We believe in disclosing all necessary company information and personnel rules to every employee. This policy ensures open competition and allows free communication between executives and employees, managers and staff, and among employees themselves. We also believe that all employees should have an equal chance and rewards in proportion to their contributions in a fair work environment.
Challenges always involve the risk of failure. If employees do not accept a challenge, they get no points in our evaluation system, even if they do not fail. If they accept a challenge, they receive a positive evaluation; and if their challenge brings them success, they will get extra points. We determine employee evaluations by how they attack their challenges.
Information is not what you report to others, but what you share with others. We have designed communication systems to allow staff to express their opinions and make proposals instead of managers passing information to their staff in one-way communications.
- Birthday Parties for Employees -
To facilitate communication between executives and employees, buffet parties are hosted by the President and other executives for employees celebrating their birthdays each month (head office: once per month; Tokyo: four times per year; Nagoya: three times per year; Fukuoka: once per year).
As of the end of 2016 women made up 11.8% of overall HORIBA managerial level persons. At HORIBA, Ltd., the ratio was 5.2%. The percentage of women among all group employees is 25%. We believe that we have ample capacity for offering women opportunities to develop their abilities and advance in the organization. On the other hand, HORIBA's overseas employee ratio was as high as 60% as of the end of 2016. This is not a result of shifting production offshore in order to use low-cost labor but rather is a consequence of our growing need for highly skilled workers and specialists who hold advanced degrees. This is quite unique among Japanese companies. Keeping our corporate motto “Joy and Fun”in mind, we aim to build a powerful organization where all employees respect each other's strength and weakness and make the best out of diversity.
Overseas Employee Ratio (As of December 31,2016)
No. of female managers: 13
% of female managers: 5.2%
No. of female managers: 121
% of female managers: 11.8%
In order to provide greater employment opportunities for handicapped persons, we collaborate with Job-placement offices to accept employees through on-the-job training.
The Accessibility Consortium of Enterprises (ACE) was established to reform corporate cultures and facilitate business growth by promoting employment of persons with disabilities. HORIBA is one of the member companies.
In the official commendations of role models from member companies at the Third ACE Forum, Junya Fujishige of the Production Technology Department at HORIBA, who has four disabled limbs, received the grand prize for the active role he played applying his CAD skills and taking a positive attitude toward his job.
We employ skilled personnel irrespective of nationality in a wide range of areas, including research and development as well as administration and sales. Personnel of various nationalities (Canadian, Chinese, South Korean, Russian, Ukrainian, Myanmarese, etc.) are working both inside and outside our companies. We also take the initiative in recruiting new graduates. This year, we employed graduates with foreign citizenship, including those who graduated from school in 2017, for the tenth consecutive year (48 graduates in total, including those from France, China, South Korea, Indonesia and Philippines).
In response to changes in employees' family circumstances, we introduced a shorter working hours system in 2005, a work-from-home system in 2006, and a system to allow employees to take paid vacation on an hourly basis in 2015. We are also working to make these systems known to all employees and to provide training for managers in order to create a work environment where employees can easily apply for our work-life balance support programs, including childcare leave.
HORIBA Group companies in Japan
(HORIBA, Ltd.; HORIBA STEC, Co., Ltd.,; HORIBA Techno Service Co., Ltd.; and HORIBA Advanced Techno Co., Ltd.;）
Nearly 100% of women who gave birth took childcare leave and returned to work.
In 2012, a group of concerned female managers in the process of raising children established the Association of HORIBA Working Mothers. The Association continues to plan and implement internal luncheon meetings, off-day meetings for working mothers and their children, and other events for female employees who are rearing children but do not have enough time to communicate with others around them mainly due to their shorter working hours. The Group's members aim to achieve better work-life balance by exchanging information on jobs, families, and child rearing.
To enable employees' families to better understand what HORIBA does, HORIBA has held Open House events annually since 2002 and invited employees' families to visit company offices and work sites. As of 2016, 1,231 family members have accepted HORIBA's invitation.
HORIBA considers the growth of talented personnel and the attitude of taking on new challenges to be important. In order to develop the next generation of capable personnel, in accordance with our corporate philosophy “Open & Fair,” we actively support our employees with an environment that enables them to take on new challenges as they aspire to realize their dreams.
HORIBA COLLEGE offers training courses, in which the employees themselves are lecturers, designed to raise participants' levels of knowledge, skills and business literacy, and to support individual employees in building independent careers. From 2015, we began offering an e-Learning-based training program, and a total of more than 11,000 employees (including 5,100 by e-Learning) have participated in HORIBA COLLEGE. We are developing “global human assets,” i.e., personnel who are able to respond flexibly to changes in the business environment and strategy.
In keeping with the belief that the training center could create more values than a manufacturing plant, we opened a training center that we named Fun House in 1991. Since then, it has been used by many employees as a venue for various purposes such as HORIBA COLLEGE, training new recruits, global conferences that are attended by our management team of Group companies worldwide.. In 2016, a total of 5,000 employees participated in 73 activities at FUN HOUSE. Spending time together apart from routine work in the office, FUN HOUSE encourages employees to proactively communicate with their colleagues.
As early as 1984 we adopted the policy of sending some of our people to our overseas Group companies for one-year period to acquire international working experience and an international outlook. Every employee can apply this with on each individual's own initiative. In 2017, 15 persons are transferred to post abroad, bringing the total of such participants to 240 persons. We will continue to value the willingness of employees to take up challenges,send them to overseas bases, and develop human resources with multicultural perspective.
Target: HORIBA Group companies in Japan
(HORIBA, Ltd.; HORIBA STEC Co., Ltd.; HORIBA Techno Service Co., Ltd.; and HORIBA Advanced Techno Co., Ltd.)