Human Capital Management
Approach to Human Capital
We will Clarify the Challenges of Human Capital Management and Strive to Realize Our Vision.
The automotive industry faces a rapidly changing and challenging environment characterized by stricter regulations aimed at achieving carbon neutrality across various countries and the progress of vehicle electrification. In addition, companies are being asked to take even stronger action on the UN’s SDGs as part of their social responsibility platforms.
At Aisan, we regard our people as the key to realizing our vision and achieving the objectives of our Medium-term Management Plan . Based on our management philosophy and sound and strong labor-management relations, we are implementing activities based on three pillars: cultural reform, human resource transformation, and participation of diverse human resources. The ultimate aim is to become a team and organization where human resources who learn, think, and boldly take on challenges independently can continue to grow together while mutually respecting and leveraging each other’s strengths.
With the Our Medium-term Management Plan sets a goal of becoming known in the powertrain business as an engine system supplier—an objective for which the development of software talent is urgently needed. We will clarify our human capital management goals and challenges, improve our work practices every year, and enhance disclosure.
Organizational chart and key activities
- MMK:“Motto Monozukuri Kyoka” (strengthening of manufacturing)
Aisan’s Ideal Human Resources and Cult
| Autonomous human resources that can take on challenges | A corporate culture where people mutually respect and energize each other | Software human resource | |
|---|---|---|---|
| Previous issues |
The results of the employee engagement survey revealed that while employees are honest and earnest in promoting their work and have a high intention to continue working, they tend to be passive and hang on to the company, hesitant to take the initiative in changing their ways. |
While achieving the annual KPI targets and receiving evaluation certification from an external organization, the Company’s focus on women’s empowerment has been lagging behind in training female managers at production sites. As such, there is still a need to support early return to work after childcare or nursing care, and create an environment where employees can balance work and family life. |
The traditional business areas have a large ratio of human resources with mechanical knowledge, and there is an urgent need to increase the number of software human resources needed for CASE. In addition, software-related business areas cover a wide range of sectors, and the challenge is to secure the number of people who can handle a wide variety of sectors. |
| Vision |
In order to realize VISION2030 and the Medium-term Management Plan, we aim to develop human resources who can not only propose further evolution and enrichment of the existing powertrain product business, but also take the initiative to learn, think, take on challenges, and make proposals with respect to new business sectors that contribute to decarbonization. |
In pursuit of creating new value in a rapidly changing society, we aim to create a culture, workplace, and people where each employee has strong aspirations and a sense of fulfillment, and where both the individual and the company can experience growth through vigorous and rewarding work. |
As the value of cars changes with CASE and the services required for cars change, we will promote participation in the IT area with human resources who can break away from conventional business and transform their ideas, and promote a shift to software-centered business. |
Towards Human Resource Transformation
To nurture human resources who continually drive innovation, we actively invest in reskilling and upskilling. We have introduced on-demand learning tools and a learning management system, Aisan Manabiba, to support employees' autonomous learning and are preparing for a comprehensive revision of our education program from a system based on selection by managment to a self-directed one.
To build and strengthen our management structure, we have established executive position between the executive officer and executive management positions to accelerate decision-making and execution.
We will continue to review our personnel system to ensure its alignment with current conditions so that we can appropriately evaluate and develop employees equipped for the challenge of change.
Software human resource development program
Through practical education in cooperation with external partners, we have improved our basic technical capabilities. In addition to new graduate and career hires and the development of engineers' abilities, 30% of machinery operators who have transferred internally transferred to engineering roles have advanced to a level where they can work independently. We can cite such development achievements as power control systems for electric carts and drive motor inverter controllers for small mobility vehicles, which based on the real-world business application of accumulated practical skills directly linked to the diversification of mobility.
Going forward, we will continue to promote the acquisition of skills suited to each employees aptitude, repeat the PDCA cycle of training to target weaknesses, and ensure that our talented employees who have grown as project leaders bring together young talent and external contributors to achieve greater results as a team.
Aisan Katariba
Many employees participate in our Aisan Katariba dialogue meetings between executives and employees that we commenced in fiscal 2022 to improve employee engagement. In addition, to ensure that dialogue does not end with the meeting, we summarize the results of the employee engagement and the thoughts of our employees. Furthermore, rather than present upcoming human resource and cultural reform measures as being issued unilaterally from management, we have positioned them as the result of a process that creates a rewarding workplace and culture that the company and its employees build together. We have compiled these into a unique Aisan version of EVP* based on this concept.
As we further embed a culture of dialogue, we will continue to evolve the Aisan Katariba initiative to foster a conversation-driven organization that offers psychological safety and in which diverse values are recognized and leveraged.
- EVP: Employee Value Proposition (value provided by a company to its employees)
| Improved scores thanks to the initiatives | |
|---|---|
| Employees engagement score | ＋3Pts. |
| Items related to future prospects for the company | ＋15Pts. |
| Items related to trust in top management | ＋12Pts. |
Key KPIs and Main Initiatives
| The three pillars | Main initiatives | Target (KPI) | ||||||||||||||||
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| Culturalreform |
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Employee engagement
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| Human resource transformation |
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Develop 270 software human resources (FY2030) |
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| Participation of diverse human resources |
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Number of female managers
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Overseas based national staff executive positions (GM and higher)
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