The GS Yuasa Group respects diversity and works to maintain and improve a pleasant work environment. We are also committed to developing human resources with an emphasis on workplace conditions.

Occupational Health and Safety

Reducing the Risk of Accidents

GS Yuasa makes health and safety-related assessments based on an organizational framework led by health and safety committees in every business division and company. These assessments are guided by a health and safety management policy intended to create a corporate culture that ensures worker safety and health.

To reduce the risk of occupational accidents, we identify the root causes of danger through risk assessments and by promoting the safe operation of equipment and machinery. To develop safety-conscious employees, in addition we appoint "safety trainers" who are vital for conducting safety-related programs in the workplaces, including contract employees. We are working to entrench and improve safety through education on safety procedures (danger prediction, risk assessments, etc.).

For work environment management and health management, we try to understand the workplace environment through assessments and by monitoring the impact of harmful substances on workers through special health diagnoses. The programs to make improvements are put in a PDCA cycle at major workplaces.

FY 2012FY 2013FY 2014FY 2015FY 2016
GY missed work frequency rate10.210.000.370.550.85
Average frequency rate in manufacturing industry1.001.051.001.061.15
GY rate of intensity20.000.000.000.010.01
Average rate of intensity in manufacturing industry0.100.100.090.060.07
1
Missed work frequency rate is the number of people missing work per 1,000,000 work hours, calculated as :
Missed work frequency rate = (Number of people missing work / Total number of work hours) x 1,000,000
2
Rate of intensity is the number of lost days due to accidents per 1,000 work hours, calculated as :
Rate of intensity = (Days missed / Total number of work hours) x (300/365) x 1,000

Initiatives for Diversity

Promoting Women's Roles

GS Yuasa is taking steps to promote women's roles with the aim of developing women who can maximize their potential in whatever they do. We believe that providing the environment and opportunity for women's roles will enable every woman to shine, which in turn will help us realize the "innovation and growth" stated in our philosophy. We aim to create a company where every female employee shines in her own unique way by enhancing the desire for personal growth and increasing the style and number of roles through the synergistic effects of what we call the "three Ls."

Declaration

GS Yuasa will provide a diversity of roles for women that are bright, fun and affirming.

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Action Plan Promoting Women's Roles (April 1, 2016 to March 31, 2019)
Objective 1
Steadily increase the percentage of women hired 20% in FY 2016 30% in FY 2018
Objective 2
Ensure that at least one woman a year takes part in next-generation select group training in order to boost the business skills of female employees
Objective 3
Support the strengthening of management abilities for supervisors in order to create an environment that encourages female employees to work to their potential

Employment of People with Disabilities

To promote the employment of people with disabilities, GS Yuasa offers a wide range of opportunities to people with disabilities, including in a company certified as a special subsidiary in December 2007.

As of June 1, 2017, 2.51% of GS Yuasa's employees were people with disabilities, which exceeds the legally mandated employment rate of 2.0% as well as the previous fiscal year's mark of 2.47%.

We will continue to manage employment so that people with disabilities can put their skills and qualities to good use in an effort to maintain and improve a pleasant work environment.

Medium- to Long-Term Human Resource Development

Fostering Autonomous Acting Talent

At GS Yuasa, front-line workplaces are the engine that generates corporate value, and the lead players in those workplaces are our employees. We believe the best training is on-the-job training, so with a strong focus on management by objective we implement training to nurture autonomous acting talent. In off-the-job settings, employees take part in communications training and voluntary training for career development and the improvement of management skills.

Basics of Human Resource Development

Basics of Human Resource Development

Training System

Training System

Promoting Work-Life Balance

Optimizing Work Hours

Aiming to be a workplace that protects the health of employees and enables them to work with peace of mind, GS Yuasa is striving to ensure the most appropriate work hours, based on cooperation between labor and management. An expert committee on work hours checks the condition of employees working long hours in addition to introducing and using an attendance management system and access control system to accurately understand and manage work hours.

