Conservation and Improvement of Adequate Working Environment

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

Provision of Comfortable Working Environment

Basic policy

The Group believes that the ability of everyone to fully demonstrate their capabilities and continue working in good physical and mental health is crucial and takes measures with an emphasis on worksites that facilitate work and providing meaningful work. We also strive to establish work environments that facilitate communication.

To progressively raise employee satisfaction, the Group moves to secure outstanding personnel, boost labor productivity and otherwise enhance its corporate competitiveness.

Number and ratio of new employees (FY2020, domestic companies)

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Age
group
Number of
new employees
(person)
Ratio (%)Breakdown of
new employees (person)
New
graduates
Mid-career e
mployees
MaleFemaleMaleFemaleMaleFemaleMaleFemale
10’s30517.52.930500
20’s742243.312.94515297
30’s27415.82.300274
40’s522.91.20052
50’s000.00.00000
60’s201.20.00020
Total1383380.719.375206313

Number of resignees and job turnover (FY2020, domestic companies)

Age groupNumber of resignees (person)Job turnover (%)
MaleFemaleMaleFemale
10’s000.00.0
20’s1262.24.2
30’s1311.80.8
40’s300.40.0
50’s120.11.8
60’s301.90.0
Total3291.01.8

Number and Breakdown of Employees (FY 2020, domestic business companies)

Types of employeesNumber
(persons)
Ratio (%)
MaleFemaleMaleFemale
Fulltime employee2,97246786.413.6
Fixed-term employment1662089.210.8
Total3,13848786.613.4

TOPICS

Introduction of GLTD Program

The Group introduced a group long-term disability (GLTD) insurance program in November 2019 with the aim of creating an environment where employees can work with reassurance and expanding our benefits programs. If an employee requires an extended period of recuperation due to injury or illness, the GLTD program creates an environment that allows the employee to focus on recovery without worrying about income, supporting a rapid return to work. The program provides a certain level of income up to age 60 and adds supplementary benefits through the self-help efforts of employees.

Conservation and Improvement of Safety and Health in Working Environments

Top-Management-Promoted Health and Safety Measures

The GS Yuasa Group promotes company-wide endeavors to build a corporate culture of safety. Based on the Health and Safety Declaration by the President, our uncompromising commitment is to protect all employees from injury, sickness and other workplace issues.

The Health and Safety Policy sets forth the Group’s basic thinking on the optimum approaches in this domain. Our Occupational Safety and Health Division is instrumental in strengthening health and safety management at both domestic business sites and overseas Group companies. We established organizational structures and carry out safety and health measures centered on safety and health committees established in individual business divisions and companies.

Half of the overseas Group companies that manufacture storage batteries have acquired certification of their occupational health and safety management systems in compliance with international standards. By effectively using systematic mechanisms based on the PDCA cycle, we are continuously improving safety and health performance. Domestic business sites are currently working to acquire certification for their occupational health and safety management systems in compliance with international standards (ISO 45001) and seek to achieve effective management in order to carry out health and safety policies.

Health and safety policy

  • Policy

    We will create a corporate culture that ensures worker's safety and health.

  • Action Agenda

    Top management will promote activities in line with the health and safety policy by sharing the following action agenda applicable to all employees.

    1. We will fulfill legal requirements, invest resources and stipulate procedures for all of our operations in order to ensure a healthy and safe working environment.
    2. We will promote continuous improvement to the management system to achieve determined goals for health and safety.
    3. Managers/supervisors will grasp the root causes of dangers associated with safety and health and take measures systematically to lower their risks.
    4. Through conference and discussion, managers/supervisors will reflect opinions of employees to activities promoting health and safety.
    5. Managers/supervisors will not overlook unsafe behavior of employees and will provide guidance to correct them.
    6. Employees will follow predetermined rules related to safety and health in order to protect their own selves.
    7. Employees will make a report to their superiors requesting for improvement of facilities or procedures when he or she finds the root cause of danger.

