With Employees
The Sansha Electric Manufacturing Group upholds "Happiness and Stability for Employees" as part of its corporate philosophy, placing importance on the personal development of its employees. Our 2030 goal is to establish a sustainable cycle in which the growth of employees contributes to the growth of the company, and that growth, in turn, leads to the development of society as a whole.
To achieve this goal, we seek individuals with a willingness to take on challenges globally or in new markets, the ability to communicate effectively with diverse groups of people, a broad range of interests and a strong desire to learn, and the ability to think from multiple perspectives.
Our basic policy in human resource strategy is rooted in the belief that proactively supporting employee growth directly contributes to the growth of the company as a whole. Through ongoing education and training programs, as well as regular feedback and target-setting, we aim to foster employee growth and create an environment that enables self-actualization. By doing so, we strive to enhance employee motivation and capabilities, ultimately contributing to the improved performance of the company as a whole.
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
Under the medium-term management plan that started in FY2024, we made promoting diversity and inclusion and developing our human resources priority measures. In doing so, we aim to create the vibrant climate needed to be a self-driven organization, as part of our sustainability strategy. We seek to facilitate innovation by proactively employing people from diverse backgrounds and leveraging their capabilities and viewpoints. At the same time, we will support employees’ efforts to improve their skills and develop their careers through education and training. Meanwhile, we will enhance our human resource development systems, including job-class-specific training programs, as we seek to reinforce the foundations of our workforce. At the Sansha Electric Manufacturing Group, we recruit new graduates and mid-career employees on an ongoing basis based on our labor and recruitment plans, which reflect our workforce composition. We take initiatives related to human resource development, including those for developing young workers at an early stage and retaining them, as well as encouraging them to acquire qualification.
Education and Training Systems
Promoting diversity
At the Sansha Electric Manufacturing Group, we have selected the promotion of diversity and human resource development as one of our material issues. To encourage diversity, we are reforming our internal awareness, understanding that rather than making workforce diversification itself the goal, it is the transformation of the workplace structure and culture to enable a richly diverse workforce to demonstrate its capabilities that will lead to benefits for our organization, such as an improved capability to respond to the market and achieve sound governance. We believe that, to expand the global business in particular, as urgent task is to establish a management style in which we accept people with diverse ideas and values, regardless of gender, age, nationality, disabilities, and other attributes, and take advantage of their strengths.
Promotion of women to managerial positions
Managers and leaders that are women
Since FY2016, we have been taking steps to encourage the active participation of female employees. Our goal has been to deepen employees’ understanding of the significance and purposes of activities to promote diversity and inclusion and to develop a climate and a pool of human resources that lead to the continued emergence of female candidates for managers. Based on the idea that the active participation of women, among others, will be extremely important, we are pursuing a number of different approaches for developing our female employees. These include actions to forge a culture encouraging all employees, irrespective of gender, to take on new challenges, skill improvement training for developing female candidates for managers, the encouragement of a shift in thinking including the mindset of their superiors, and job rotation for enabling women to work in broader fields. Moving forward, we will drive initiatives in view of the promotion of women to responsible positions, such as raising career awareness and enhancing management skills.
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
Employment of persons with disabilities
The Group proactively employs workers with disabilities. We assign duties suited to their unique characteristics to ensure that every one of them can work without worries and that they are able to display their strengths as a valuable part of our workforce. To move forward with the employment of workers with disabilities, we are organizing plant tours for institutions providing employment support for people with disabilities and hiring interns from these institutions. In addition, we are working to help staff acquire qualification as Working Life Counselors for Persons with Disabilities.
Employment
Work-life balance
At the Sansha Electric Manufacturing Group, we attach importance to work-life balance. We are enhancing effective benefit programs to help employees live happily with good health. For example, we have introduced accumulated annual leave, which permits employees to take expired annual paid leave for purposes related to medical treatment/nursing care, a program that allows employees with pre-school children to set their children’s birthdays as days for taking commemorative event leave, and shortened working hours that are available until employees’ children graduate from elementary school.
| 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]
Creation of organization and climate
The Sansha Electric Manufacturing Group is proactive in having all employees share and practice the corporate philosophy, purpose, vision, and other statements. Above all, we launched an event named AC Cafe in FY2023 to further deepen communication between the President and employees and have them share the approach to leadership and the purpose.
The trust and cooperative relationships built through direct talks between the President and employees in AC Cafe sessions are having a positive impact on the overall organization. It is expected that initiatives like these will continue to develop teamwork and contribute to the development of the overall company.
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.
