Basic Workforce Data
UACJ Workforce Data
|Fiscal 2018||Fiscal 2019|
|% of total||91.4%||91.0%|
|% of total||8.6%||9.0%|
|Avg. years employed||15.9||16.1|
|New hires (excluding transfers)||272||140|
|% of total||90.8%||85.0%|
|% of total||9.2%||15.0%|
|% of total||94.0%||94.9%|
|% of total||6.0%||15.0%|
- * Figures in parentheses are the average numbers of temporary hires (not included in totals).
- * As of March 31 of each year.
UACJ Group Workforce Data (Consolidated)
|Group employees (consolidated)||10,366||(986)||9,927||(797)|
|% of all employees||84.4%||84.4%|
|% of all employees||15.6%||15.6%|
* Figures in parentheses are the average numbers of temporary hires (not included in totals).
The UACJ Group properly compensates employees and makes no gender-based distinctions in base pay. Benefits for full-time employees include life insurance, assistance with medical expenses, disability and health insurance, childcare leave, retirement bonuses, and stock ownership plans. Among these, life insurance is made available to non-full-time employees as well.
Respect for Human Rights
Among its provisions, the UACJ Group’s Code of Conduct calls for respect for human rights, prohibition of harassment, prohibition of the use of child labor and forced labor, and respect for basic labor rights. Understanding of the importance of respecting human rights is emphasized in job-level education, intra-departmental education focusing on the Code of Conduct, and in other settings, as well.
Human Rights Education for Employees
At UACJ, the Group Code of Conduct makes respect for human rights a part of our culture, and training focusing on these principles is conducted for all employees every year.
In fiscal 2019, approximately 3,300 employees (excluding those who could not participate due to health-related or other reasons) participated in this training. In fiscal 2020, Code of Conduct education will again be conducted for all UACJ employees. At the same time, we will begin to implement human rights education at Group companies in Japan and abroad.
The UACJ Group believes that its competitiveness relies on having diverse human resources. One of the major policies under the human resource development section of the Mid-term Management Plan is to “Promote diversity (by employing more older individuals, women, and immigrants).” We, therefore, are committed to building and maintaining a system that enables the continuous nurturing of human resources.
Diversity in Employment
The UACJ Group actively maintains a diverse work force to support its business endeavors in new fields and in the global arena. In fiscal 2020, our hiring of new graduates (entering employment in April 2020) included 37 people (31 men and 6 women) for staff positions, and 24 (20 men and 4 women) for skilled labor positions. We are also actively hiring people from other countries, and have brought 23 on board since fiscal 2011.
Hiring and Development of Human Resources for UATH
UATH* is actively hiring at the local level to grow its workforce with local people. Engineers fresh out of college are sent to Japan for three years of training in R&D units and then brought back to Thailand as a way to both improve the skills of local staff and promote interaction with people in other parts of the UACJ Group.
*UACJ (Thailand) Co., Ltd.
Creating Work Environments Supporting Career Success for Women
At the UACJ Group, we are actively working to increase career opportunities for women. Our objectives under our action plan based on the Act to Advance Women’s Success in Their Working Life include: 1) Making women 40% of the new career-track college graduates we hire into administrative positions and at least 10% of technical positions; and 2) Increasing the number of women in management positions 40% (based on the figure at the end of fiscal 2015) by the end of fiscal 2020. As our most recent results along these lines, we hired 37 new college graduates, including 6 women, in fiscal 2019. Women accounted for 42% of the administrative positions filled and 10% of technical positions. Regarding the number of women in management positions, there were 112 female managers across the entire UACJ Group as of the end of fiscal 2019 (March 31, 2020). This reflects an increase of 5* from the end of the previous fiscal year. In response to provisions, such as those of Japan’s Law for Measures to Support the Development of the Next Generation, we are striving to create workplaces that allow employees to fulfill both work and child-care responsibilities.
* Includes Group companies that are not consolidated subsidiaries.
Initiatives for Hiring People with Disabilities
UACJ works to achieve the legally mandated workforce percentage for employment of people with disabilities. We do this via UACJ Green-net Corporation, a company recognized as a special subsidiary under Japan’s Act for Promotion of Employment of Persons with Disabilities. As of June 1, 2020, people with disabilities comprised 2.39%* of the Company’s workforce, more than the legally mandated 2.2%.
