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 engagement, the Group moves to secure outstanding personnel, boost labor productivity and otherwise enhance its corporate competitiveness.

Number and ratio of new employees (FY 2022, domestic companies)

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Number of
new employees
Ratio (%) Breakdown of
new employees (person)
Male Female Male Female Male Female Male Female
10’s 25 4 15.2 2.4 25 4 0 0
20’s 78 22 47.6 13.4 41 16 37 6
30’s 22 5 13.4 3.0 0 0 22 5
40’s 6 0 3.7 0.0 0 0 6 0
50’s 2 0 1.2 0.0 0 0 2 0
60’s 0 0 0.0 0.0 0 0 0 0
Total 133 31 81.1 18.9 66 20 67 11

Number of resignees and job turnover (FY 2022, domestic companies)

Age group Number of resignees (person) Job turnover (%)
Male Female Male Female Total
10’s 1 0 4.2 0.0 3.6
20’s 18 7 3.3 4.0 3.5
30’s 29 5 3.8 4.4 3.9
40’s 7 2 1.2 2.3 1.3
50’s 9 0 0.9 0.0 0.8
60’s 5 1 2.2 4.5 2.4
Total 69 15 2.2 2.8 2.3

Number and Breakdown of Employees (FY 2022, domestic business companies)

Types of employees Number
Gender ratio by category (%)
Male Female Male Female
Fulltime employee 2,924 502 85.3 14.7
Fixed-term employee* 221 25 89.8 10.2
Total 3,145 527 85.6 14.4

Contract employee, temporary employee, re-hired employee, etc.

Ratio of female employees to all employees

Scope of application Target FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
GS Yuasa International Ltd. Fulltime employee 13.3 13.5 13.6 14.1 14.7
Entire Group Fulltime employee and fixed-term employee 12.7 11.7 11.2 11.1 10.6

Recommendations for Corrective Action Pursuant to the Labor Standards Act

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Scope of application FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
GS Yuasa International Ltd.00000
Entire Group00001


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.


Implementation of Mentality Management Diagnosis

Since fiscal 2021, the Group has introduced mentality management diagnosis to measure employees' mental health and engagement (enthusiasm for work and for the organization). Our aim is to adopt measures for improvement by preventing disorders based on an understanding of the status of employees' mental health, and by recognizing existing organizational issues based on an understanding engagement status that encourages the revitalization of the organization. We are committed to continued examination of the results of regularly conducted diagnosis to promote the development of effective measures and the creation of an environment where all can continue working with a sense of fulfillment.

Conservation and Improvement of Safety and Health in Working Environments

Promoting Occupational Health and Safety

The GS Yuasa Group believes that securing the health and safety of its workers is the paramount priority in doing business and has established the Group Policy (The Fundamental Health and Safety Policy) for the promotion of company-wide endeavors to build a corporate culture of safety. Furthermore, to ensure the health and safety of all employees who work for the Group directly or indirectly including subcontractors and temp workers, we have appointed an organization to conduct group-wide integrated management of health and safety. This has been instrumental in strengthening health and safety management at both domestic and overseas business sites and Group companies. In addition, we are undertaking initiatives based on our Fundamental Health and Safety Policy by creating organizational structures centered on safety and health committees established in business divisions and companies.

Our Group’s domestic business sites have obtained the occupational health and safety management systems in compliance with international standards (ISO 45001) certification. In addition, a majority of the production companies of our overseas Group companies have also obtained ISO 45001 certification. Our Group companies in Japan are currently working to acquire ISO 45001 certification and seek to achieve effective management aimed at Group-wide attainment of the Fundamental Health and Safety Policy. We are committed to continual improvement of our health and safety performance by making effective use of systematic mechanisms based on the PDCA cycle.

Fundamental Health and Safety Policy

  • Fundamental Philosophy

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

  • Action Agenda

    Top management presents the following action agendas for the succession of advanced energy technologies developed in our battery business and for the realization of our fundamental philosophy.

    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.
ISO certification acquisition rate at domestic and overseas production sites

Overview of Organizational Structure

image:Overview of Organizational Structure

Reducing Occupational Accident Risk

At domestic business sites and domestic group companies, 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 safety patrol activities conducted under the leadership of the safety and health officer. In the event of an industrial accident, information on accident occurrence status is shared with all employees at domestic business sites in a timely manner, the cause of the occurrence is investigated, and measures are taken to prevent recurrence. In workplaces dealing with hazardous substances, we take risk reduction measures utilizing risk assessment of chemical substances, and regularly monitor the working environment and workers’ health in accordance with laws and regulations.

