruitment plans which reflect our workforce composition, with a view toward the early development of young workers and their retention. In addition, we encourage employees to acquire the qualifications they need to fulfill their duties and create a system for increasing their motivation to learn and their awareness of personal growth. Accordingly, we provide an environment that enables them to live up to their potential and fully display their abilities. In doing this, we reinforce the foundations of our workforce that helps us continuously create corporate value. Our basic principle in designing the programs we will introduce in the future is to tangibly associate organizational growth with personal growth. We will revise our assessment and wage systems to establish a mechanism for fairly evaluating employees’ growth and achievements. We will implement these measures to develop a structure for ensuring that employees are able to grow personally, and that this leads to the growth of the Group as a whole.
Education and Training Systems
Diversity & Inclusion
Promotion of women to managerial positions
Managers and leaders that are women
The Group had identified the promotion of diversity and the development of human resources as two of the material issues it is facing. We are endeavoring to build a workplace environment where diverse personnel can fully live up to their potential. We believe improving the workplace environment will increase our ability to flexibly adapt to market changes leveraging the creativity and diverse perspectives of our human resources. In particular, expanding global operations urgently requires embracing diverse values regardless of gender, age, nationality, or ability, and leveraging them in management. In our diversity and inclusion promotion activities, we are focused on encouraging women to actively participate in the Group. We are training women who are candidates for management positions and providing women with more opportunities to play an active role in the Group. We are also striving to accelerate the reform of the mindsets of all of our employees, to increase their awareness of their careers and improve their management skills, and to actively appoint women to positions of responsibility.
In the future, we will provide training regarding unconscious biases and carry out initiatives to eliminate unconsciously held stereotypes and prejudice. We are devising a plan to present a role model for women managers all of our personnel’s awareness of their careers. Regarding our employment of people with disabilities, we assign employees to duties that are suited to their individual characteristics and organize plant tours and workplace internships in collaboration with institutions supporting the employment of people with disabilities to provide an environment where workers with disabilities can work with peace of mind and help them play an active role in the Group as valuable human resources. Through these efforts we will create workplaces that help diverse personnel work actively and increase our corporate value.
External Recognition
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Three-star Eruboshi certification acquired under the Act on the Promotion of Female Participation and Career Advancement
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Certified as a Leading Company with Actively Participating Women in Osaka-shi
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Certified by the Shiga Prefectural Government’s program certifying companies that enable women to advance their careers
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One of our employees was chosen as a role model in FY2019 by the Okayama Prefectural Government as a part of their Women in the Land of Sunshine project
AC Cafe, an opportunity for the president and employees to engage in dialogue
The Group’s strengths are in technologies for converting chokuryu (direct current, or DC) electricity into koryu (alternate current, or AC) electricity and vice versa. The name AC Cafe reflects the Group’s determination to be good at koryu (which can also mean “interaction”) between people as well.
Sharing the Group’s purpose and developing trust and teamworks
The Group has been organizing AC Cafe events since FY2023. They are events where our president and employees can engage in face-to-face dialogue to share information about the Group’s corporate philosophy, purpose and vision, and about their implementation. Our president visits the headquarters, plants, branch, sales offices and Group companies. At each location, the president talks with a small group of seven or eight employees over a cup of coffee. In a relaxed atmosphere, they exchange views not only about business but also personal interests and everyday topics. This event helps create an open atmosphere and improve psychological security. As of April 2025, a total of 138 AC Cafe events have been held, and 983 employees have participated in them. New employees who joined the company in 2025 participated in an AC Cafe event at an early stage in their careers. It was a valuable opportunity that helped them understand the positions of the company. We will continue to aim to foster internal dialogue and a better corporate culture.
Employment
Work-life balance
Since 2024, the Group has been addressing the issue of flexible work styles matched to the personal situation of the employee, such as their need to provide childcare or nursing care. We newly introduced a work-from-home program to ensure that our operations can be continued especially in the event of a natural disaster or other emergency to ensure that our personnel are able to work safely. This makes it possible for our employees to help establish lively workplaces and adapt to various situations. Our promotion of flexible work styles is closely associated with our medium-term management plan P18 . The goal of the program is to improve the performance of our organization as a whole.