* For fiscal 2017, calculation of this rate was based on combined employment data for UACJ; UACJ Foil Corporation; UACJ Extrusion Nagoya Co. Ltd.; UACJ Logistics Co., Ltd.; and UACJ Green-net Corporation. For fiscal 2018, data for UACJ Trading Co., Ltd. and UACJ Metal Components Co., Ltd. were added to the calculation.
Employment Rate for People with Disabilities
Rehiring Employees Who Have Reached Mandatory Retirement Age
The UACJ Group actively rehires employees who have retired after reaching the mandatory retirement age. As of the end of April 2020, 200 senior employees were back at work at UACJ.
For employees who do not seek to be rehired, we conduct career seminars and create opportunities to receive advice from experts on planning and preparation for life after retirement.
The Group Code of Conduct requires respect for the human rights of all people and forbids discrimination and harassment based on race, beliefs, gender, language, religion, ideology, social status, and other characteristics. LGBT people are protected by these principles, and education to promote correct knowledge and understanding of LGBT people is conducted on a regular basis.
Personnel Development Initiatives
Approach to Personnel Development
The UACJ Group sees people who understand our management philosophy and company principles, and act accordingly, as the source of its competitiveness. To practice our management philosophy, we believe it is important to develop people who:
- Do not simply accept the status quo but instead continuously pursue improvement and change,
- Have the ability to understand other cultures and can act on a global stage,
- Have the ability to act in UACJ’s best interest, and
- Focus on quality and technology, and have the ability to act with a frontline-first orientation.
In terms of concrete action, we conduct job-level training and seminars, support self-development, and organize improvement activities, based on three basic ideas – employee development based on individual learning, developing subordinates’ abilities on the job, and developing through the organization.
The Human Resources Development Department oversees the development and nurturing of people by filling in gaps to enable personnel development activities to function effectively.
Human Resource Development Program
The UACJ Group’s Human Resources Development Department uses the Human Resources Development Center at the Nagoya Works and external training facilities to conduct job-level training and seminars.
In fiscal 2019, employee training was conducted 89 times on 210 days for a total of 1,599 participants. Since fiscal 2018, we have been conducting Next-Generation Leadership Training to offer middle managers an opportunity to acquire basic management knowledge that will give them a foundation for developing into future leaders of the UACJ Group.
Per-Employee Training Data (Fiscal 2019)
- Avg. time spent in training: About 0.9 hours
- Avg. cost of training: About 44,000 yen
* Figures for total training participants and total training time are actual.
The purpose of job-level training is to have employees sharpen their awareness of their job-level roles, acquire the professional capabilities and knowledge required to fulfill their job responsibilities, and deepen their understanding of the company’s aims and systems.
For staff employees, we conduct a series of training programs over the first three years of employment. For employees in their fourth year after joining the company, and employees up through department manager level, we conduct senior staff, team leader, new manager, and other types of training in a continuous fashion by job level. We also perform training to prepare people for top management positions in the future.
For employees in skilled labor departments, we conduct training programs at the time of hiring, and in the third and fifth years of employment. From their sixth year of service, employees participate in training as required for their job level.
Fiscal 2019 Job-Level Training Participation
Skill Improvement and Expert Knowledge Seminars
The UACJ Group, separate from job-level training, also conducts seminars mainly for the purposes of helping individuals improve their skills or acquire expert knowledge, and imparting knowledge required for particular workplaces.
In fiscal 2019, principal business locations held instructor-development training for mid-level employees, on-the-job training for new employees, and quality control, naze naze analysis* and other seminars. Seminars to help employees improve their global business skills by helping them to understand other cultures and improve their presentation skills were also conducted. Other seminars, on topics such as improving explanatory abilities and boosting routine-work efficiency, were conducted to help employees accomplish more every day with relatively less effort. In all, 17 types of seminars were held a total of 39 times across the UACJ Group for a total of 607 participants.
* Naze naze (why why) analysis is a problem-solving approach that focuses on ascertaining fundamental causes.
Support for Self-Development
In an effort to meet the needs of individual employees and workplaces, we help employees undertake self-development through avenues such as distance learning, preparation to acquire various types of professional certifications, and language study. We also issue a newsletter that carries information on training activities and other information intended to promote employee interest in self-development. In principle, this newsletter is issued on a quarterly basis.
In addition to internal training and seminars, we also devote significant effort to external human resource development opportunities. In fiscal 2019, we again sent two employees to a technology management course conducted by a management academy specializing in the development of human resources with advanced management skills.
