In the Medium-Term Management Plan FY2022-2024, we returned to our founding principles and management philosophy. In addition to making everyone involved in Hirata content, we decided on Jin-Go-Kou-Ken as a slogan from our desire to contribute to society by means of technology.
Aiming to improve both its corporate value and employee engagement, the Group is actively working to create environments in which each and every employee can make the most of their expertise and individuality while they and the Company grow together.

We also identified “securing and training human resources” and “creating diverse, safe and secure workplaces” as human resource-related materiality for the Group. We consider that efforts aimed at “securing human resources, developing human resources, and creating environments that bring out the best in every person” will as a result lead to improvements in employee engagement.

While each and every employee has been making the most of their expertise and individuality, the Group has been facing the challenges of new businesses, technological innovation, high-set goals and challenges that have led to sustainable growth.
To further improve our sustainable corporate value and achieve our management strategies, we will work to recruit, train, and relocate highly specialized human resources to strategically secure human resources for the necessary functions and functions where there is a shortfall, such as in human resources with digital technology expertise and business creation as well as management human resources.
To enhance our ability to respond to changes in the business environment, we will also actively recruit diverse human resources regardless of gender, age, nationality, religion, or whether they have a disability.

Under the Group’s management philosophy of “bringing out the best in every person,” we believe that creating an environment in which each and every employee can grow and maximize their abilities is the most important management issue.
Going forward, we will reallocate human resources to focus businesses to achieve our management plan and aim to develop the human resources necessary for our growth from a long-term perspective. By means of training programs that support the careers of diverse human resources and promoting the activation of staff change rotations and reviews with regard to evaluations, we will encourage not only human resources who possess high technical skills and expertise but also the continuous development of global human resources and management human resources. In addition, by enhancing our self-development support system, we will actively work to foster environments and the climate in which each and every employee can pursue their own dreams and goals, improve their personalities and abilities, and continue to challenge themselves to reach their potential.

Having identified Diversity & Inclusion as one of our material issues, we are supporting the active participation of diverse human resources. By respecting the values of each and every employee, increasing their motivation, providing them with a place where they can make the most of their abilities and individuality, and bringing together their diverse strengths, we will actively work not only for the well-being of individuals but also for the development of the organization and the sustainable growth of the Company.

Giving top priority to health and safety, the Company has implemented a raft of measures to ensure that our employees remain healthy and active and to improve their work-life balance.
In 2020, we established health management centers, which are working on initiatives aimed at health management. The centers are staffed by professionals with public health nurse qualifications and have consultation desks for mental and physical health.
In fiscal 2021, we were among the first in the Kumamoto area to implement workplace vaccinations with the aim of assisting in the prevention of COVID-19 infections among the many people involved with the Company, including employees and their families, suppliers, and local residents.

We are implementing measures with regard to work-life balance that are designed to achieve diversity in working styles.

• Ban on overtime work by setting days for leaving work on time (Wednesdays, salary/bonus payment days)

• Eligibility for reduced working hours for childcare expanded to include childcare for children up to the third grade of elementary school

• Prescribed working hours reduced from eight hours to 7.5 hours

• Introduction of shift work system that allows employees to change their working hours (days when they leave work on time)

Labor and management will continue to work together to implement measures for the improvement of work-life balance. Starting with increasing the rate of male employees taking childcare leave, we will focus on creating an environment and culture that allows each employee to achieve a work-life balance that meets their individual needs, such as by encouraging male employees to actively participate in childcare as well as by volunteer activities and health promotion.

Based on its Sustainability Basic Policy, the Hirata Group engages in the following with the participation of all employees to ensure the health and safety of all people involved in the Group.

• We will give top priority to health and safety while striving to develop and improve our occupational health and safety management system.

• We will work to prevent accidents and disasters by conducting risk assessments, making improvements based on the results, and providing health and safety education.

• We will remain in compliance with occupational health and safety-related laws and regulations and the health and safety rules set by each Group company.

• Promoting the manufacture of safe and secure products, we will meet the expectations of our stakeholders.

Based on its Health and Safety Policy, the Company has formed health and safety committees at all of its business sites, as is required by law. We have also formed a company-wide health and safety committee to investigate and deliberate on health and safety management on a company-wide basis while promoting health and safety.
In accordance with the size of its workforce, each plant’s health and safety committee appoints generalist health and safety managers, specialist safety managers and health managers as well as industrial physicians and other relevant personnel.