Our approach
TAIYO YUDEN Group is committed to "employee well-being" as one of our core management philosophy and regards human capital as a key driver of corporate value creation. In our Medium-Term Management Plan 2030, we aim to achieve "sustainable well-being" across all business activities. By enhancing the well-being of both employees and the organization, we strive to improve productivity and realize the sustainable growth of corporate value.
In order to achieve the continuous creation of high value-added products, the establishment of a global supply system, and the ability to respond swiftly to technological innovation—key pillars of our business strategy—we recognize that securing, developing, and empowering our people is essential. Accordingly, we consider the integration of our human resource strategy with our management strategy to be a critical management priority.
Governance
Initiatives related to human capital are led under the supervision of the Executive Officer in charge of Human Resources, with the Human Resources Department responsible for formulating strategies and policies and promoting related measures. The progress of various indicators and initiatives is regularly monitored, and the results are reported to the Top Management Meeting and the Board of Directors.
The Company's fundamental approach and key systems for talent management are, in principle, designed and operated on a standalone basis at TAIYO YUDEN. At the same time, from the perspective of enhancing corporate value across the Group, we are advancing the deployment of these initiatives to our group companies. Specifically, we are working on the centralized management of human resource data across the Group, the development of model personnel systems and evaluation standards, and the alignment of basic policies for talent allocation and development, thereby promoting more sophisticated talent management on a group-wide basis.
Risk management
At TAIYO YUDEN Group, human capital-related risks are identified as part of overall management risks, assessed based on their impact and likelihood, and compiled into a centralized risk management framework. These risks are also subject to regular monitoring by the Risk Management Committee.
The Group recognizes the following as major risks related to human capital:
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Decline in productivity due to decreased employee engagement
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Talent shortages resulting from higher employee turnover and intensified competition for talent
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Risks to the continuity of management personnel due to a shortage of next-generation executive candidates
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Erosion of competitiveness due to insufficient transfer of skills and technical expertise
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Imbalances in workforce structure (including generational disparities)
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Reputational damage arising from non-compliance with labor-related laws and regulations, harassment, or human rights violations
To address these risks, we visualize issues through engagement surveys and HR data analysis, while implementing measures such as promoting succession management, systematizing talent development, and advancing talent mobility initiatives.
Metrics and Targets
TAIYO YUDEN has established quantitative indicators to appropriately track the progress and outcomes of its human capital initiatives. These indicators are designed not only to measure the progress of individual initiatives but also to provide a comprehensive understanding of the state of both human resources and the organization by linking them in an integrated manner.
Through these indicators, the Company evaluates, in an integrated manner, the execution status of each initiative and the resulting condition of its human capital. By doing so, we aim to enhance HR well-being and contribute to the medium- to long-term enhancement of corporate value.
In principle, the indicators presented below are established and operated for Taiyo Yuden on a standalone basis. The application of these indicators across the Group will be considered in in phases, taking into account the progress in developing personnel systems and HR data infrastructure.
| Key Theme | Indicator | FY2030 Target |
|---|---|---|
| Realization of HR Well-being | HR Well-being Index | Improve 10% or higher |
| Acceleration of Talent Development | Training expenses | At benchmark level of other companies |
| Diversity | Ratio of females in managerial roles | 10% or higher |
| Employment Rate of Persons with Disabilities (*1) | At or above the legally required employment rate (*2) | |
| Rate of newly recruited female graduates | 30% or higher (*2) | |
| Rate of Male Employees Taking Childcare Leave | 85% or higher | |
| Health-Oriented Management | Subjective Vitality Level | 80% or higher |
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*1:Includes Taiyo Yuden and domestic group companies
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*2:Targets to be continuously achieved each fiscal year during the Mid-term Management Plan 2030 period
Strategy and Initiatives
Realization of "HR Well-being"
TAIYO YUDEN Group regards the growth of its people and organization as the foundation for enhancing corporate value and positions the realization of "HR Well-being (Human Resources Well-being)" at the core of its human resources strategy.
HR Well-being is defined as a concept that encompasses both the state in which each employee's abilities and motivation are fully realized and the state in which the organizational environment supporting such realization is appropriately developed. At Taiyo Yuden, based on elements such as safety and health, working style, diversity, growth, job satisfaction, and organizational culture, we have established our own "HR Well-being Index" as a quantitative indicator to measure these conditions.
We position this index as a key management indicator and, through continuous monitoring and improvement initiatives, promote the development of an organizational culture that enhances both ease of working and job satisfaction.
Acceleration of Talent Development
At TAIYO YUDEN, we are advancing the sophistication of talent development through planned development, placement, and promotion, with the aim of building a human capital foundation that supports sustainable growth.