We are taking steps to reduce labor hours for employees working long hours by providing consultation with an industrial physician in accordance with the law and through an advisory system (see "Work Style Reform" below) for supervisors. In addition, we provide compliance-related education with the themes of promoting understanding of work hour rules and appropriately managing work hours.

Work Style Reform

At GS Yuasa, labor and management are working as one to reduce long work hours and encourage employees to take annual paid leave with the aims of improving work efficiency and enhancing creativity at work by making sure employees stay physically and mentally healthy. Currently, we are strengthening initiatives to provide variation in work style by implementing the following: setting one "no overtime" day a week; making it compulsory to take at least 10 days of leave a year; prohibiting two consecutive days of work on prescribed holidays; prohibiting overtime late at night (10 pm to 5 am); introducing a system to monitor employees working in excess of the standard hours; and providing advice to supervisors on how to deal with overtime issues.

Percentage of Annual Paid Leave Taken (FY 2012 to 2015)

Percentage of Annual Paid Leave Taken (FY 2012 to 2015)

Notes: Employees do not include personnel on leave or those transferred to workplaces outside Japan.
The years shown in this chart refer to September in the specified year to August of the following year, based on a calculation method set by Japan's Ministry of Health, Labour and Welfare.

Total Annual Work Hours (FY 2012 to 2016)

Total Annual Work Hours (FY 2012 to 2016)

Notes: Employees do not include personnel on leave or those transferred to workplaces outside Japan.
The average number of fixed hours was calculated as fixed working hours minus hours absent from work due to days off, arriving late to work or leaving work early, etc.
Number of annual prescribed workdays = prescribed work hours minus hours taken for leave and hours absent due to tardiness, leaving work early, etc.
Period: January to December

TOPICS

GS Yuasa Designated as a "Company with Excellent Health Management"

GS Yuasa and four Group companies were each designated as a Company with Excellent Health Management 2017 - White 500 in a program run by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi. The companies were recognized for (1) improving the health awareness of employees, (2) enhancing and expanding the health management system, and (3) enhancing, expanding and diversifying initiatives to promote health.

Aiming to create a corporate culture that protects people's safety and health, the GS Yuasa Group works with companies and health insurance associations to support the health of employees and their families.

Supporting Work Alongside Childcare/Nursing Care

GS Yuasa formulated an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children as a joint labor-management program. We implement activities to achieve the objectives of the plan, with the aim of creating an environment that makes it easy for employees to participate in childcare. We have also set up an in-house electronic message board called Supporting a Work and Childcare Balance where we disseminate information on childcare-related systems to employees. To ensure that the childcare and nursing care support systems are being used, we are making every effort to increase awareness of the systems through training based on levels within the Company that include managers.

Percentage of Employees Taking Childcare Leave

FYFemalesMales
Usage rate (%)BirthUsersReturn-to-work rate (%)Usage rate (%)BirthUsersReturn-to-work rate (%)
2014100.055100.00.0990-
2015100.099100.01.1871100.0
2016100.07788.93.0662100.0

Number of Employees Taking Long-term Nursing Care Leave and Return-to-Work Rate
Number of Employees Taking Short-term Nursing Care Leave and Total Number of Days on Leave

FYLong-term nursing care leaveShort-term nursing care leave
Number of usersReturn-to-work rate (%)Number of usersDays of leave
20142100.01242.5
20151100.0726.5
20161100.01030
TOPICS

GS Yuasa Awarded Kurumin Mark

GS Yuasa attained the Kurumin Mark certification in 2017. The Kurumin Mark is a symbol granted by Japan's Ministry of Health, Labour and Welfare to organizations that meet certain standards related to formulating action plans and attaining their goals based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

GS Yuasa aims to be a company that continually supports childrearing by establishing an environment where employees can strike a good balance between work and childcare, and then further enrich these results.

GS Yuasa Awarded Kurumin Mark