Since 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” accidents which are the top industrial disasters. We also implement ergonomic measures (such as encouraging the use of power assist suits that reduce the physical burdens on workers) by workers who perform work that imposes physical burdens. In addition, to prevent the occurrence of lower back pain associated with the carrying of heavy objects, working for extended periods, and repetitive work, we are working on strict implementation of operations based on safety guidelines and on the creation and distribution of videos on prevention of back pain.

Furthermore, the Group’s members responsible for the promotion of health and safety are committed to continued support for the improvement of health and safety management at overseas Group companies. In fiscal 2022, safety audits were conducted at our production factories in Indonesia, Thailand, Vietnam, Australia, and Taiwan, to further the mitigation of occupational accident risks at overseas Group companies.

Implementation period of safety and health risk assessment

  • Adoption of new raw materials or changes in raw materials
  • Adoption of new equipment or changes in equipment
  • Adoption of new work methods and procedures or changes in work methods and procedures
  • Installation, repair, and dismantling of structures
  • Occurrence of occupational accidents
  • Changes in risk factors (aging of machinery, equipment, etc.)

Status of occurrence of occupational accidents (GS Yuasa International Ltd.)

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Missed work frequency rate*1 0.47 0.62 0.55 0.30 0.60
Average frequency rate in manufacturing industry 1.20 1.20 1.21 1.31 1.25
Rate of intensity*2 0.00 0.01 0.00 0.00 0.01
Average rate of intensity in manufacturing industry 0.10 0.10 0.07 0.06 0.08

1 Missed work frequency rate is the number of people missing work per 1,000,000 work hours

2 Rate of intensity is the number of lost days due to accidents per 1,000 work hours

Targets related to occupational accidents risk (FY 2023)

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Items Target
Domestic business sites Overseas Group companies
Number of serious occupational accidents None None
Number of workers not meeting our blood lead concentration management standards None None
Number of worksites in work management category II and III None ---
Number of accidents resulting in missed work 4 or less 44 or less
Please see here for details in targets and results for previous fiscal year.

Raising Worker Awareness Concerning Safety

The GS Yuasa Group conduct activities intended to raise the awareness of safety among all employees who work for the Group directly or indirectly including subcontractors and temp workers 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.

From fiscal 2023, we have also introduced virtual reality (VR) experience-based training devices as part of our educational initiatives on hazard simulation which allow trainees to actually experience and understand workplace hazards. We are committed to continued efforts to promote health and safety education through hands-on training for hazards (such as falls from working at heights, contact with forklifts, and electric shocks), that could not be experienced in the past with conventional devices.

Examples of activities for raising safety awareness

  • Posting statements of management intent concerning occupational safety at all worksites
  • Distribution of safety compliance 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, not using cell phones while walking, holding a railing when climbing or going down stairs, not crossing diagonally, ensuring pointing and calling when crossing

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 (including suppliers)
image:Experience-based risk training1

Experience-based risk training (Kyoto Plant)

image:Experience-based risk training2

VR experience-based risk training (Kyoto Plant)

Participation in safety and health education (Fiscal 2022, GS Yuasa International Ltd.)

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Classification Items Number of participants (persons) Intended audience
General education Experience-based risk training 967 All employees (including contractors), suppliers
Courses on risk assessment 36
Training for hazard prediction 50
Specialized education Education of safety trainers 160 Persons (including contractors) promoting activities for workplace safety

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

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ItemsFY 2018FY 2019FY 2020FY 2021FY 2022Remarks
Average number of fixed hours worked annually1,7091,7041,7101,6971,687Refers to the prescribed work hours minus hours taken for leave and hours absent due to tardiness, leaving work early, etc.
Average number of overtimes hours worked annually216206196198205Monthly average number of overtime hours worked: 17.1 hours (FY 2022)

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

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
  • Setting Work-life synergy leave (consecutive paid leave is recommended)
  • Prohibiting two consecutive days of work on prescribed holidays
  • In principle, prohibiting late-night overtime work (10 p.m. to 5 a.m.)
  • Postponing the start-time next day in case of overtime work till late night (securing rest time)
  • 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
  • Promoting improvement activities that contribute to the enhancement of work efficiency and creativity and the optimization of work allocation
  • Implementing a commendation system for improvement activities that have enhanced workability and productivity beyond a certain level

Percentage of Annual Paid Leave Taken

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ItemsUnitFY 2017FY 2018FY 2019FY 2020FY 2021Remarks
Number of days of annual paid leave%77.279.377.879.283.3Rate of acquisition for the number of statutory days granted: 98.2% (fiscal 2021)
Percentage of annual paid leave takenDays16.416.816.516.817.8

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 2023, GS Yuasa International Ltd.)