Overview of Organizational Structure

image:Overview of Organizational Structure

Reducing Occupational Accident Risk

At all worksites of plants at domestic business sites, we identify potential hazard sources by conducting general inspections using risk assessment methods and take mitigation measures according to the scale of the risk. Similar measures are also taken concerning indications made by periodic on-site safety patrol activities conducted under the leadership of the safety and health officer. In the event of an industrial accident, the cause of the occurrence is investigated and measures are taken to prevent recurrence. In addition, information on accident occurrence status is shared with all employees in a timely manner. By doing so, we implement activities to prevent the actualization of occupational accident risks. Further, even in workplaces dealing with hazardous substances, we take risk reduction measures utilizing risk assessment of chemical substances and regularly monitor the impact on the working environment and workers’ health in accordance with laws and regulations. In fiscal 2020, we have been focusing on adopting essential measures (including eliminating hazard sources) and engineering measures (including improvements towards equipment that comes with safety functions) to eradicate “getting stuck or caught in machinery” which is the top cause of industrial disasters.

We continuously reassess occupational accident risks and indicate sources of risk at the production plants of overseas Group companies based on the results of safety and health audits conducted by CSR promotion inspectors. When improvements concerning indications are made, information on domestic management criteria and operational processes is shared, leading to lower risk throughout the Group. In fiscal 2020, we suspended on-site audits of the Group’s overseas production plants in order to prevent the spread of the novel coronavirus infection prevalent worldwide, but we continue to ascertain the management conditions of serious occupational accident risks through questionnaire surveys and other means. In addition, we share information on the risk countermeasures being implemented at each plant to prevent the occurrence of serious occupational accident risks. Also, by distributing teaching materials (such as examples of occupational accident countermeasures) created at our domestic business sites to all our plants, we provide support for the realization of more effective health and safety education.

Missed work frequency rate and rate of intensity (GS Yuasa International Ltd.)

FY 2016FY 2017FY 2018FY 2019FY 2020
Missed work frequency rate*10.850.450.470.620.55
Average frequency rate in manufacturing industry1.151.021.201.201.21
Rate of intensity*20.010.010.000.010.00
Average rate of intensity in manufacturing industry0.070.080.100.100.07

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 hours worked) 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 hours worked) x (300/365) x 1,000

Ensuring Safety During Travel Within Plant Sites

At domestic business sites, we create safe environments for travel within plant sites by installing soft poles to separate vehicles and pedestrians, optimizing the number and positions of crosswalks, setting one-way routes for vehicles, restricting bicycle access, and taking other measures.

At the Kyoto Plant, we have implemented radical measures to reduce the chances of contact between pedestrians and vehicles by relocating on-site vehicle and bicycle parking lots to places without pedestrian walkways. In addition, we ensure the safety of bicycles and pedestrians passing near site gates by taking measures to improve visibility on roads and sidewalks around the plant and installing automatic alarm devices to provide notice when vehicles enter and exit.

Besides, overseas Group companies are also working to create a safe environment within the business site premises. By displaying deceleration marks on the surface of roads within business site premises, we strive to ensure that the speed of vehicles moving around in the premises is reduced at Yuasa Battery (Thailand) Pub in Thailand.

We are committed to continued and thorough implementation of traffic safety measures and traffic rules to prevent accidents caused by movement within plants.

写真:image

Separating vehicles and pedestrians
by installation of soft poles
(Kyoto Plant)

写真:image

Roads surface with deceleration
markspaint displayed
(Yuasa Battery (Thailand) Pub)

Heatstroke Countermeasures

To respond to the recent increase in occupational accidents caused by heatstroke in our domestic business sites, we are working to prevent the occurrence of occupational accidents caused by heatstroke by informing workers about heatstroke countermeasure guidelines specifying measures for mitigating the adverse physical effects of working in a high-temperature, high-humidity environment, the timing of breaks, and other matters.

In fiscal 2020, we held regular heat countermeasure seminars in addition to raising banner-flags on the premises indicating the level of heatstroke alert for the day to alert employees. At work sites we have introduced work clothes that suppress rise in body temperature and have equipped work sites with emergency response kits (with salt supplements and ice packs) to mitigate the initial symptoms of heatstroke. In addition, at the Kyoto Plant, we have implemented measures to prevent employees from being exposed to direct sunlight outdoors by recommending the use of parasols when walking on the premises.

image

Banner-flag indicating the level of heatstroke alert

Raising Worker Awareness Concerning Safety

The GS Yuasa Group conduct activities intended to raise worker awareness of safety in order to maintain and improve safety and health management operations.

