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 2017 Objectives||Fiscal 2017 Results||Assessment||Fiscal 2018 Objectives|
|Quality and Customer Satisfaction||Zero major quality problems||Results on a par with fiscal 2016||○||Zero major quality problems|
|10% or greater year-on-year reduction in complaints (both those involving claims for damages and those that do not)||7% 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 218 people who had reached the mandatory retirement age
|○||Promote diversity in hiring|
|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
|Began to implement UACJ’s first General Employer Action Plan
Hired 7 women among a total of 43 new-graduate staff hires
Hired women at the rate of 45% of new-graduate staff hires, and 6% of new-graduate hires for technical positions
Increased female participation in management by 6.5% compared to the figure for the end of fiscal 2016
|×||Hire women at the rate of 40% of new-graduate staff hires, and 10% of new-graduate hires for technical positions
By 2020, increase female participation in management by 100% compared to the figure for the end of fiscal 2015
|Continue strengthening technology development, frontline execution, and workforce capabilities for the Group as a whole||Conducted a total of 26 seminars of 15 types, for 264 participants
Had 907 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
Marking its fifth anniversary in 2018, UACJ has expanded its operations over the past five years by establishing and acquiring companies in the United States and Thailand. As a result, the UACJ Group's employees have become more diverse overall. Mean-while, transferring skills to the next generation of workers and drastically reforming working conditions have emerged as serious issues in Japan, making it important for us to improve our workplace environment.
In response to these developments, UACJ has launched two new initiatives for its employees. One is the UACJ Way campaign. The UACJ Way is a set of principles of conduct for every employee to follow and value. We are promoting it group-wide to foster a sense of unity among all members so that we can realize the future direction envisioned by UACJ. The second initiative is a project for reforming our workplaces in Japan. Targeting almost all types of operations, the project is aimed at helping employees become more productive while maintaining a healthy work-life balance with plenty of rest time. By carrying out these two initiatives, we hope to be a group of companies that meets the expectations of our employees as well as the Group's many stakeholders around the world.