Occupation Ratio (average)
Career-track positions 139%
Manufacturing jobs, clerical work 117%

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 improve leadership and management skills and implement career development. 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.

Going forward, we are committed to expansion of educational opportunities for all personnel and to promoting diversity management that leverages the diverse individualities of employees to enhance organizational strength.

Basics of Human Resource Development


Training System

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Classification Training name
Rank ●New division manager training, ●Management training (in the 4th year after being appointed to a managerial position), ●New manager training, ●New leader training, ●Career advancement training (sixth year after joining the company), ●Power-up training (in the 4th year after joining the company), ●Skills improvement training (third year after joining the company), ●New employee training, ●Mentor training, ●Training for mid-career employees, ●Training for career development
Business Skills ●Logical communication training, ●Facilitation training, ●Time management training, ●Training for coaching, ●English email writing training
Personal Development ●Online language lessons, ●Distance learning, online courses, ●Skills training(external)
Acquiring Certifications ●The Japan Business Law Examination (external), ●Business Accounting Examination (external), ●Quality Control Test, ●Machine Maintenance Skills Test
Global Human Resource Development ●Overseas practical training program(Training of candidates for overseas assignments), ●Pre-overseas assignment training(language, management skills, etc), ●Training for nurturing next-generation management
Diversity ●Training for women leaders’ career advancement, ●Training for diversity management (managerial positions), ●Leadership enhancement program

Training hours for human resources development (FY 2022, GS Yuasa International Ltd.)

Item Classification Average training hours
Total training hours
Gender Male 5.09 16,005
Female 7.75 4,085
Total 5.47 20,090
Types of employees Indefinite-term employment 5.85 20,054
Fixed-term employment 0.15 36
Total 5.47 20,090

Respect for Individual Work-Life Balance

Promoting Women's Empowerment

The Group is committed to increasing opportunities for female employees to play an active role by supporting the two axes of "career development" and "support for work-life balance."

In 2018, the Company launched the GY Mirai Project to actively recruit diverse human resources and continuously develop an environment that allows each individual to make the most of their individuality and abilities, and to create a workplace where each individual can continue to work with enthusiasm and fulfillment. Further, top management regularly sends out messages to all employees about the importance and significance of promoting women's empowerment.

President's Message

We are committed to "fostering autonomous-minded human resources" and "diversity and inclusion," and to the actualization of our corporate philosophy of "Innovation and Growth."
Our aim is to create an environment that nurtures a culture in which diverse human resources can grow together and play an active role and to be a company where each individual can continue to work with enthusiasm and fulfillment.
Our company will continue to promote the "three Ls" and to cultivate diversity and inclusion that enables all employees to keep on shining, embracing their individual capabilities.

The "three Ls"

image:The three Ls

Roadmap for promoting women’s empowerment

Roadmap for promoting women’s empowerment

Action Plan Promoting Women's Empowerment (April 1, 2023 to March 31, 2026)

  • Objective 1Raise ratio of women in managerial positions to 6% or more by the end of March 2025
  • Objective 2Raise ratio of women among new graduates recruited for career-track positions every year to over 30%
  • Objective 3Increase the percentage of paid leave taken by all regular employees to 70% or more each fiscal year

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

Classification Objectives
Percentage of women among new graduates recruited for career-track positions 30 or more 21.2
Percentage of women among workers 17 or more 14.7
Percentage of women in managerial positions 6 or more 3.9
Percentage of women at assistant managers rank 12 or more 9.7
Percentage of men taking childcare leave 100 45.4

Initiatives to expand opportunities for active participation of female employees

  • Establishing processes for incorporating initiatives to promote women’s empowerment in evaluation indicators for managers and evaluation criteria for appointment to managerial positions
  • Ensuring fairness in promotions and appointments (responding to life events) and assigning roles according to expertise
  • Strategic appointment of female managers and officers (including medium- to long-term securing of female employees with advanced abilities and high motivation for promotion)
  • Considering mid-career recruitment of female managers (including candidates for managerial positions)


Selected for the fiscal 2021 Nadeshiko Brand

In March 2022, our company was selected for the Nadeshiko Brand that is jointly sponsored by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange. The Nadeshiko Brand aims to promote investment in companies and accelerate corporate initiatives by introducing listed Japanese companies that excel in promoting women's empowerment every fiscal year to investors who place importance on improving corporate value over the medium to long term.