Education Support for Group
The Human Resources Development Department accepts Group company employees for participation in job-level training and seminars, and provides guidance and other forms of on-site support.
In fiscal 2019, 94 local capability enhancement and 5S seminars were conducted at 18 Group company locations by local instructors.
Developing Human Resources for Overseas Roles
In fiscal 2014, we introduced a two-year overseas training program in which participants spend the first year in language training and the second in practical training. Through fiscal 2019, a total of nine employees were sent to the U.S. and other countries. We plan to continue with this program as a human resources development tool with a medium- to long-term outlook.
For employees scheduled to be sent on overseas assignments, we identify specific training programs based on each individual’s work history and the demands of the assignment he or she is about to undertake, and then conduct training, which also includes intensive language instruction, on an individual basis.
For employees in general, we provide language training support based on TOEIC scores and conduct business skill seminars to help employees cultivate experience and knowledge. Outside of Japan, Group companies are developing and operating their own education systems.
Improving Frontline Capabilities (Handing down technical skills）
Efforts to pass on the monozukuri (manufacturing) spirit, experience, and skills veteran employees have developed and acquired over their long careers are critical for maintaining product quality and continuously improving productivity.
In preparation for the coming increase in veteran technicians reaching the mandatory retirement age, the UACJ Group’s Nagoya Works began a program in 2004 to transfer the skills, instinct, and “tricks of the trade” - the professional know-how – of veteran employees to their younger colleagues. In fiscal 2017, a similar initiative was launched at the Fukui Works, adding to others already underway in the maintenance department of the Nagoya Works, and the extrusion department of UACJ Extrusion Nagoya Corporation, where efforts are tailored to specific manufacturing circumstances. We launched the Monozukuri Gakuen in 2019 to systematically manage the transfer of skills to younger generations. This program is presently underway in each of our businesses.
Meanwhile, we are actively rehiring retirees with technical backgrounds and making the most of their capabilities to enhance the skills of their younger colleagues.
Improving the Capabilities of Non-Manufacturing Staff (Ji-Kotei Kanketsu initiative)
To improve the quality and efficiency of the work performed by non-manufacturing staff, we are pursuing initiatives based on the concept of “Ji-Kotei Kanketsu” (JKK).
Our JKK initiative got underway on a trial basis in June 2009 in the Nagoya region. In April 2010, we launched a team within the Human Resources Development Department to advance this initiative and began promoting JKK throughout the Group.
Fiscal 2019 JKK initiatives were carried out as reflected in the following figures.
- Business locations: 7
- Departments: 33
- JKK Teams: 89
- No. of times assistance was provided: 52
- Participants: 535 (All participants, including presentation attendees)
In the second half of fiscal 2018, we supplemented JKK activities with an initiative aimed at eliminating, scaling back, or changing operations.
Note: Ji-Kotei Kanketsu (JKK) is a manufacturing approach in which individual employees focus on not making or passing on defective goods (information) to customers and downstream processes, and take pride in and bear responsibility for their work, making improvements to perform their work perfectly, and without blaming others for problems. JKK is based on an approach learned from Toyota Motor Corporation and customized by UACJ for its own purposes.
One-on-One Employee-Manager Dialogues
Once a year, we have every one of our employees engage in a personal dialogue with their manager to discuss topics such as their performance review and career development. Each employee rates their own performance and skills, and describes what they would like to do in the future. They also describe where they think they are in terms of performance and personal development, and their manager provides feedback. Each employee and their manager engage in a straightforward discussion of issues to address and objectives to meet, so the employee can achieve the desired growth and performance goals.
The UACJ Group has several systems intended to promote a healthy work-life balance by enabling all employees to properly meet work responsibilities and have quality time off to be with their families, study topics of personal interest, enjoy hobbies, or do whatever else they would like.
As a new initiative in the same vein, the Workstyle Reform Project was launched as a Group-wide endeavor in November 2017.
UACJ Systems for Balancing Work and Family Responsibilities
|Category||System||Description||No. of Employees Using
|Child Care Support||Child-care leave||The employee may take leave for the desired period up through the end of the first April after the child becomes 2 years old.||Men: 33
|Reduced working hours||Working hours may be reduced until the child becomes a fourth grade elementary school student.
