Human Capital Management Initiatives

In line with the management philosophy of “Together with society, our customers, and our employees,” Shindengen believes that the growth of its people is a source of corporate value creation, and that bringing together diverse and autonomous talent leads to value creation and sustainable growth. Building on a base of respect for human rights, we are advancing a wide range of initiatives related to human resource development, promoting the active participation of diverse human resources, expanding diverse work styles, and promoting health and safety.

Respect for Human Rights

The Shindengen Group Human Rights Policy states that the Group respects international norms with regards to the human rights and is actively committed to promoting human rights awareness.

Human Resource Development

Shindengen provides new employee training, third-year training, training for qualifications, training for specific job types, training for specific ranks, as well as elective self-taught programs in finance, marketing and other topics. Through such education as well as systems for career goal self-reporting and internal recruitment, we support career advancement for all employees. We are also working to develop human resources to lead increasingly global businesses through such efforts as foreign language training and overseas training for young employees. Furthermore, we maintain a prize-payment system for inventions, suggestions and the acquisition of public certifications in order to promote the better performance of employees in R&D activities and across various workplaces and duties.

Promoting the Professional Participation of Diverse Human Resources and Expanding Flexible Work Styles

a.Promoting Women’s Participation and Advancement in the Workplace
Shindengen is promoting diverse work styles that enable everyone to thrive regardless of gender, increase the number of women hired and expand the areas in which female employees are active. We offer a variety of types of health management leave employees can use before and after childbirth as well as alternative working hour options for childcare and health management, and are expanding childcare and nursing care leave systems. We have set the following goals in these areas.

・ Expanding measures to get more female applicants and achieve a ratio of 30% or more of women among new hires
Fiscal 2022 result: 29.0%
・Providing equal opportunity to female employees in a wide range of departments and job types occupations
・Achieving a ratio of 30% or more of men taking childcare leave and encouraging diverse work styles among men and women
Fiscal 2022 result: 44.4%

The fiscal 2022 results of our main indicators for the promotion of women’s participation and advancement in the workplace are as follows.
・Female employee ratio (non-consolidated): 10.3%
・Female employee ratio (consolidated): 42.1%
・Female manager ratio (non-consolidated): 0.6%
・Female manager ratio (non-consolidated ): 9.8%

b.Supporting the Professional Participation of Non-Japanese Employees
As a result of the globalization of its business, the Shindengen Group has more employees overseas than in Japan. In line with the Shindengen Group Human Rights Policy, we respect different values and experiences and provide opportunities for all employees to leverage their individuality to the fullest. We believe that this will create new value systems and businesses attuned to social changes and mentally enrich employees.

c.Equal Employment: Disabilities and Ageing Employees
The Shindengen Group promotes the employment of people with disabilities and rehires workers who have retired at the mandatory retirement age of 60 for continuous employment until age 65. Furthermore, from September 2022 the Company has extended its mandatory retirement age to 65.
・Target employment rate of persons with disabilities: 2.3%
Fiscal 2022 result: 2.4%

d.Improving Working Environments
Shindengen is implementing a wide range of measures to improve working environments, including the use of a flex time system in combination with a remote work system, a system for extended leave based on length of employment, making mandatory the use of at least five days of paid time off per year and setting an upper limit on overtime hours.

Promoting Health and Safety

Promoting health and safety is a top priority for the Shindengen Group. We strive to continually improve occupational health and safety and upgrade work environments with a focus on employee health and safety. In fiscal 2022, there were no serious occupational accidents in the Group.
Shindengen’s Asaka Office and some Group companies have acquired certification under ISO 45001, the international standard for occupational health and safety management systems. In addition, we have established an occupational health and safety policy covering the entire Shindengen Group.
In recognition of excellence in terms of safety, security, the environment, health and comfort, the Asaka office has also acquired all three of the most prominent ratings/certifications for buildings in Japan, with an S Rank CASBEE Certification for Buildings, ZEB Ready designation and S Rank CASBEE Wellness Office rating.

Multiple Stakeholder Policy

To achieve continued growth in corporate value through appropriate cooperation with multiple stakeholders including clients, business partners, shareholders, investors, local communities, and employees, the Shindengen Group has set “Together with society, our customers, and our employees” as its Management Philosophy and endeavors to fulfill its Corporate Mission of “Maximizing energy conversion efficiency for the benefit of humanity and society.” Therefore, operating from the viewpoint that suitable distribution of the profits and results obtained from increased corporate value to multiple stakeholders will lead to maintained momentum in wage increases and sustained development of the economy, we undertake the following initiatives based on the idea that returns to employees and consideration for our business partners are important.

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