Nadeshiko Brand


Conducting Career Advancement Training for Female Assistant Managers

In July 2023, GS Yuasa International Ltd. conducted training targeting female employees at the assistant managers rank with the aim of enabling them to face the challenges and anxieties of balancing life events with career development for positive career advancement. While providing opportunities to recognize individual qualities and strengths by using diagnostic tools, and to learn how to leverage one's strengths to demonstrate leadership based on one's own individual style, we also held panel discussions featuring female managers and guest lecturers, to foster familiarization with managerial positions. We believe this has led to the nurturing of a career vision among female employees that focuses on managerial positions.

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, 2023, GS Yuasa’s employment rate of people with disabilities meets 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.

Change in employment rate for persons with disabilities

Scope of application April, 2019 April, 2020 April, 2021 April, 2022 April, 2023
GS Yuasa International Ltd. 2.79 2.53 2.56 2.68 2.52

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.

State of Rehiring of Elderly Employees (FY 2022, domestic companies)

Classification Number of rehired employees
Rehiring ratio
Employment ratio of rehire
applicants (%)
Male 65 78 100
Female 3 100 100
Total 68 80 100

Rehiring ratio: Ratio of rehired employees to retirees.

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


Initiatives for Middle-Aged and Advanced-Age Employees

GS Yuasa International Ltd. conducts seminars on career training and life-planning targeting employees above 50 years of age.

As part of career training, we support employees' career development to enable them to continue to be reliable human resources by nurturing a renewed recognition of their strengths as experienced employees. The aim of life-planning seminars is to support employees in deepening their understanding of life-money planning and asset management and assist them in leading an enriched second life after retirement.

Going forward, we will continue to nurture an environment where middle-aged and advanced-age employees can demonstrate their valuable know-how and skills.

Supporting Work Alongside Childcare/Nursing Care

At GS Yuasa International Ltd., we aim to create an environment that makes it easy for employees to participate in childcare and nursing care and to this end we have established a support system for childbirth, childcare, and nursing care. To encourage employees to use this system, we have also set up an in-house electronic message board called Supporting a Work and Childcare/Nursing Care Balance where we disseminate information on childcare-related systems to employees. Further, the company has released a Handbook on Supporting Work-Childcare Balance targeting superiors and subordinates, and distributed it to all employees. In addition, 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.

In fiscal 2022, we commenced a system in which employees can avail subsidized usage fees (up to 4,400 yen per day) when they use babysitters*. We are committed to improving our systems to enable employees to demonstrate their abilities while balancing work and childcare.

Applies to the babysitter dispatch services provided by the All Japan Childcare Services Association commissioned by the Cabinet Office.

Childbirth, Childcare and Nursing care support systems

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Item System Details
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
Issuing discount vouchers for babysitter dispatch services A system in which employees who use babysitters can avail subsidized usage fees (up to 4,400 yen/day per child)
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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FY Females Males
of users
of users
2018 15 100 100 4 3.6 100
2019 18 100 100 3 2.7 100
2020 14 100 100 9 9.1 100
2021 21 100 100 27 22.5 100
2022 15 93.8 100 49 45.4 100

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

Utilization of Nursing care support system

FY Long-term
nursing care leave
nursing care leave
of users
Return-to-work rate
of users
of days
2018 2 100 23 103.0
2019 1 0 23 99.0
2020 1 0 24 116.0
2021 1 0 23 70.1
2022 3 33.3

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)


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 is committed to promoting the creation of workplaces where employees can balance work and childcare with peace of mind.

image:Mark of Platinum Kurumin certification


External Assessment of Initiatives for Sexual Minorities

The Group was awarded the Bronze Medal in the PRIDE Index 2022 in recognition of its initiatives for sexual minorities (hereinafter referred to as LGBTQ+). The Pride Index, established by work with Pride, is an index for evaluating company initiatives for LGBTQ+ in the workplace. In the future, we are committed to promoting diversity that is inclusive of LGBTQ+, and aim for the actualization of a work environment where each and every employee can work with enthusiasm and a sense of satisfaction.

image:the Bronze Medal in the PRIDE Index 2022


Conducting Information Exchange Meetings on Work-Childcare Balance

GS Yuasa International Ltd. has been conducting information exchange meetings twice a year since fiscal 2019, with the objective of supporting employees, to balance work and childcare successfully and engage in work with a sense of fulfillment. Presentations on experiences of employees who use the company's childcare support system while being actively engaged in work, and exchange of views among participants, are meaningful occasions for both employees who are balancing work and childcare and those who are in the midst of challenging themselves to achieve this balance going forward. In addition, majority of the participants in these information sessions are male employees, demonstrating that the percentage of male employees availing childcare leave in the Group is rising year by year.

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.


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 targets, results, and initiatives associated with diversity and work style reforms, including the promotion of women's empowerment.