（Legal requirement: Until the child reaches the age of 3 years）
Same as legal requirement.
|Sick-child leave||Same as legal requirement.Leave may be taken to care for a sick child who is not yet in junior high school.
(Legal requirement: Leave for a child not yet in elementary school)
|Limitation on late-night work||Same as legal requirement.||0|
|Limitation on overtime work||Same as legal requirement.||0|
|Limitation on overtime work Accumulated leave||Leave may be taken for child care or to care for a sick child.||Men: 34
|Baby sitter assistance service||Babysitter services by providers arranged by the Company are available at reduced rates.||0|
|Telework (work from home)||Ability to work from home up to four times a month.||Men: 11
|Coreless flextime system (coretimeless)||Flextime without core working hours.||Men: 3
|Online services for employees on child-care leave||Communication tools (information messaging, notices), online courses, 24-hour telephone consultation, etc. (introduced in April 2018)||Women: 28|
|Rehiring of former employees||Rehiring of employees who left to give birth or care for children.||0|
|Nursing Care Support||Nursing care||Up to 365 calendar days may be taken to provide nursing care
(Legal requirement: 93 days)
|Reduced working hours||Ability to reduce working hours for the amount of time needed on each occasion||0|
|Elimination of overtime work||Same as legal requirement||0|
|Nursing care leave||Same as legal requirement||Men: 5
|Limitation on overtime work||Same as legal requirement||0|
|Limitation on late-night work||Same as legal requirement||0|
|Accumulated leave||Leave may be taken to provide nursing care for family members||Men: 20
|Telework (work from home)||Ability to work from home up to four times a month.||0|
|Coreless flextime system||Flextime without core working hours.||0|
|Rehiring of former employees||Rehiring of employees who left to provide nursing care.||0|
|Other||Flex-time system||Implemented at UACJ headquarters; branch offices; offices; and the Nagoya, Fukui, Fukaya, and Nikko works; and Research & Development Division||591|
|Time off for volunteer activities||Leave be may be taken for social welfare, disaster recovery, community and environmental, and other volunteer activities recognized by the Company.||1|
|Transfer to accompany a domestically transferred spouse||A transfer requested to accompany a domestically transferred cohabiting spouse will be granted if certain requirements are met.
(introduced in May 2018)
|Leave of absence to accompany a spouse transferred overseas||A leave of absence requested to accompany a cohabiting spouse transferred overseas (for a continuous period of at least one year) will be granted if certain requirements are met.
(introduced in May 2018)
|Rehiring of former employees||Rehiring of employees who left because a spouse was transferred.||0|
Child-Care Leave System and Systems for Diverse Workstyles
At UACJ, employees who are eligible to take child-care leave are encouraged to do so, and in fiscal 2019, 100% of women who had taken maternity leave also took child-care leave. During the fiscal year, ten women and 95 men were eligible to take child-care leave, and all of the women and 32 of the men actually did so.
All employees who took child-care leave during fiscal 2019 returned to work, and 82% of employees who have returned to work following child-care leave have stayed with UACJ for at least three continuous years.
UACJ has taken various steps to encourage employees to return to work after a period of leave. In April 2015, the Company established a system for rehiring former employees who left because of reasons such as the birth of a child, the need to provide child or nursing care, or the transfer of their spouse. And in March 2017, we introduced systems for providing child-care subsidies and enabling employees with child- or nursing-care responsibilities to work at home, and adopted a coreless flextime system. In April 2018, we launched online services to help employees on child-care leave balance careers and child-care.
For employees who need to relocate their residence because their spouse has been transferred, a new system introduced in May 2018 enables domestic transfers for employees to accompany domestically transferred spouses and leaves to accompany spouses transferred overseas.
Encouraging Male Employees to Take Child-Care Leave
UACJ has established the medium-to-long-term goal of having 100% of eligible male employees take child-care leave. Toward that end, we have our Human Resources Development Department contact eligible male employees and their supervisors to both encourage the employees to submit leave-taking plans and confirm actual circumstances concerning leave status.
UACJ’s child-care leave system encourages men to take child-care leave. It allows expired paid holidays to be used and, following a revision in rules covering leave for weddings and funerals, allows men to take a total of five days of leave in increments during the first month after a child is born. As a result of these and other initiatives, approximately 33% of eligible male employees took child-care leave during fiscal 2019.
