"Employees are intangible assets—human assets."
We of Horiba believe that people are our most important assets. They are the company's least visible and yet most important assets.
When human assets, each of whom has unique talents, gather to form a team, infinite possibilities lie ahead of them.
Our approach to promoting diversity is to create an environment in which individual employees fully demonstrate their talents and capabilities.
Message from Atsushi Horiba, Chairman & Group CEO:
A company will not last if all its employees do the same thing.
It is important that employees work together while demonstrating their strengths and uniqueness, moving forward in the same direction as a Super Dream Team.
We support and practice the Ten Principles of the United Nations Global Compact.
To create an environment where employees play active roles, our human resources program has put the following three basic policies into place.
We keep our personnel management policy open and fair to employees. We ensure open communication with them.
“We go to bat to strike out swinging, not to strike out while watching the ball fly by.” We began as a small venture. Therefore, we value the venture spirit. We support and value those who try.
Instead of top-down, unilateral communication, we value communication from the top and from the bottom.
We place importance on bilateral communication that includes conveying information, listening, and speaking.
- 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.
In 2013, a female Manager Training participant expressed her opinion about diversity, which led to the company's 2014 launch of a diversity promotion project involving all group companies in Japan. Juichi Saito, then Vice President, served as the project owner.
In 2017, the company launched a diversity promotion unit, the HORIBA Stained Glass Project Office. This office is responsible for connecting and aligning the top management, worksite employees, and Human Resources Division in promoting diversity so that the opinions of all parties are heard.
This project portrays the company as a beautiful stained glass picture; each employee is a piece of stained glass with a unique color, shape, and size. The project mission and envisioned goals are as follows.
We establish a strong HORIBA by allowing various personalities and talents to shine for creating new values on an ongoing basis.
― Goal Image
Message from Juichi Saito, 2014–2016 project owner of the HORIBA Stained Glass Project, Vice Chairman & Group COO:
We must once again consider what "Omoshiro Okashiku" really means. We should fully commit to work that we feel is rewarding, and we should take plenty of rest when we decide to rest.
Let's develop HORIBA's unique value by incorporating what we discover in life into our work.
We hold a wide variety of workshops as part of a bottom-up approach to workstyle innovation.
Participants share case examples from inside and outside the workplace. They then develop actions to promote diversity as individuals or division members.
This workshop has been held since 2015. More than 90% of division managers and team leaders have participated in it.
With the permission of the Work-Life-Balance Corporation, we began implementing their method internally in 2017. Kaeru is a Japanese verb meaning "to change" and "to return" as in "Change how we work," "Change ourselves," and "Go home early."
This workshop is held for teams. All team members identify issues, create an action plan to address the issues, and promote workstyle innovation.
Our active engagement in diversity management was recognized to be 'management capabilities that contribute to economic growth' and selected as one of the FY2015 New Diversity Management Selection 100 by the Ministry of Economy, Trade, and Industry. We were the first Kyoto-based company to be selected.
We were recognized as a Certified Health and Productivity Management Organization by Nippon Kenko Kaigi for understanding employee health issues as well as actively introducing and examining the effectiveness of health maintenance and promoting measures (such as projects to improve psychological and physiological health and to implement healthy company management). We have been certified for two consecutive years, 2017 and 2018.