We also ensure that safety and health activities are well-established and raise their levels by conducting education and training to prevent safety and health risks from occurring.

Examples of activities for raising safety awareness

  • Posting statements of management intent concerning occupational safety at all worksites
  • Distribution of site safety cards with basic site safety information
  • Periodically conducting safety and health awareness surveys
  • Display of awareness posters for raising awareness of basic safety behavior* in the premises

    Such as not walking with your hands in your pockets, holding a railing when climbing stairs, ensuring pointing and calling in places with poor visibility when walking.

Examples of education and training to prevent safety and health risks from occurring

  • Periodic training on hazard avoidance techniques (including risk prediction and risk assessment)
  • Periodic experience-based risk training for employees to gain first-hand understanding of the nearby risks at the worksite
image:Experience-based risk training1

Experience-based risk training (Kyoto Plant)

image:Experience-based risk training2

Experience-based risk training (P.T. GS Battery)

Ensuring Appropriate Working Hours

Optimizing Work Hours

Aiming to be a workplace that protects the health of employees and enables them to work with peace of mind, the GS Yuasa Group is striving to ensure the most appropriate work hours through cooperation between labor and management. GS Yuasa International Ltd. has introduced and managed systems to accurately understand and manage work hours (attendance management system and access control system). Moreover, an expert committee combining labor and management is held monthly, and we check the condition of employees working long hours and other related matters, making efforts to manage appropriate working hours.

We are taking steps to reduce labor hours for employees who had worked long hours by providing consultation with an industrial physician 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, to employees.

Annual Working Hours

graph:Annual Working Hours

Notes: Employees do not include personnel on leave or those transferred to workplaces overseas.

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

Work Style Reform

At GS Yuasa Group, 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.

Examples of initiatives to provide variation in work style

  • Setting one "no overtime" day a week
  • Making it compulsory to take at least 10 days of annual paid leave
  • Prohibiting two consecutive days of work on prescribed holidays
  • Prohibiting overtime late at night (10 p.m. to 5 a.m.)
  • 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

graph:Percentage of Annual Paid Leave Taken

Notes: Employees do not include personnel on leave or those transferred to workplaces overseas.

Period: September to August

Securing the Minimum Wage

Payment of Proper Wages

In order for employees to live a safe and healthy life, it is important that wages that are the source of daily bread for employees are paid properly and reliably.

In order to ensure employee wages are calculated accurately and payments made without delay, the Group operates thoroughly based on internal rules that establish methods for paying appropriate labor compensation and so on. In addition, the Group also provides clearly comprehensible payment statements when making wage payment, and enough information is included on the payment statement to verify labor compensation. Further, there is no system (gender-based wage structure, personnel evaluation standards etc.) that lead to gender pay gaps.

Besides paying employees a basic salary above the local minimum wage, the Group promotes initiatives to ensure fair treatment regardless of type of employment.

Comparison of standard newcomer salary to local minimum wage (Fiscal 2021, GS Yuasa International Ltd.)

OccupationRatio (average)
Career-track positions137%
Manufacturing jobs, clerical work114%

Calculated based on data on status of minimum wage revisions by region (Ministry of Health, Labour, and Welfare)

Mid to Long-term Human Resources Development and Appropriate Ability Assessment

Fostering Autonomous-minded Human Resources

At the GS Yuasa Group, 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-minded human resources. In addition, Off-JT (Off-the-job training) such as trainings by rank and free participation type of training is used to implement career development and improve management skills. With respect to career development, we promote career management in which all employees take the initiative in setting goals and thinking about their vision of work by implementing annual reviews relating to career formation.

Besides, we promote diversity management that fosters an educational environment in which diverse human resources can play an active role and that enhances organizational strength by utilizing the diverse personalities of employees.

Basics of Human Resource Development

image

Training System

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ClassificationTraining name
Rank●New division manager training, ●New manager training, ●New leader training, ●Career advancement training(sixth year), training(sixth year), ●Skills improvement training(third year), ●Logical communication skills training(second year), ●New employee training, ●Mentor training
Business Skills●Logical communication training, ●Facilitation training, ●Time management training, ●Project management training, ●English email writing training, ●Skills training(external)
Personal Development●Online language lessons, ●Distance learning, ●Online courses, ●The Japan Business Law Examination(external), ●Business Accounting Examination(external)
Global Human Resource Development●Overseas practical training program(Training of candidates for overseas assignments), ●Pre-overseas assignment training(language, management skills, etc)
Women’s empowerment●Women’s career design training, ●Management training for managers with female subordinate, ●Leadership enhancement program

Average annual human resources development training hours per employee (FY2020, GS Yuasa International Ltd.)

