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Human Capital
As a company with its roots in trading and distribution, we are profoundly aware of the importance of people. Likewise, we believe that human capital are also at the heart of value in manufacturing, an industry in which we are becoming increasingly involved through our group companies. When identifying material issues (materiality), the ALCONIX Group conducts analyze from ESG (environmental, social, and governance) perspectives but also examines all relevant factors through the lens of human capital ("H"), which it regards as its most crucial evaluative criterion. Moving forward, we will establish a concrete action plan with the aim of strengthening our human capital; improving employee salaries and benefits; and creating environments that allow our personnel to maximize their abilities through the systemization of education and training, the delivery of opportunities that enable them to leverage their individual talents and characteristics, and the introduction of evaluation systems.
Human Capital
The ALCONIX Group’s Human Capital—The Source of Value Creation
Human Resource Strategy
We believe that people are the ultimate source of value creation, and therefore it is our top priority to upgrade our framework for human capital development. We need “people who can dream and transform their dreams into reality.” These are people who havethe ability to recognize new possibilities for corporate development and business expansion, plus the foresight and drive to make them a reality. In order to recruit, develop, and retain such people, we are working to improve our human resource strategy in terms of offering work that is rewarding, pleasant, and healthy. In addition to these three perspectives, we are also focused on improving, expanding, and providing compensation, education, and opportunity—our “three keys” to maximizing human capital.
Three Keys to Maximizing the Value of Human Capital
Basic Stance
We believe that an essential part of increasing corporate value is making sure people with a wide range of values and experiences have a work environment that allows them to put their abilities on full display.
To create such an environment, under the guidance of the CEO, we have highlighted a policy aimed at upgrading human capital that centers on three key themes: compensation, education, and opportunity.
First, we will promote health management, recognizing that employees perform better when they and their families have healthy bodies and minds. In addition, we will use dialogues with employees to establish work environments and systems that make for “pleasant work,” and gives these employees a sense that ALCONIX is a place where every one of them can demonstrate their unique abilities. More specifically, we will conduct regular one-on-one meetings with employees so that they can help us develop better and more comfortable working conditions. This is a step we will take in addition to efforts to develop voluntary training programs that empower employees to improve the skills they need to perform their duties. We also strive to raise salary levels and actively improve our payroll system in order to attract highly talented people and make their work more rewarding.
Cultivation and Utilization of Our People
Promoting three essential elements of compliance
Compensation: Improvement of salaries and other benefits
Education: Development of training systems and the delivery of learning opportunities
Opportunity: Expansion of our self-assessment system and exploration of more flexible work styles
Promoting Diversity and Inclusion
The ALCONIX Group respects the diverse perspectives and work styles of its employees and promotes the creation of appealing workplaces where all staff members can fully demonstrate their abilities.
Measures for Improving Motivation and Performance
We provide employees with opportunities for transfers to other positions and take on challenges if they wish and in keeping with their abilities, and also implement a variety of measures to provide them with a comfortable and rewarding work environment.
For Employees' Medium- to Long-term Career
We have also established systems that allow employees to take the initiative to define and achieve their career goals. Through interviews, employees discuss and share their medium- to long-term career goals and skill development plans with their supervisors. The outcomes are then used for determining how to proceed with further training, career development, and job placement practices. Our policy is to create a work environment that empowers employees to display their abilities, regardless of their gender, age, nationality, or otherwise, leading to greater corporate value over the long term.
| Career Aspiration Declaration System | We have implemented a system that encourages employees to regularly review their career paths and engage in skill development and self-improvement. This initiative is targeted at motivating employees to take an active role in shaping their own future careers. The company continuously tracks these aspirations so that we provide tailored support for professional growth, including skill enhancement, job transfers, and task assignments. |
| Transfer Request Declaration System | In addition to the "Career Aspiration Declaration System," we have introduced a mechanism that allows employees to directly request a transfer without involving their managers. When such a request is made, the General Affairs and Human Resources Department conducts a meeting with the employee to understand their preferences and assess the needs of potential transfer destinations. This system helps us support diverse career opportunities and pathways for our employees. |
Improving Salary Levels and Other Benefits
Efforts to Improve Salary Levels
In July 2023, we increased the annual salaries of managerial employees. In July 2024, we went one step further and increased the base pay of employees in non-managerial positions, one notable example being a 22% increase in starting salary for new graduate hires. Zooming out, this investment amounts to an overall salary increase for non-managerial positions of 16.4%, covering promotions, increases in base pay, and regular pay raises.
