Human Resources Management
- Basic approach
- Promotion system
- The ideal state of human resource management
- Employment and labor practices
- Human resource development
Basic approach
artience group 's Corporate Philosophy (Management Philosophy) is "People-oriented management". We respect the diverse values and career aspirations of our employees, and strive to develop human resources who can take on challenges in new fields and practice high-quality work. In addition, in order to contribute to society by leveraging the Group's strengths, we aim to create a workplace where diverse human resources, regardless of gender, nationality, age, or disability, can maximize their individual abilities and work with a sense of purpose.
In order to achieve People-oriented management, we have established a policy on human resources and are implementing various personnel measures throughout the Group.
The artience Group (hereinafter referred to as the “Group”) has established the Corporate Philosophy of People-oriented Management as the starting point of all of its corporate activities. In addition, employees are the Group’s most important and indispensable asset, embodying Our Principles (action guidelines) and implementing our Brand Promise of “Creating value that resonates with the senses and building a future where all people can live enriched lives.” We regard them as a driving force for value creation and sustainable growth.
To enable each and every employee—as the driving force for value creation and sustainable growth—to play an active role with independence and energy, the Group will fulfill the three responsibilities of respecting the diversity of its employees, supporting employee growth, and enabling employees to work with peace of mind.
Based on this basic approach, we have established this Basic Policy on Human Resource Management (hereinafter referred to as this “Basic Policy,”) and will develop strategies and implement measures relating to human resource management on a global basis in accordance with this Basic Policy.
Three Pillars of Human Resources Management
- Fostering a Culture that Empowers Diverse Human Resources
We believe that we can create new value to provide to the world by respecting the human rights and diverse values, ideas, and ideas of employees with diverse backgrounds, regardless of gender, age, nationality, disability, etc., and by having all employees engage in their duties to the fullest. The Group will create a corporate culture in which such diverse human resources can play an active role.
- Building a System that Allows Independent Career Choices
The Group will establish and operate a human resources development system based on its responsibility to hire human resources who empathize with the Group’s philosophy and want to grow as individuals within the Group, and to continuously provide employees with opportunities for practice and growth toward the career development they envisage.
- Creating a Work Environment Where Employees Can Work with Peace of Mind
For employees to maximize their abilities, workplace health and safety, appropriate and fair labor management and evaluation, employee health, and necessary and sufficient welfare are essential. The Group will create a workplace environment that takes these factors into consideration, and work to continuously improve it so that each and every employee can work with peace of mind.
Issues to address in human resources management
(1) Respect for human rights
We recognize that respect for the human rights of each and every employee is of the utmost importance, taking precedence over all corporate activities.
(2) Legal compliance
We will comply with the laws and regulations of the countries and regions in which we conduct business activities, and respect and comply with international codes of conduct relating to human rights and labor.
(3) DE&I (diversity, equity and inclusion)
We will work to create a work environment in which all employees can recognize, accept, and respect each other's diversity and demonstrate their abilities, with fair and equal opportunities, by fostering a corporate culture and reforming personnel systems.
(4) Personnel development
In order to support self-fulfillment for the growth of our employees, we provide opportunities for education, training, and self-development, multi-functionalization, and voluntary challenges.
(5) Personnel system
We will implement a personnel system that leads to the growth and motivation of individual employees, and fair evaluation and treatment.
(6) Labor management
Based on mutual cooperation between the company and employees, we will establish labor management rules and systems in compliance with the laws and regulations and labor practices of each country, and will work tirelessly to improve them.
(7) Health and productivity management and the employee welfare programs
We will aim to balance work and personal life by ensuring labor productivity through health promotion, and expanding welfare programs with an emphasis on well-being.
Scope of application
This Basic Policy applies to all employees directly employed by the Group. For this reason, all Group companies shall engage in human resources management in accordance with this Basic Policy. Some items of this Basic Policy also apply to job seekers wishing to gain employment with the Group.
Revision, abolition and management
Decisions regarding the revision or abolition of this Basic Policy shall be made by the Board of Directors of artience Co., Ltd.
The department in charge of the revision and abolition of this Basic Policy shall be the department that oversees the human resources management of artience Co., Ltd.
Established on May 10, 2024 (resolved at the Board of Directors on May 10, 2024)
Promotion system
artience Human Resources Department Co., Ltd. plays a central role in promoting various initiatives for human resources strategies, including the planning and implementation of company-wide HR policies, the formulation of plans for human resource development and career development, the planning and implementation of training, the promotion of DE&I, and health and productivity management. In addition, based on the labor laws and practices of each region and country, we are implementing measures in cooperation with each base in Japan and overseas to develop human resources.
The ideal state of human resource management
With Corporate Philosophy (management philosophy) as the People-oriented management, the Group's most important management resource is its employees. Based on the three pillars for employee growth established as the direction of human resource management, diverse human resources work on their respective missions and support the Group's value creation. We aim to provide sustainable value by ensuring that each and every employee maximizes their abilities and grows together with the company.
Three Pillars of Human Resources Management (Established in 2015, revised in January 2024)
Fostering a Culture that Empowers Diverse Human Resources
We will create a corporate culture in which diverse personnel can play an active role in the company based on the belief that we will be able to provide the world with new value by respecting the human rights of our employees who come from different backgrounds as well as their diverse values, views and ideas and by helping them fulfill their duties.