ItemClassificationAverage training hours
GenderMale3.9
Female6.1
Types of employeesIndefinite-term employment4.4
Fixed-term employment0.5

Respect for Individual Work-Life Balance

Promoting Women's Roles

The GS Yuasa Group believes that providing the environment and opportunity for women's roles will enable every woman to shine, which in turn will help us achieve the "innovation and growth" stated in our philosophy in an effort to do so, the Group is taking steps to promote women's roles with the aim of enabling them to maximize their potential in whatever they do. By raising motivation for self-growth and increasing the number of active roles for female employees through the synergistic effects of the three L’s, we aim to be a company where every female employee can shine in her own unique way.

President's Message

GS Yuasa actualizes a variety of employee roles through activities that are bright, fun and affirming.

The "three Ls"

image:The three Ls

Action Plan Promoting Women's Roles (April 1, 2019 to March 31, 2022)

  • Objective 1Raise ratio of women among new graduates recruited for career-track positions every year to over 30%
  • Objective 2Raise understanding of childcare support systems to encourage male employees to participate in childcare
  • Objective 3Raise the maximum limit on use of half-day paid leave

Important management indicators regarding measures to promote the active participation of women (unit: %)

ClassificationObjectives
(FY2024)
Results
(FY2020)
Ratio of women among new graduates recruited for career-track positions30.027.4
Percentage of women among workers15.013.6
Percentage of women in managerial positions4.02.8
Percentage of women at assistant managers rank10.09.9
Men’s rate of taking childcare leave5.09.1

TOPICS

Conducting Surveys on the Awareness of Promoting Active Participation of Women

In order to create an environment where women can play active roles, GS Yuasa International Ltd. has conducted awareness surveys targeting all employees on the status of the promotion of active participation of women.

What was particularly noteworthy in the survey results was that 50% of the women and slightly less than 20% of the men felt an unconscious bias, and the higher the age the lower was the percentage. Further, both men and women also felt unconscious bias the most for roles in the workplace and for work sharing. In order to alleviate and eliminate unconscious bias, it is important for each employee to recognize its existence first. We believe that this survey was the catalyst for a radical change in employee awareness.

TOPICS

Conducting Exchange Meetings between Women Directors and Women Managers

In May 2021, we held the Group’s first exchange meeting between women directors and women managers.

On this occasion, the participants shared information about their current situation with each other while discussing specific issues faced by them. In addition, through various exchange of opinions, the meeting served as an opportunity to once again confirm the direction of the Group to nurture respect for diversity through the promotion of active participation of women and going beyond to foster respect for all diversity.

Employment of People with Disabilities

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

As of April 1, 2021, 2.56% of employees were people with disabilities, which exceeds the legally mandated employment rate of 2.3%.

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.

Special subsidiary: A system based on the Disabled Persons Employment Promotion Law, under which, when a subsidiary is certified by Japan's Ministry of Health, Labor and Welfare as giving special consideration to the employment of people with disabilities, it can be regarded as one of the parent company's business establishments when calculating the employment rate of people with disabilities.

Rehiring of Elderly Employees

Our Group operates a rehiring system by which employees who have reached mandatory retirement age can continue to work and utilize their wealth of experience and high-level skills and abilities. If an employee who has reached mandatory retirement age wishes to extend his or her employment with us, appropriate decisions on conditions and personnel assignment are made based on an evaluation of job necessity, the employee’s work ability, and other factors. Furthermore, as with currently active employees, we operate a work target management system and reflect job performance in conditions so that rehired employees can work with motivation.

In the future, as Japanese society continues to be characterized by a low birthrate and further aging, the securing of human resources is expected to become increasingly difficult. Not only does our Group see the employment of senior citizens as one measure to alleviate the labor shortage, but we aim to improve our capacity for sustained business growth by enabling outstanding elderly people to display their skills and know-how.

