Aichi Steel plans, formulates and executes a variety of measures to ensure that we secure, develop, appropriately allocate and effectively utilize human resources capable of contributing to global management. We are working to create workplaces in which each individual employee is respected, and individual capabilities and aptitudes are maximized.
Respecting Human Rights
Hiring and employment guidelines
In addition to basic matters regarding employment prescribed by law or in collective labor agreements, Aichi Steel has set forth its Rules of Employment, with the goal of establishing fair labor conditions and maintaining order in the workplace. We clarify and implement recruiting standards in conformity with the Equal Employment Opportunity Law, the Corporate Code of Conduct set forth by the Japan Economic Federation, and the Aichi Steel Group Action Guidelines.
Labor composition (fiscal year)
|Regular employees |
|Voluntary resignation for |
personal reasons (persons)
|New graduates employed|
* New item established this fiscal year.
Initiatives involving respect for human rights
Aichi Steel Group states in the Aichi Steel Group Action Guidelines and the Guidebook of Corporate Action Guidelines that it will comply with domestic and foreign laws and regulations both in letter and in spirit, and that it will respect human rights. Through stratified training and other means, we cultivate a corporate culture in which the diversity, character and individuality of each employee is respected. Workplace study sessions are held with the goal of preventing workplace harassment, and a "Hotto (hot)" line is in place for use by employees with issues regarding human rights. This system enables employees to consult directly with advising attorneys.
Efforts to reduce total working hours
A variety of activities are promoted in which labor and management work together to create a working environment in that is friendlier to workers and helps enrich their lives. Beginning in fiscal 2015, proactive efforts are underway to prevent health hazards due to overwork and to ensure the emotional health of employees through the promotion of work-life balance. These include efforts to reduce total working hours through the establishment of a labor-management review committee charged with reducing overtime hours and encouraging employees to use paid vacation.
Changes in total working hours (hours worked per person per year)
Usage of annual paid vacations
|Usage rate (%)||48.5||48.8||47.0||50.0||52.5|
Usage rate against the standard 20 days granted