Building a System that Allows Independent Career Choices
We will build and implement a personnel development system based on the belief that as a corporation we bear a responsibility to hire personnel that are capable of designing their own careers and that are orientated toward growth and to continually provide them with opportunities to train and grow with a view toward the development of their careers.
Creating a Work Environment Where Employees Can Work with Peace of Mind
We believe that workplace safety and health, labor management and evaluation and employee health and welfare are essential for employees to work with peace of mind and maximize their capabilities. Based on this, we will develop and continuously improve our workplace environment.
Employment and labor practices
Risk management related to labor issues
The Group (in Japan) disseminates information to employees for the purpose of complying with labor-related laws and regulations, and operates a management council that discusses issues with the labor union and the company in an effort to improve work styles.
As part of our risk assessment of the occurrence of overwork, we encourage employees to take annual paid leave and monitor working hours using an employment management system to manage and monitor work-related risks. In addition, the Safety and Health Committee, which meets monthly at each site in Japan, confirms and supervises the status of overwork and reports it to upper management. In fiscal 2023, there were zero cases of violations of the Labor Standards Act in Japan.
Dissemination of policies regarding labor standards
The three policies for personnel and labor management are the establishment of work rules, the establishment of labor-management relations, and compliance with laws and regulations and the prevention of labor risks, and materials are posted on the Global Human Resources Network website, a site for standardization of management operations at Group companies, so that they can be referenced at all times. In Japan, we have also established a human resources-related information website to disseminate personnel information such as personnel regulations, personnel systems, and welfare programs.
Regardless of whether it is in Japan or overseas, each Group company conducts appropriate labor management and strives to disseminate the policy so that all employees can understand it.
Fair evaluation and treatment
The Group respects and evaluates actions that lead to the Group's achievements and performance. Wages should be simple so that they consist mainly of basic salary and bonuses, and allowances should be complementary to the business practices of each country. In order to return a portion of the profits to employees when the company's performance improves, we have established a remuneration system according to the results of each employee and review it through discussions with employee (union member) representatives.
In addition, based on the labor laws and regulations of each country and region, wage rules stipulate appropriate wages, allowances, and other conditions such as salaries paid on an ad hoc basis, and the Basic Policy on Human Resources Management also stipulates that labor management rules and systems shall be established in accordance with the laws and regulations of each country and labor practices.
Optimization of working hours
We comply with the laws and regulations regarding working hours in each country and manage working hours by applying work styles that are appropriate to employment conditions and work content. In the event that working hours are temporarily increased, we will take into account the health and work-life balance of our employees as much as possible, and manage labor within legally permissible limits that have been discussed and agreed upon by labor and management in advance. .
Labor-management consultation
Management meetings are held at least twice a year with employee (union member) representatives and company representatives to discuss issues that need to be resolved by labor and management.In addition, we provide timely opportunities for labor-management consultations depending on individual issues. I am. In addition, regarding revisions to personnel systems, we provide as many opportunities as possible for mutual proposals and opinions, such as by holding discussions at the secretariat level in advance.
Human resource development
Human Resource Development through artience Growth Field
TOYO INK Vocational School was opened in 2007 with the aim of developing human resources and reforming the corporate culture, and has been striving to develop human resources and develop careers, but in 2024 it will be renamed "artience Growth Field" and will start anew. Based on rank-based training, job-specific training, overseas human resource development, training for overseas national staff, and self-development, we have established a basic policy of raising the level of human resources and developing future executives, and are promoting various training and self-development activities. In fiscal 2023, the total number of training days was 417 days, and the total number of participants was 1,774.
Since fiscal 2020, when the new coronavirus infection spread, we have expanded online training and are striving to educate a wider range of people, and are currently conducting it in various formats (face-to-face, online, and hybrid) depending on the purpose and content of each training.
| 2021 | 2022 | 2023 | |
|---|---|---|---|
| Training cost per person (1,000 yen) | 30 | 30 | 33 |
| Number of DX training and reskilling participants (persons) | 409 | 1,143 | 1,305 |
Human resources rotation system
The human resource rotation system consists of "training transfers," "self-reported reflection transfers," "in-house recruitment system/career challenge system," and "overseas workshops." In the "Development Transfer" program, individuals develop their careers through planned transfers. In the "Self-Reported Reflection Transfers" section, we strive to reflect the results in transfers based on the individual's intention based on the "Self-Declaration Questionnaire" held once a year. The "In-house Recruitment System/Career Challenge System" is a system that allows employees to take on the challenge of the work they want to do, and we make multiple transfers every year.
In addition, the "Overseas Workshop" is an overseas training system aimed at fostering global human resources, and trainees experience internships at overseas Group Companies to acquire the ability to adapt to overseas business and skills in cross-cultural communication. Although it was suspended due to the Corona disaster, recruitment resumed in 2023, and 31 people took the course between 2012 and 2023. After returning to Japan, many of our employees have gained further experience in departments related to overseas relations, and have since gone on to work overseas as expatriates.
| 2021 | 2022 | 2023 | |
|---|---|---|---|
| In-house recruitment system/ Career Challenge System (n.) |
8 | 11 | 12 |
- DX Human Resources
- Internal award system
- business idea contest