TOPICS

External Evaluation of Employment of Persons with Disabilities

GS Yuasa International Ltd. has been conferred the Employment Support Organization President Award from the Japan Organization for Employment of the Elderly, Persons with Disabilities and Job Seekers as an enterprise (excellent enterprise for employment of persons with disabilities) that has actively employed people with disabilities in order to promote employment and job security for people with disabilities. We aim to continue promoting the employment of people with disabilities in collaboration with our special subsidiary GS Yuasa Socie Co., Ltd.

image

State of Rehiring of Elderly Employees (FY2020, domestic companies)

ClassificationNumber of rehired employees
(persons)
Rehiring ratio
(%)
Employment ratio of rehire
applicants (%)
Male2683.8100
Female5100.0100
Total3186.1100

Rehiring ratio: Ratio of rehired employees to retirees.

Employment ratio of rehire applicants: Ratio of employment of retirees wishing to be rehired.

Supporting Work Alongside Childcare/Nursing Care

GS Yuasa International Ltd. 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 are involved in 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. In addition, in order to promote the utilization of support systems related to childbirth, childcare, and nursing care, we aim to create workplaces where all employees, regardless of gender, can use the systems, by raising awareness of the systems through trainings by rank for the management as well, and by other means.

Childbirth, Childcare and Nursing care support systems

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ItemSystemDetails
Childbirth,
Childcare
Alleviation of commutation
during pregnancy
System under which work at the beginning
or the end of working hours is exempted
for female employees who are pregnant
(up to 60 minutes/day)
Maternity leave System under which a leave of absence
for six weeks before childbirth
(14 weeks in case of multiple pregnancy)
and eight weeks after childbirth can be obtained
Leave for going to hospital
during pregnancy/
maternity protection leave
System under which female employees
who are pregnant or have spent only less
than one year after childbirth can obtain a leave
for medical examination, etc.
Maternity protection leaves System under which female employees
who are pregnant or have spent only less
than one year after childbirth can take leave
(up to one year)
Paid leave for births System under which employees
who have a newborn can take leave (three days)
Childcare leave System under which employees
who are bringing up a child/children can take leave
(as the maximum period,
until a child reaches the age of two)
Short-time working
due to childcare
System under which employees
who have a child in the sixth grade or under
in elementary school or a child with disability can work
for a short time or work with a flexible schedule
Nursing leave System under which employees
can take leave for nursing a child
in the third grade or under in elementary school
(five days/year for one child;
ten days/year for two children or more)
Breast-feeding hours System under which employees
can get time for breast-feeding a baby
under a year old
(twice/day, 30 minutes each time)
Exemption/limitation of
overtime work and late-night work
System under which employees
who are raising a child can be exempt
from/limit overtime and late-night work
Nursing
care
Long-term nursing care leave System under which employees
who are caring for a family member
can take leave (up to one year)
Short-term nursing care leave System under which employees
can take leave for nursing a family member
(five days/year for one person;
ten days/year for two persons or more)
Short-time working
due to nursing care
System under which employees
who are caring for a family member can work
for a short time or work
with a flexible schedule (up to three years)
Exemption/limitation of
overtime work and late-night work
System under which employees
who are caring for a family member can be exempt
from/limit overtime and late-night work
Others Accumulated leave System under which employees
can accumulate the number of days
for annual paid leave whose validity has expired
(up to 40 days, acquired for the reason of
nursing care for a family member or raising a child
in the third grade or under in elementary school, etc.)
Leave in hourly units System under which employees
can take leave in hourly units
from granted annual paid leave
(maximum of 40 hours/year)
Telecommuting program A program that allows employees
to work from home, so they can balance work
with childcare or nursing care
Return to work program A program for rehiring employees
who left work for childcare, nursing care
or other similar reasons to return
to work if certain conditions are met

Utilization of Childcare support system(Childcare leave)

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FYFemalesMales
Number
of users
(person)
Usage
rate
(%)
Return-to
-work
rate
(%)
Number
of users
(person)
Usage
rate
(%)
Return-to
-work
rate
(%)
20167100.088.923.050.0
20178100.087.511.2100.0
201815100.091.022.8100.0
201918100.0100.032.7100.0
202014100.0100.099.1100.0

Notes: Employees do not include personnel on leave or those transferred to workplaces overseas.