Child-Care Leave Taken
Employees Returning to Work Following Child-Care Leave and Remaining on the Job Three Years Later
|Fiscal Year||Percents of UACJ Employees Returning to Work Following Child-Care Leave||Percents of UACJ Employees Still on the Job Three Years After Returning from Child-Care Leave|
Appropriate Management of Work Hours
To properly manage work hours and prevent the working of excessive hours, the UACJ Group has implemented a work-time management system to accurately record and verify the times when employees begin and end each day at work. Employees who exceed overtime standards are asked to see an industrial physician.
UACJ has made every Wednesday a no overtime day to reduce overall work hours and promote work productivity and efficiency. And, through steps such as having each employee specify at the beginning of the fiscal year when they will take three consecutive paid days off (5 days every fifth year), we are systematically creating conditions that make it easier to take time off. Our aim in doing this is to achieve greater improvements in work efficiency by encouraging employees to refresh themselves mentally and physically.
Along the same lines, we also decided to participate in the Japanese government’s Premium Friday campaign, which began in February 2017. On the last Friday of every month, therefore, we have employees finish their work by the official end of the workday. Separately, we are also encouraging employees to use paid leave (even in hour increments) and flextime to finish their work days by 3 PM.
In addition to the above, we distribute a message by our President to enhance employee awareness of work-life balance during the month we have designated for that purpose, appropriately hire and assign people to prevent overwork, have lights turned off automatically at our head office, and automatically issue email alerts to employees and their supervisors when the employees are working excessive hours.
Preventing Unpaid Overtime
The UACJ Group strives to maintain a corporate culture that does not allow for unpaid overtime. Overtime work that employees cannot refuse to perform and the performance of overtime work without payment are viewed as forced labor.
As a measure for properly managing hours worked, we began in fiscal 2018 to ask all employees in Japan, including those working for subsidiaries, about their performance of overtime work. In collecting this information, we interview employees and managers. We make clear the definition of work hours, and, when unpaid work hours are identified, we process payments and take steps specifically to prevent a recurrence.
UACJ Overtime Hours
|Fiscal Year||Average Overtime Hours|
Paid Days Off Taken
|Fiscal Year||Yearly Average Paid Days Off Taken|
* Figures for fiscal 2012 and earlier are sums for Furukawa-Sky and Sumitomo Light Metal Industries, which later merged to form UACJ. Figures for fiscal 2013 are totals of the sums for the two UACJ predecessors for the first half (April 1 to September 30, 2013) and UACJ for the second half (October 1, 2013 to March 31, 2014).
Promoting Work Reforms
To help bring about innovation in work productivity and create environments where employees can pursue their work with even greater positivity, UACJ embarked on a work reform project in fiscal 2017.
In fiscal 2018, we developed an activity plan emphasizing time management to help employees have a greater sense of the worthwhileness of their work. We then held kickoff briefings and work-efficiency skill seminars at all of our business locations.
Advancing work reforms requires leadership on the part of managers and executives, so we also held seminars specifically for these people, including the president, executive officers, and department heads.
In fiscal 2019, we had individual organizational units undertake self reforms with productivity and engagement improvements as their work reform objectives. To enhance productivity, each organizational unit established KPIs to boost efficiency with regard to meetings and supporting information. Efforts to achieve greater engagement took place through improvement activities based on the results of our first engagement survey. In fiscal 2019, individual workplaces addressed a total of 106 themes.
In addition to this, we also held work-efficiency skill seminars, as we did in fiscal 2018, and undertook initiatives with goals such as reducing documentation.
In fiscal 2020, individual workplaces will continue self-reform activities to enhance productivity and engagement. They will also advance work reforms for coexisting with COVID-19 and, later, moving beyond COVID-19 when the pandemic subsides.
Volunteer Leave System
In 2013, the UACJ Group implemented a system under which employees can take up to 50 days a year of expired paid leave to participate in social welfare, disaster recovery, local community, environmental conservation, or other company-approved volunteer activities under the auspices of the national or local governments, or quasi-governmental non-profit organizations.
In fiscal 2019, one employee used this system.
Occupational Safety and Health
Basic Stance on Occupational Safety and Health
We advance safety and hygiene activities that are joined in by all employees and start from the view that employee safety, hygiene, and health are all top priorities.
More specifically, we comply with laws and ordinances, and our own internal rules, concerning employee safety and hygiene, and have constructed occupational safety and health management systems. Through proper management, we strive to create work environments that are safe, hygienic, and healthy.
