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Respecting Employee Diversity / Fair and Comfortable Working Environment

Respecting Employee Diversity

JAPEX defined "JAPEX Diversity Policy," in January 2016, which seeks to enhance our competitiveness by supporting our employees to be professionals, irrespective of their gender, age, nationality and different working styles. We are promoting diversity and the utilization of diverse human resources based on this policy.

Promotion of Diversity

Seminars by advanced-diverse companies and lectures for childcare and nursing care has been providing since fiscal 2013. And, the Diversity Promotion Group of HR Dept. was established in March 2015, which is responsible for promoting corporate diversification.

Besides ongoing efforts to recruit and promote women, foreigners, and other diverse human resources, we are working to develop skills among all employees. To promote a corporate culture with respect and utilization of diversity, we have revised our human resource systems. We also hold training and awareness events on diversity, work-life balance, career development.


We are trying to recruit human resources irrespective of gender or nationality. Along with the expansion of our business, we are hiring mid-career employees throughout the year. We are also actively promoting disabled people recruitment.

Efforts to Recruit Women to Management Positions

Our voluntary target to multiply the percentage of female managers by 2020 from 3.4% as of October 2014, and a human resource development target to assign female general manager until 2020 were settled in October2014. Among the voluntary targets, we are developing our human resources.

For female employees, we hold various themes of career sessions and seminars, such as balancing a career and private life, leadership, development in several career stages, and problem-solving methods. And, for managers who have female subordinates, a seminar on practical management skills to motivate female employees on their career development has been held, too. We also continuously recruit highly skilled female staffs both new graduates and mid-career and strive to promote a qualified person to management positions regardless of gender.

Creating a Fair and Comfortable Working Environment

Flexible ways of working and a range of assistance programs are introduced to promote the career development of employees who have limitations on time and place to work, such as childcare, nursing care, and cares for disabilities.

Work-Life Balance

We are aiming to raise corporate awareness of work-life balance by reducing overtime working hours and generating a corporate culture in which employees who are in child-raising or nursing age, and both-working spouses can continue to work.

To accelerate individual and efficient work, including reducing overtime work hours, we introduced a flextime working hours in April 2017, after 9 months trial period since July 2016. We also set recommended holidays and implemented company-wide time management training to ensure appropriate working hours and work-life balance.

We have support programs for the employees who suspend to develop their careers while using the system of childcare leave and short-working hours. Besides, the Job-return system, short-working hours during schooling, childcare subsidy are also implemented to support employees who want to continue their job and career up regardless of their life change phases such as engaging childcare, nursery, and transfer of spouse.

Objective Management System

We have the objective management system to realize a fair and rewarding workplace for employees who have the desire for transformation with their flexible ideas and innovative ways.

This system invigorates communication between superior and subordinate and encourages an autonomous and proactive approach to achieving goals, with employees making a strong commitment to attaining their challenging objectives. We are working to provide systems that foster individual skills and contribute to career development by the PDCA cycle. The PDCA cycle, which confirms whether objectives have been realized, and where necessary provides support for improvements and early intervention.

Welfare Program

For the lifestyle support for its employees in case of transfer or marriage, we own residences either for dormitories or family types in our primary business areas in Japan.

A residential building in the Tokyo area has guest rooms, which are available for home appliances, cooking utensils, dishes and other items, with priority given to employees leaving Japan or returning from overseas assignments or employees on home leave back in Japan.

We are also enrolled in welfare membership services that employees can select and make use of according to their needs.

Corporate Residences and Dormitories


Family Types


Tokyo Head Office Area

100 households
(Musashino City)

84 rooms
(Chofu City)

Hokkaido District Office Area


84 rooms
(Tomakomai City)

Akita District Office Area


63 rooms
(Akita City, Oga City)

Nagaoka District Office Area

29 households
(Nagaoka City)

105 rooms
(Nagaoka City, Niigata City,
and others)

Soma District Office Area


50 rooms
(Shinchi Town)

Communication with Labor Union

A sound labor-management relations based on mutual understanding and trust are built, with lively communication.

With a labor union, we regularly discuss corporate management matters in the Production Council, employees' safety, accidents and disasters in the HSE Council, and verification and improvement of personnel systems in the HR Systems and Labor-management Investigation Council. Each district office also holds several meetings to proactively exchange opinions in each region.

These councils make us having effective communications when introducing new measures, including the objective management system and flextime working systems, and we cooperate to encourage their implementation to the employees.

Since 2016, a company-wide meeting is held semi-annually, as an opportunity for direct dialogue between employees and executives, what topics are management strategies, human resource measures, organizational structures, and current business status. This meeting is broadcasted simultaneously to domestic offices, and its recording is distributed to the staff working overseas.