The UACJ Group believes that being a business that contributes widely to society requires understanding the expectations of stakeholders and responding to their trust. We see product safety and quality control initiatives, supply-chain management, human resource development and diversity, and the provision of safe, healthy work environments as having importance not only for us but for society, as well, and do our best to achieve progress in all of these areas, with their social benefits in mind.
Key Objectives and Results
|Fiscal 2016 Objectives||Fiscal 2016 Results||Assessment||Fiscal 2017 Objectives|
|Quality and Customer Satisfaction||Zero major quality problems||Results on a par with fiscal 2015||△||Zero major quality problems|
|Number of Complaints
10% or greater year-on-year reduction in complaints (both those involving claims for damages and those that do not)
|2％ year-on-year reduction||△||10% or greater year-on-year reduction in complaints (both those involving claims for damages and those that do not)|
|Human Resource Development and Diversity||Promote diversity in hiring||
Hired nine new college graduates from outside Japan
Rehired 203 people who had reached the mandatory retirement age
|○||Promote diversity in hiring|
|Develop and implement career support measures for women||Began to implement UACJ’s first General Employer Action Plan
Hired 4 women among a total of 21 new-graduate staff hires
Hired women at the rate of 43% of new-graduate staff hires, and 7% of new-graduate hires for technical positions
Increased female participation in management by 17% compared to the figure for the end of fiscal 2015
|○||Hire women at the rate of 40% of new-graduate staff hires, and 10% of new-graduate hires for technical positions
Increase female participation in management by 40% compared to the figure for the end of fiscal 2015
|Strengthen technology development, frontline execution, and workforce capabilities for the Group as a whole||
Conducted a total of 28 seminars of 14 types, for 353 participants
Had 785 employees participate in job-level training
|○||Continue strengthening technology development, frontline execution, and workforce capabilities for the Group as a whole|
|Provision of Safe, Healthy Work Environments||Energize improvement activities aimed at eliminating workplace accidents||
Conducted monthly safety inspections across the entire company
Implemented safety measures based on uniform facility safety standards for the Group
Conducted safety assessments for new construction, renovation, and relocation projects
|○||Energize improvement activities aimed at eliminating workplace accidents|
|Conduct employee education on safety and health||
Included in job-level training
Enhanced the content of experiential education on hazards
Conducted safety and health seminars for supervisors
|○||Conduct employee education on safety and health|
|Adjust working hours to appropriate levels||Implemented a work-time management system to accurately record and confirm working hours||○||Adjust working hours to appropriate levels|
Looking toward the Future
In fiscal 2016, the UACJ Group will redouble its efforts to achieve zero major quality problems, an objective for which performance fell short in fiscal 2015. At the same time, we will work to further activities aimed at eliminating workplace accidents and advancing human resource development. Other areas of particular focus will include efforts to achieve the various objectives, such as the target for hiring women into staff positions, established to promote diversity and achieve the action plan for compliance with the Act to Advance Women’s Success in Their Working Life.
Comment by the Executive in Charge
UACJ is increasing the diversity of its business activities. We are doing this, for example, through the accelerated global business development we have been pursuing in recent years and by entering new business fields. In North America, joint-venture establishment and M&A activities have added employees with corporate culture experiences new to us, and in Japan reassignment of products among works have necessitated changes in work routines. Successfully melding cultures and rising to the challenges of changing manufacturing processes both rely on people. UACJ, therefore, creates people-centric systems and devotes enormous amounts of time and energy to developing human resources.
In our Global Step I Mid-term Management Plan, we have designated diversity as a major policy area. To enhance diversity in our workforce, therefore, we are working to increase the percentages of women among new-graduate hires and in management positions as mandated by the Act to Advance Women’s Success in Their Working Life, which took effect last year. This and other human resource development measures undertaken without regard to nationality are part of our efforts to become an aluminum industry leader in a competitive global market.
As a manufacturer, the technical skills of our employees and the passing on of those skills to younger generations are critical for our success. Our Nagoya Works has created a program specifically for this purpose and in fiscal 2016 the Fukui Works implemented one as well.
At UACJ, we devote significant attention to developing human resources capable of maintaining our approach to manufacturing amid constantly changing business conditions. We see our efforts in this regard as indispensable for becoming an aluminum industry leader in a competitive global market and will remain committed to them going forward.