Long-term stable employment, Stable labor relations, Total respect for human rights
Long-term stable employment
(1) Basic stance
Based on the fundamental policy of placing importance on stable employment and valuing the development of employees from a long-term perspective,both DENSO and employees are mutually working together to ensure employment security. Also, we promote the exchange of information within respective regions and with the headquarters and act in accordance with applicable laws and regulations and practices of each country and region in an effort to realize employment security.
(2) Employment status
The Great East Japan Earthquake that struck the nation in March 2011 has adversely impacted many companies. DENSO was also forced to adjust production as a result of incurring damages to its business sites and facilities as well as interruptions in the procurement of raw materials and parts. Amid such circumstances, the Company is undertaking efforts to maintain and ensure stable employment by taking various measures. Initiatives include creating jobs through promoting various activities such as strengthening the production system, establishing substitute holidays and a system for changing non-business days for the temporary suspension of operations and paid leave. (If remaining paid leaves are less than 5 days, use paid public holiday.) Other efforts include making use of employment adjustment subsidies at certain Group companies. As for recruiting activities, although the number of new hires remained unchanged from the initial plan, in light of the impact of disaster on students, we postponed the process for hiring new graduates for two months that was initially planned in April.
Number of employees by region
|Fiscal 2009||Fiscal 2010|
|Asia, Oceania and others||27,513||27,919|
|Asia and Oceania||29,985|
Composition of employees [DENSO Corporation]
|Full-time employment *4||Employees||General employees||20,036||4,088|
|Average service years||21.5||13.3|
|Paid vacation time*3||87.3%|
|Full-time employment *4||Employees||General employees||20,109||4,366|
|Average service years||21.43||13.09|
|Paid vacation time*3||85.4%|
|Full-time employment *4||Employees||General employees||19,676||4,443|
|Average service years||21.71||13.54|
|Paid vacation time*3||81.4%|
*1 Resignation due to personal reasons
*2 Figures taken from turnover rate of employees in third year since joining company (Average retention rate of listed companies: 82%)
*3 Denominator used is general employees (Union members)
*4 Including temporary employees
Stable labor relations
(1) Basic stance
DENSO has deepened the bonds of mutual trust and mutual responsibility between each Group company and its employees based on the recognition that the development of the whole Group and improvements in employees' lives ultimately have the same goals. DENSO has consistently worked to resolve issues through discussions with employees. This approach was developed while overcoming the challenges of labor disputes shortly after the Company's founding in 1950, and today, is shared throughout the Group.
DENSO promotes a basic policy of dialogue between associates and management to resolve various issues. Labor-management conferences are held regularly in Japan, thereby appropriately revising labor conditions through gaining a mutual understanding between associates and management regarding management policy and relevant management issues. Additionally, the status of management is shared at labor-management conferences on a company-wide, Group and center, and workplace basis. In doing so, we are working to enhance employees' awareness of participating in management. In addition to such conferences for carrying out labor-management discussions, we are also making efforts to share information in a timely manner by utilizing various communication channels such as president messages and lunchtime meetings.
(3) Domestic and overseas Group efforts
As for DENSO Group companies, we share the concept of human resource and labor management aspired to by DENSO while also seeking to expand measures or share information to prevent the occurrence of labor-related issues.
The Japan Regional Human Resources Meeting and Study Session by Theme are respectively held for Group companies in Japan. Ongoing discussions also are held regarding responses to labor issues that are common to the DENSO Group.
At overseas Group companies, workshops were organized for local staff in charge of personnel affairs to share the basic concept of human resource and labor management, and best practices in addressing specific labor issues.
Since 2006, DENSO has been promoting initiatives to quickly comprehend labor issues by carrying out various measures such as monitoring using personnel indicators (number of employees, working status, turnover rate, etc.) and conducting interviews and questionnaires for employees.
Total respect for human rights
(1) Basic stance
In the DENSO Group Declaration of Corporate Behavior and the Code of Conduct for DENSO Group Associates, DENSO clearly prohibits discrimination and harassment based on race, gender, age, nationality, religion, disability, injury or illness, as well as child labor and forced labor. The United Nations Universal Declaration of Human Rights and other international standards were consulted in the development of these policies, and in fiscal 2008 DENSO asked suppliers to put them into practice as CSR Procurement Standards.
DENSO has also established a global policy concerning equal opportunity in employment, prohibiting all discrimination of applicants or employees in terms of job offers, employment or working conditions.
(2) Education and enlightenment
DENSO Corporation's education programs by employment level (for new employees, newly appointed managers and contract employees) incorporate human rights educational content. The Company's focus on educating employees to prevent harassment is evident particularly in activities to strengthen awareness during Human Rights Week and Constitution Week in Japan. In addition to verifying the appropriate implementation of policies by means of a company-wide standardized self-review, the Company is working to prevent incidents by creating an internal whistle-blowing system (including domestic Group companies). Overseas Group companies are also involved in a variety of initiatives. In North America, DENSO companies have adopted internal policies prohibiting harassment, and they provide education on mutual respect and preventing sexual harassment as part of broader efforts to strengthen compliance and risk management from management levels to new employees.
Individuals taking a seminar on human rights [DENSO Corporation]
|Fiscal 2009||Fiscal 2010||Fiscal 2011|
|New employees||983 (100%)||977 (100%)||799 (100%)|
|Newly appointed managers||1,124 (100%)||1,195 (100%)||781(100%)|
|Temporary employees shifted to full-time||443 (100%)||229 (100%)||49 (100%)|