Employee Benefits
As part of our efforts to improve employee benefits, we have enhanced our employee incentive plan. In July 2023, we increased the amount we subsidize for stock ownership to 20% of contribution amounts, aiming to promote employee financial wellness.
Promoting the Active Participation of Women
To establish and maintain an organizational structure under which all employees can contribute, we will encourage and facilitate active participation from all our female employees. Meanwhile, we will review existing workstyle-related systems and introduce new systems as needed while proactively striving to provide ongoing support for the career development of female staff.
General Employers Action Plan Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace
- Goal1
-
Realize a work environment where each employee can play an active role, regardless of gender
Initiative
Review existing systems related to workstyles and introduce new systems to help employees balance work and childcare/nursing care
- Goal2
-
Achieve a 35% or higher ratio of female employees (ratio to the number of regular employees, including employees seconded from the Company)
Initiative
Continue to promote gender-neutral recruitment practices
Gender Pay Gap
In July 2023, we unified general and career track job categories to increase opportunities for women and are actively recruiting and promoting women to serve in managerial positions. Notably, there is no pay gap between men and women in the same job category
Ratio of Women in Managerial Positions(nonconsolidated)
Expanding Work–Life Balance Support Systems and Fostering a Corporate Culture of Acceptance
We conduct in-company questionnaires to ascertain the current work–life balances of our employees. In response to the diverse feedback we obtain through these questionnaires, we have introduced a unique work–life balance support system that is designed based on the needs of our employees and does more than merely fulfill requirements stipulated by Japan's Child Care and Family Care Leave Law. Furthermore, to foster a workplace culture that accepts diverse values and work styles, we conduct training for all employees focused on the themes of diversity and subconscious biases.
Creating a Comfortable Work Environment
Starting from April 2023, every employee is granted 20 days of annual paid leave, regardless of the number of years with the Company. In addition to providing annual paid leave above the legally mandated amount, we also strive for all employees to utilize all 20 days (100%) of their annual paid leave. In fiscal 2023, employees utilized 80.6% of their annual paid leave, and we are working to encourage employees to utilize as much paid leave as they can. We are also working to reduce excessive overtime, with 15 hours of overtime on average logged per month in fiscal 2023.
Shared childcare and
nursing care benefits
Special full flextime system for childcare and nursing care*
We provide a flextime system with no core hours.
Special teleworking system for childcare and nursing care*
Employees can telework from home or, with prior approval, from the homes of parents or relatives.
Accumulating Paid Leave System
Up to 60 days of unused paid annual leave can be accrued and used when taking leave for childcare or nursing care.
Employees may use the special full flextime system and special teleworking system for childcare and nursing care simultaneously.
Childcare support
Special paternity leave
A new father can utilize special paid leave until the calendar day immediately after the date upon which eight weeks have elapsed following either the actual or expected birth date of his child.
Child nursing care leave (unpaid → paid)
An employee can receive special paid leave when his or her child is injured, sick, or needs to visit a medical facility.
Shortened working hours/exemption from overtime → Extension of period of eligibility
Limitations on overtime and late-night work
At a maximum, these work style-related systems can be utilized by an employee until his or her child(ren) graduate(s) from primary school.
Nursing care support
Support seminars for balancing professional responsibilities with nursing care
Individual nursing care consultations
External evaluations
"Kurumin" Certification:
We have received the Kurumin Certification from the Minister of Health, Labour and Welfare, in recognition of our initiatives to support childcare.
Certification as a “2024 Health & Productivity Management Outstanding Organization”
We have received certification in the large enterprise category under the Health & Productivity Management Program, administered by the Ministry of Economy, Trade and Industry. We draw upon our Health Management Promotion Policy to practice health management and create an environment where everyone can work comfortably, feel fulfilled in their jobs, and develop a strong sense of individuality.