Utilization of Nursing care support system

FYLong-term
nursing care leave
Short-term
nursing care leave
Number
of users
(person)
Return-to-work rate
(%)
Number
of users
(person)
Total
Number
of days
(day)
20161100.01030.0
20171100.01463.5
20182100.023103.0
201910.02399.0
202010.0

Notes: Employees do not include personnel on leave or those transferred to workplaces overseas.

Period: April to March (long-term nursing care leave), September to August (short-term nursing care leave)

TOPICS

GS Yuasa has received Platinum Kurumin certification

Platinum Kurumin is a program of certification granted by Japan’s Ministry of Health, Labour and Welfare to organizations that provide high levels of childcare support.

GS Yuasa has long worked to create environments where employees can continue to work while caring for children and first received Kurumin certification in 2017. Since then, we have established action plans to promote support and enhance its effects, expanded the applicable period of the program for reduced working hours for childcare, introduced a telecommuting program for employees who are taking care of children, and took other measures, leading to the Platinum Kurumin certification in fiscal 2020.

The Group will continue its efforts to a company that continuously supports childcare by enabling employees to strike a good balance between work and childcare with confidence.

image:Mark of Platinum Kurumin certification

Health Management Initiatives

In order to realize the corporate philosophy of "innovation and growth of our employees and business entities," the GS Yuasa Group believes that it is important to prepare the foundation to enable employees to perform their duties while maintaining good physical and mental health so as to achieve maximum performance.

Health Management Policy

In order to realize the “innovation and growth” of our employees and business entities, the GS Yuasa Group supports employees and their families in collaboration with health insurance society so as to ensure that they maintain their own health and encourages "health promotion" so that all employees can work zealously and with a sense of fulfillment.

  • We strive to prevent the onset and severity of lifestyle-related diseases and mental disorders.
  • We support managing of both work and medical treatment so that everyone can engage in decent work.
  • We encourage health promotion to maintain and improve health.

Promotion Framework

The GS Yuasa Group appoints a general occupational health physician (a contracted occupational health physician) at the head office and occupational health physicians at its major offices, with 11 full-time nursing staffers nationwide. In addition, in collaboration with the health insurance society, the Group conducts health management promotion meetings attended by the health management officer(concurrently serving as chairperson of health insurance society) and labor union executives to promote measures for employee health issues. Further, in order to prevent severity of mental disorders, we have established a conducive environment for counseling from clinical psychotherapists that can be availed every week at our head office and some of our other offices.

Specific measures for health promotion

  1. Prevention of lifestyle-related diseases
    • Confirmation of medical examination and follow ups for persons with abnormal findings in regular health checkups
    • Recommendations of thorough medical examinations to persons who have to get secondary health checks (including health check-ups utilizing workers’ compensation insurance)
    • Regular distribution of our “Health Mail Magazine” aimed at promoting the health of employees through collaboration between our company and health insurance society
    • Implementation of quit-smoking measures and measures against passive smoking
    • Implementation of health consultations and education for new graduates and mid-career employees to improve health literacy in early stages
    • Conducting health events (including walking events twice a year)
  2. Early detection and treatment of mental disorders
    • An enhanced system of consultation and counseling with occupational health physicians and nursing staffers
    • Encourage nursing staffer consultations for all employees identified as high risk through stress tests
    • Continued access to "line care (care by supervisors)" and "self-care (care based on the awareness of individuals)" training sessions
  3. Early detection and treatment of cancer
    • Inclusion of various cancer screenings and gynecological examinations in regular health checkups (no individual payments)
    • Regular distribution of cancer self-examination kits to employees and family members (no individual payments)
  4. Optimize work hours and maintenance of a positive work-life balance
    • Thorough observance of "no-overtime-work days"
    • Making it compulsory to take at least 10 days of annual paid leave
    • Establish monthly overtime work hour limits
    • Prohibiting two consecutive days of work on prescribed holidays and overtime late at night
    • Introduction of leave in hourly units, telecommuting program, and expansion of the flextime system
  5. Promotion of awareness of various health issues specific to women
    • Conducting health care seminars for women
    • Introduction of e-learning on the theme of health management and women’s health care

Objectives and Results for "health promotion"

Items(%)Objectives(%)Results(%)
FY2017FY2018FY2019FY2020
Consultation rate of regular health checkups100100100100100
Consultation rate of medical re-examination of persons with abnormal findings in regular health checkups7057596359
Consultation rate of stress checks10084939494
Rate of smoking2024232222
Consultation rate of gynecological examinations10058555862
Consultation rate of colorectal cancer screenings10065656767

TOPICS

External Evaluation Related to Health Management

GS Yuasa International Ltd. and four Group companies were each designated as a Company with Excellent Health Management 2018 in a program run by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, for the five years in a row.