Basic Policies on Safety and Health
The UACJ Group, recognizing that the existence of a business enterprise rests on a foundation of employee safety and health and that ensuring employee safety and health is a social responsibility of business enterprises, will respect the following principles as a matter of course.
- We will place employee safety and health before all else in all business activities.
- To eliminate all workplace hazards as a step toward achieving zero workplace accidents, we will take the required organizational measures, allocate the necessary management resources, and, with the participation of all employees, strive to implement safety and health activities on an ongoing basis.
- We will comply with the Industrial Safety and Health Law and other related laws and ordinances, and ensure employee safety and health in accordance with the safety and health provisions established by the Group companies.
- Gaining the cooperation of employees, we will conduct education and training that is necessary and adequate for ensuring safety and health for all employees, and continuously implement safety and health activities, to constantly elevate safety and hygiene standards.
- Sharing information on safety and health activities within the Group, and pursuing mutual enlightenment, we will work to improve understanding of safety and health principles, and raise safety and health awareness, among all employees.
- We will advance the development of comfortable work environments to reduce worker fatigue and stress.
- We will work to develop and implement new safety and health methods and technologies.
Safety and Health Management System
Safety and Hygiene Committee
The UACJ Group has built a safety and health management system in which leadership is exercised by the general safety and health managers at individual business locations. The purpose of the system is to create work environments where workers can be confident that their safety and health are being adequately protected.
Overseeing safety and health is the Safety and Health Committee. Chaired by the Exective Officer in Charge of Safety and Health, the committee, which meets once a year, is composed of members including full-time directors, works managers, and presidents of principal Group companies.
In the January 2020 meeting of the Safety and Hygiene Committee, a report on fiscal 2019 activities was presented by the Safety & Environment Department and then the committee deliberated and approved the directions to be taken for fiscal 2020 safety and hygiene activities. Business locations that achieved accident-free operations in fiscal 2019 were presented with President’s Safety Awards.
[Presentations of President’s Safety Awards (14 business locations)]
UACJ (Thailand Co., Ltd., Rayong Works; UACJ Foundry & Forging (Vietnam) Co., Ltd.; UACJ Nagoya Alupack Corporation; UACJ Extrusion Gunma Corporation; UACJ Extrusion (Thailand) Co., Ltd., Ayutthaya Works; UACJ Foil Corporation, Shiga Works; UACJ Foundry & Forging Corporation; Nikko Works; ACE21 Corp., Fukaya Center; UACJ Trading (Kunshan) Metal Products Co., Ltd.; UACJ Foil Service Corporation; HIGASHI NIHON TANZO CO., LTD.; UACJ Metal Components Corporation, Fukaya Works; UACJ Green-net Corporation
Safety and Hygiene Managers’ Committee
The Safety and Hygiene Managers’ Committee, with members including representatives of the Safety & Environment Department, and Safety Managers of the works and principal affiliates, meets once every month to discuss safety and work environment inspections and maintenance at each business location. The committee also refines the unified rules and promotes their inculcation across the breadth of the Group.
Going forward, we will continue to act vigorously to ensure that our safety and health management systems are equal to our needs.
Safety Management Initiatives (Occupational Safety and Health Management System）
The Nagoya, Fukui, Fukaya, and Nikko works have adopted and are operating worker safety and health management systems, and are pursuing activities with the goal of achieving zero accidents in the workplace.
Safety and health activity plans are prepared at each works in accordance with the UACJ Group’s safety and health activity aims. Plans are finalized once they are approved by the head of each works, and then discussed and approved by the worker/management joint Safety and Health Committee at each works.
To help ensure that safety and health management is practiced at the highest standards, we have established internal audit and other schemes based on the management system. Through internal audits, we conduct self-assessments of system operations, assuring in the process, that PDCA (Plan-Do-Check-Action) cycles are being used. In addition, to enhance the safety management standards of the entire Group, we hold annual liaison meetings of people in charge of safety and hygiene at Group companies.
To achieve further enhancement going forward, we intend to improve the accuracy of internal audits.
Conditions with Regard to Workplace Accidents
The UACJ Group aims to eliminate workplace accidents, regardless of scale, and the Group is working together to strengthen safety management systems.