Cultivation and Utilization of our people
The ALCONIX Group believes its people are the source of the value it creates and accordingly emphasizes the importance of the unique abilities and individual characteristics of each and every employee. Moving forward, we will promote the development of highly specialized human capital capable of "drawing the future of our dreams," thereby fulfilling our corporate group's basic philosophy.
Human Capital Development Program
We will develop and expand our human capital development program by systematizing our education and training, thereby enabling all employees to leverage their diverse perspectives and experiences and achieve their full potential.
Education and Training Expenses (Total and per employee) and Hours of Training Attended (Total and per employee) over the Past Three Years
(ALCONIX only)
| Unit | FY2021 | FY2022 | FY2023 | Targets | |
|---|---|---|---|---|---|
| Education and training expenses (per employee) | Yen | 62,490 | 69,529 | 79,000 | 180,000 |
| Total training hours (per employee) | Hours | 11.4 | 13 | 15.5 | 17.5 |
We have introduced education and training programs that support self-directed skill improvement and career development so that each employee can cultivate the ability to “dream and transform that dream into reality.”
To support sustainable growth of our employees, we expanded our tiered program in fiscal 2022 and added more opportunities to learn skills and gain knowledge appropriate to the number of years that they have been with the Company and their respective role.
In addition, our training system includes a program that will develop employees into the type of people the Company seeks.
This system also features a suite of customized training that includes financial planning seminars, support seminars for balancing professional duties with caregiving responsibilities, and health support seminars aimed at making work rewarding, pleasant, and healthy.
In the future, we will build upon this system to fully maximize the ability of our employees to create value throughout the Group.
Actual Participation in Training Programs
Improving Employee Engagement
Amid our efforts to promote ALCONIX’s “three keys,” we sit down with each employee on a regular basis for a one-on-one interview as one way of improving employee engagement. Thanks to these and other efforts, we reduced the Company’s resignation rate from 6.9% in fiscal 2022 to 5.8% in fiscal 2023. We remain committed to providing opportunities to maintain this dialogue and create a work environment that encourages employee retention.
Health Management
In accordance with the ALCONIX Group Health Declaration, we will ensure that our employees can perform to their full potentials by enhancing our human capital development and establishing and maintaining supportive environments. The physical and mental health of both our staff and their families will be crucial to achieving these goals. Accordingly, we will promote proper health management by creating workplaces in which all personnel can perform their duties with enthusiasm and vitality.
Health Management Promotion Policy
Organizational structure
Collaboration with health insurance associations—specific health guidance, sharing of information regarding health-related issues, etc.
Cooperation with industrial physicians and occupational health nurses—concrete initiatives aimed at addressing health-related issues, etc.
Systems and Measures
Addressing issues related to long working hours, mental health concerns, and infectious disease prevention
Education for managers and regular staff—mental health, exercise, diet, etc.
Involvement in specific health guidance—initiatives facilitating the availability of opportunities for implementation
Activities targeting the improvement of dietary habits and greater opportunity for physical exercise
Measures for the maintenance and promotion of women's health
Identification of issues and the application of practical solutions
Smoking cessation measures
Measurement of health management effectiveness
Specific Health Management Initiatives
Health Maintenance and Promotion Measures
- Establishment and furnishing of health consultation services
- Guidance on the prevention and correction of lifestyle-related diseases, etc.
- Distribution of information regarding health-related seminars and events
- Health seminars for all employees, and specifically for women
- Membership-based employee benefits
Implementation and Promotion of Health Checkups and Medical Examinations
- Recommendation of medical checkups to unexamined individuals
- Follow-up exams following receipt of medical checkup results
- Employee health checkups
- Influenza vaccinations(subsidized by ALCONIX)
Health Guidance
- Acceleration of the specific health guidance cycle and disbursement of relevant recommendations and guidance (in collaboration with health insurance associations and medical facilities)
Improvement of Health Literacy
- Mental health care training for both line care (overseen by management) and self care