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

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 our employees to perform their duties while maintaining good physical and mental health so as to achieve maximum performance. The Group promotes company-wide health management of our employees and their families based on the Health Management Policy established by the president of the company who constitutes the top management.

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 nurses and public health nurses 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

In our Group, in conjunction with measures such as work style reform and promotion of women's empowerment, data about employee health checkups and stress checks is analyzed to identify health issues of employees. For issues that are identified, we adopt measures for promoting health, and formulate plans to resolve the issues after verifying the effectiveness of the measures. The Group ensures effective health promotion by addressing employee health issues using the PDCA cycle.

  1. Prevention of lifestyle-related diseases
    • Encouraging medical examinations and follow ups according to the seriousness of the health risk to the person with abnormal findings in regular health checkups
    • Implementation of health consultations and education for new graduates and mid-career employees to improve health literacy in early stages
    • Conducting health events targeting all employees (walking events twice a year, showing videos on health promotion during regular health checkups, etc.)
    • Implementing measures for promoting health through collaborations between the Company and health insurance societies (conducting cancer screenings during regular health checkups, periodic distribution of "health email magazines" aimed at employee health promotion, conducting smoking cessation outpatient clinics and implementing measures to prevent increase in severity of illnesses via online means, etc.)
  2. Early detection and treatment of mental disorders
    • Setting up an internal consultation system and an external consultation desk (consultation, counseling, etc. with an industrial physician, nurse, or public health nurse)
    • Providing information such as results of diagnosis and advice to ensure self-care to those undergoing stress checks
    • Support for individuals identified as high risk through stress checks (individual consultations with a doctor, nurse, or public health nurse)
    • Continued access to "line care (care by supervisors)" and "self-care (care based on the awareness of individuals)" training sessions
    • Reviewing programs for human resources based on results of analysis of stress checks and employee engagement surveys(including sharing information on issues through feedback to individual departments and support for workplace environment improvement measures)
  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)
    • Recommending medical examinations and follow ups to persons with abnormal findings in cancer screening results
  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
    • Setting upper limits on monthly overtime working hours that are stricter than statutory standards
    • 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
    • Promoting a system that encourages employees to avail at least three consecutive days or more of annual paid leave
  5. Increase awareness and prevention of diseases and conditions specific to women
    • Introduction of e-learning on the theme of health management and women’s health care
    • Encouraging consultations for gynecological checkups through our in-house quarterly magazine
    • Providing information on cervical cancer vaccines and women-specific diseases through our in-house quarterly magazines
  6. Infection countermeasures
    • Providing opportunities for vaccination against COVID-19 and influenza and subsidizing vaccination expenses
    • Conducting orientations and providing vaccinations for employees who will be stationed overseas to prevent the contraction or spread of various infectious diseases

Objectives and Results for "health promotion"

Classification Items Objectives(%) Results(%)
FY2018 FY2019 FY2020 FY2021 FY2022
Regular health checkups Consultation rate 100 100 100 100 100 100
Rate of persons with abnormal findings 30 or less 37 35 35 33 38
Consultation rate of medical re-examination of persons with abnormal findings 70 or more 59 63 59 66 68
Stress checks Consultation rate 100 93 94 94 93 90
Rate of high stress individuals 10 or less 9 9 8 8 10
Overall health risks 90 or less 89 87 86 83 83
Measures against smoking Rate of smoking 20 or less 23 22 22 21 20
Gynecological examinations Consultation rate 100 55 58 62 56 60
Colorectal cancer screening Consultation rate 100 65 67 67 80 77


Increase the Consultation Rate of Medical Re-examination of Persons with Abnormal Findings in Regular Health Checkups and of Gynecological Examinations

The Group has always considered hours required for cancer screening of employees to be working hours as is the case for regular checkups. In fiscal 2022, we commenced a system in which the time required to re-examine abnormal findings in regular medical examinations or cancer screenings at an external medical institution, or gynecological examinations at an external institution, are considered as working hours. The Group is encouraging health promotion measures through collaboration between the Company and health insurance societies to prevent disease-severity through early detection of serious illnesses.


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

In fiscal 2021, we continued with the implementation of 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.

We have implemented a system in which employees can use their accumulated leave in cases where they 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 have also established a system in which 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 conducting events for new employees

The entrance ceremony and training for new employees for fiscal 2023 were conducted face-to-face with measures adopted to prevent the spread of the novel coronavirus infection such as ensuring adequate distancing between seats, conducting disinfection with alcohol, and thoroughly ventilating the venue. As in previous year, the training was implemented with venues scattered over three locations. Furthermore, health management of new employees was conducted before the start of their training, by measuring body temperatures and checking these temperature records.

Measures concerning recruiting

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