Prior to the merger, workplace accidents at the Group came to 49 for fiscal 2011. Since then, they have been trending downward. In fiscal 2019, there were 23 accidents. The rate of accidents requiring time off from work was 1.14, with an overall frequency rate of 1.64.
- *The overall frequency rate is a measure of the rate at which workplace accidents occurred during the fiscal year. It is calculated by dividing the total number of worker fatalities and injuries (including cases not requiring time off) resulting from a workplace accident during the fiscal year, by one million hours.
- *The rate of accidents requiring time off from work is a measure of the frequency of workplace accidents that occurred during the fiscal year and required workers to take time off from work. It is calculated by dividing the total number of workplace accidents that occurred during the measurement period and required time off from work, by one million hours.
Group-Wide Safety Inspections
Safety inspections of the principal workplaces of each business location are performed once a month on a rotating basis.
Safety inspections are performed with the participation of the Safety & Environment Department, people in charge of safety and health at each business location, and the head of the business location being inspected. Their objective is to determine whether work is being performed in line with standards and whether any risks have been overlooked.
For work locations and procedures for which safety inspections have identified problems, improvements are undertaken immediately. Two months afterward, the Safety & Environment Department confirms the status of corrective measures by performing an on-site inspection as a part of follow-up procedures that ensure complete compliance with safety measures.
Safety-First Corporate Culture and Personnel Development
At the UACJ Group, job-level training includes safety and health education, and content aimed at raising safety awareness. Furthermore, experiential training aimed at enhancing awareness of dangerous situations, and competitions to encourage workers to hone crane and forklift skills, are held regularly.
For managers, safety and health education and training sessions are held to promote acquisition of the position, knowledge, and attitudes necessary for implementing safety management. In addition, to elevate safety and health management standards at individual Group companies, safety and health education, safety inspections, and other support initiatives are actively undertaken to foster a safety-first corporate culture and advance personnel development along the same lines throughout the Group.
Principal Safety and Health Awards
|Fiscal 2018 Special Award for Excellence||UACJ Extrusion Nagoya Corporation, Nagoya Works|
|Accident-Free Performance Certificate||UACJ Extrusion Shiga Corporation|
|Director General of the Tochigi Labour Bureau Award for Excellence||UACJ Foil Corporation, Nogi Works|
|Outstanding Operators of Cranes and Other Equipment, Outstanding Crane Operator, Outstanding Boiler Technician Award, Fire Prevention Award||Nagoya Works|
|Workplace Excellence in Occupational Health||Nikko Works|
Mental Health Care Initiatives
The UACJ Group strives to maintain and improve the mental and physical health of employees, whom it sees as important business assets. We do this based on employee mental health maintenance and improvement guidelines prepared by Japan’s Ministry of Health, Labour and Welfare.
Understanding that early detection of symptoms is critical for treating mental health issues, we devote significant energy and attention to education and “line care” by managers and supervisors. More specifically, in job-level and other types of training, we conduct systematic, ongoing training and education to provide managers with tools for counseling subordinates experiencing mental health issues. For employees still in their 20s and 30s and not yet in management positions, we conduct self-care and other types of training to help employees maintain remain physically and mentally healthy.
Early detection of employees experiencing mental health issues is accomplished by having managers routinely talk to individuals to provide guidance and advice. If a manager comes to believe that an individual requires mental health care assistance, the manager will contact the department in charge of mental health care, which will immediately take appropriate action. In addition, as part of the stress-check system we have implemented, we have employees engage in stress checks and we conduct group analyses to raise their stress self-awareness. Our efforts to thoroughly look after workers’ mental health also include consultations and health advice from industrial physicians and cooperation with outside institutions specializing in mental health care.
Workplace Environment Improvement Activities
To make better workplace environments, we are systematically taking steps to improve conditions with regard to summer heat, winter cold, dust, and noise; eliminate work that requires excessive physical exertion or taxing body positions; and add break areas and other features (e.g. adding or renovating break areas and on-site restrooms) that make environments more livable. Concerning summer heat in particular, we are moving forward with installation of air conditioning and ventilation equipment in places where it is needed.
Relations with labor unions are harmonious and information on the condition of the Company is regularly shared in central and business-site labor-management conferences. In April 2016, labor-management committees were formed at UACJ and at individual business sites to engage in ongoing discussions of measures for improving work-life balance by shortening working hours.
For transfers and other cases in which human resources management actions will significantly impact employees, the Company initiates communication with the affected employees as early as possible.