Under this system, corporations that implement particularly excellent health management in terms of initiatives to deal with health issues in local communities and health promotion suggested by Nippon Kenko Kaigi are publicly honored.

Aiming to create a working environment in which employees can enjoy good health and work with vigor, we will continue to promote health management.

image:Certificate of Company with Excellent Health Management

Business Operations Considering Religious Customs

At the GS Yuasa Group's overseas sites in Indonesia where Muslims are the large majority, we are conducting business operations considering Islamic traditions and customs. PT. Yuasa Battery Indonesia, PT. Trimitra Baterai Prakasa and PT. GS Battery have a mosque in their respective offices. These companies allow employees to offer prayers at a mosque during working hours, and Muslims gather for prayers on Fridays from both the office and outside the company. We also established a multi-purpose room that can be used as a mosque on the site of the Group’s Kyoto Plant and allow employees to pray during working hours.

The GS Yuasa Group believes that understanding and respecting customs, cultural values and religion in each region are indispensable for building a good relationship with local employees and effectively operating businesses.

TOPICS

Special Website on Diversity Established

In April 2020, the GS Yuasa Group launched a special website to provide timely information on our approaches to diversity and the status of activities. The site presents easy-to-understand information regarding the Group’s measures for the empowerment of women, work style reforms, employment of persons with disabilities and foreign nationals, and more.

Going forward, we will actively disclose information on plans to provide opportunities for diverse human resources to demonstrate their full capabilities as well as the results of those plans.

Refer here for information on the special diversity website (in Japanese)
banner:Diversity Established

TOPICS

Human Resource and Labor Measures to Prevent the Spread of the Novel Coronavirus

In response to the novel coronavirus, which is spreading globally, strong social demands are being made to prevent the spread of infection including avoiding crowded areas and avoiding gathering in areas where people gather in high density and spend time. The GS Yuasa Group is conducting human resource and labor management to prevent the spread of the novel coronavirus infections so that we can ensure the safety and peace of mind of our employees.

Introduction of telecommuting program and staggered work times

We introduced a telecommuting program and staggered work times as measures to prevent the spread of the novel coronavirus. Neither of these programs has no limit on the number of times they may be used. We are operating this program so that they can be actively used such as by allowing employees to make use of both programs.

Handling of leave in conjunction with school closures, etc.

In cases where employees are unable to freely report to work due to requests to parents to refrain from sending their children to daycare facilities, school closures, and so on and in cases where there are substantial health risks from infection with the novel coronavirus due to chronic illness and so on, we are allowing employees to use their accumulated leave. In some cases, employees who do not have accumulated leave are permitted to take special leave in the form of non-statutory leave.

Measures concerning use of cafeterias

  1. Distribution of cafeteria used times and modification of seating arrangements
    In addition to distributing cafeteria used times to mitigate crowding in the cafeterias, seating arrangements have been modified so that cafeteria users do not face one other. Also, the cafeteria windows and doors are open to ventilate the cafeteria.
  2. Thorough measures to prevent infection in meals
    Cafeteria users are required to thoroughly practice measures to prevent infection during meals (including hand washing, disinfecting hands with alcohol, using cafeteria for short duration, wearing mask except when eating, not talking while eating).

Measures concerning new employees

The 2021 entrance ceremony and training for new employees were held scattered at the offices where new employees were assigned, and conducted online with the headquarters as the main venue. In addition, at each venue measures were implemented to prevent the spread of the novel coronavirus infection (including temperature inspection and disinfection using alcohol before entry, ventilation of the venue, ensuring sufficient space between seats, and no face-to-face seating arrangements).

Measures concerning recruiting

Recruiting events (such as company briefings and social gatherings) and job matching consultations (interviews) are all conducted online. In addition, online interviews are conducted for mid-career employees.