Specifically, we are implementing initiatives such as the promotion of succession management, recruitment and placement based on a talent portfolio, the systematic development of managers and next-generation leaders, and the optimization of development measures based on assessment results. Through these efforts, we promote capability development tailored to roles, ranging from future executive candidates to highly specialized professionals.
Main Efforts
- Global human resources development
- TAIYO YUDEN Group is working to build effective personnel development and deployment systems to be able to survive the competition in the global manufacturing marketplace. As part of measures to promote global personnel development, we invite local hires from overseas sites to TAIYO YUDEN's business bases in Japan to work and receive technical training. We are also running specialized in-house OJT programs in cooperation with external HR training services. We will accelerate the implementation of global personnel development strategies to establish a workforce that can compete effectively in domestic and overseas markets.
- Leadership training
- TAIYO YUDEN Group runs leadership training programs to develop prospective leaders for the coming five to 10 years. The ongoing program was launched in FY2019, and a total of 185 participants have taken the course. The program offers a three-year course for building important leadership skills and a leadership mindset. In the first year, participants learn skills for organizational improvement management (to lead organizational task-setting and problem-solving activities). In the second year, they engage in workshops on scenario-based strategic planning for the future 10 years hence.
- Quality training
- Quality is a key issue that involves not only manufacturing operations but also overall business activities. Aiming for quality improvement as a whole, TAIYO YUDEN Group started in-house quality training programs in FY2019. The programs have been designed to allow employees to understand scientific approaches and methods that can help improve work procedures and to acquire skills to practice relevant processes. Participants learn problem-solving and data-processing skills that are universally useful regardless of business category and work type, and acquire practical abilities based on a scientific understanding of quality management. Since FY2022, we added new three courses and run a total of ten courses.
Main Efforts (TAIYO YUDEN)
- Manufacturing workforce development
- We provide data analysis and statistical analysis training as part of efforts to improve operational processes and efficiency. In FY2017, we started statistical analysis software training programs. In FY2018, junior-level courses were rolled out to teach practical statistical processing skills, covering a range of processes from identifying areas for improvement, quality control, production management, and project management to refining quality in the design stage. We will continue providing appropriate training to enable the sophistication of manufacturing processes in compliance with quality and safety standards.
- Career design and development
- At TAIYO YUDEN, as a way to increase motivation for work, all employees are asked to set a semiannual goal (commitment) and share it with their supervisor in periodic interview sessions. The intention is to instill in employees a sense of anticipation and accomplishment, and encourage them to engage in skill-building activities on their own.
In order to support each employee with their self-fulfillment efforts from a medium- to long-term viewpoint, we run career planning programs to provide an opportunity for employees to consider their career goals and explore approaches toward them. In addition, an in-house career counseling service has been established for employees to use as necessary.
Major Training Programs Provided (TAIYO YUDEN)
| Training type | Objective | Major courses | Participants |
|---|---|---|---|
| Level-specific training | Develop a mindset, knowledge, and skills to be able to fulfill the current role, and also build skills for future needs | New employee training, fundamental knowledge development, promotion training, etc. | 993 |
| Leadership training | Develop executive candidates; identify and develop future leaders | Leadership training, selective training for junior level, etc. | 40 |
| Career development support | Provide individual employees with an opportunity to review their past career development efforts and create a plan for the future to achieve their career goals | Career planning, etc. | 220 |
| Theme-based training | Address the company's specific management issues and implement strategies | Quality training, 5S training, statistics training, and DX education etc. | 2,406 |
Diversity
TAIYO YUDEN Group positions respect for diversity as a key management foundation, based on its management principle of "employee well-being" and its mission, "Stronger and more socially aware through the wonders of science." We regard differences in generation, gender, values, and experience as a source of value.
Through the development of systems and environments that enable diverse talent to fully demonstrate their capabilities, the transformation of management mindsets, and the implementation of various diversity initiatives, we are working to realize an organization in which individuals leverage each other's strengths.
For details on our key initiatives, please refer to the Diversity section of our website.
https://www.yuden.co.jp/cn/sustainability/society/diversity/
Health-Oriented Management
TAIYO YUDEN Group promotes health and productivity management based on the recognition that the physical and mental well-being of its employees forms the foundation for improving organizational productivity.
Under a framework in which the President and Executive Officer serves as Chief Health Officer (CHO), we advance health promotion initiatives and enhance the work environment. In addition, we utilize "subjective vitality" as a key indicator to assess and improve the state in which employees are able to fully demonstrate their capabilities.
For details on our key initiatives, please refer to the Health-Oriented Management page on our website.
https://www.yuden.co.jp/cn/sustainability/society/HM/