The Group values a healthy work-life balance. We are working to enhance benefit programs to help employees live happily in good health. They include a program that allows employees to use their expired annual leave for purposes related to medical treatment and nursing care, a program that gives employees days off on their children’s birthdays, and a program that enables employees to work shorter working hours until their children graduate from elementary school. Through efforts such as these, we are making sure that our diverse personnel can work energetically. c We are also particularly focused on encouraging male employees to take childcare leave. To increase their use of this leave program, we thoroughly inform employees about the childcare leave program and ask supervisors to encourage their subordinates to use it. In addition, we are working hard to encourage our personnel to take annual paid leave so that they are refreshed. In recognition of our initiatives for establishing a healthy work-life balance, the Group was granted Kurumin certification by the Ministry of Health, Labour and Welfare. Through these activities, we support our employees’ many different work styles and endeavor to provide an environment that leads to our sustainable growth.
| Systems | Details |
|---|---|
| Scheduled annual leave | Every year, employees plan to take three days of annual leave in the first half and three days in the second half to maintain and improve work-life balance. |
| Commemorative event leave | Employees with pre-school children are entitled to set their children’s birthdays as days for taking commemorative event leave. |
| Accumulated annual leave | Employees are allowed to take expired annual paid leave for purposes related to medical treatment/nursing care, sick family care, support for disaster-affected areas, social welfare activities, and others. |
| Shortened working hours | On May 1, 2024, we extended the period during which shortened working hours to care for children are available, from the period up to the end of the third year at elementary school to the period up to graduation from elementary school. |
Encouraging male employees to take childcare leave
At the Sansha Electric Manufacturing Group, the number of male employees taking childcare leave has been gradually increasing. To further increase their use of this leave, we inform employees thoroughly of the childcare leave program, ask superiors to encourage their subordinates to take leave, individually explain the program to eligible employees, and implement other initiatives, thus continuing efforts to build an environment which facilitates the use of childcare leave. In recognition of the initiatives being implemented to create an environment that enables employees to establish a healthy worklife balance, such as promoting the use of annual paid leave to encourage employees to use it to ensure they are refreshed, in addition to the measures above, the Group was granted Kurumin certification by the Ministry of Health, Labour and Welfare.
External Recognition
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Certified as a “Kurumin” company under the Act on Advancement of Measures to Support Raising Next-Generation Children
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Registered as an “Okayama Childcare Support Declaration Advance Company”
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Certified by Nagano Prefecture as a “Lively Workplace Advance Company – Work-Life Balance Course” (SUWA SANSHA ELECTRIC CO., LTD.)
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Registered under the “Employee Childcare Support Declaration” (SUWA SANSHA ELECTRIC CO., LTD.)
Action Plan for General Employers based on the Next Generation Development Support Measures Promotion Act and the Act on Promotion of Women's Participation and Advancement in the Workplace
- Implementation Period
- April 1, 2025 - March 31, 2028
- Objectives and Actions with Implementation Timeline
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- [Objective 1: Achieve a female hiring rate of over 20% among new university graduates]
- April 2025 onwards: Promotion of recruitment activities by female employees
- April 2025 onwards: Active dissemination of information on the active participation of female employees
- April 2025 onwards: Promotion of environments conducive to female employees (e.g., childcare leave uptake rates)
- [Objective 2: Achieve a childcare leave uptake rate of over 50% for male employees and over 100% for female employees]
- April 2025 onwards: Explanation of policies and internal targets to eligible employees
- April 2026 onwards: Consideration of revising tenure handling for the purpose of extending childcare leave periods (revision of childcare leave regulations)
- April 2027 onwards: Revision of childcare leave regulations - public awareness
- [Objective 3: Review promotion criteria and performance evaluation systems to enable recovery of treatment differentials in the medium to long term for those taking childcare leave, etc.]
- April 2025 onwards: Consideration of revising performance evaluation systems
- April 2026 onwards: Revision of performance evaluation systems - public awareness
- April 2026 onwards: Explanation to childcare leave takers
- [Objective 4: Limit monthly average overtime hours for regular employees to 15 hours or less]
- April 2025 onwards: Monthly overtime records verification based on internal rules
- April 2025 onwards: Proper management of working hours using attendance management systems
- April 2025 onwards: Implementation of labor management education for management positions
- [Objective 1: Achieve a female hiring rate of over 20% among new university graduates]
Occupational Health and Safety
To ensure that employees are happy in their work, the maintenance of a safe, hygienic and healthy working environment is a top priority. In particular, the Shiga Plant has set up sub-committees for each theme and is involved in day-to-day health and safety activities.
Sansha Electric Manufacturing Group Safety and Health Policy
The Sansha Electric Manufacturing Group positions safety and health initiatives as one of its most important tasks. Each one of its employees will work proactively to create a safe, comfortable workplace and achieve good physical and mental health based on their understanding that safety and health form the foundation of management, aiming for zero accidents and zero disease.
- Comply with laws, regulations, and internal rules related to safety and health.
- Work proactively on initiatives such as creating a safety-first workplace environment, maintaining employee health and ensuring appropriate working hours.
- Strive to increase awareness of safety and health by ensuring good communication and implementing employee training and internal PR activities.
- Proactively push forward with initiatives to prevent accidents and respond to emergencies to ensure the security and safety of employees and local communities.
