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 neutral 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 | Specialized human resources | |
|---|---|---|---|
| Previous challenges |
While activities promoting the importance of autonomous career development have gradually shifted away from a passive mindset, there is still a need to foster a culture where each employee proactively takes on challenges and drives transformation. |
Since fiscal 2022, we have designated the empowerment of women as a key priority and have been advancing our activities accordingly. We have worked to enhance systems supporting the balance between life events and work, creating a more comfortable working environment. However, these systems have not been sufficiently adopted, and efforts to expand their use and foster workplace understanding have not progressed. We must be more proactive in providing support that enables women to build careers even in technical roles and production sites where female representation is low. |
In order to realize the new Medium-term Management Plan, we face the challenge of training and securing human resources with deep expertise. This includes not only software talent related to ECUs that integrate control of the entire vehicle, but also individuals with knowledge in areas such as the appropriate protection and utilization of our intellectual property, including environmental technologies, and quality management that supports the safety and security of mobility. |
| Vision |
In order to realize VISION2030 and the Medium-term Management Plan, we aim to develop human resources who can propose not only the further evolution of our powertrain business and expansion of our electrification products 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. |
Each employee will actively contribute to creating a workplace that focuses on ensuring psychological safety, recognizing unconscious biases, and enhancing work-life balance, thereby fostering an environment where everyone can maximize their individual potential. Through this, we aim to create new value by leveraging diverse perspectives. |
To evolve into a system supplier within the increasingly sophisticated and complex automotive market, we aim to recruit and train specialized human resources who fully understand our strengths and competitive advantages, maximize their capabilities, and contribute to the realization of a sustainable society. |
Toward Human Resource Transformation and Cultural Reform
Recognizing that acquiring and training human resources who continuously pursue innovation is essential to realizing VISION2030, we are actively investing in attracting talented human resources, as well as reskilling and upskilling our employees.
Recruitment of international human resources in the field of electrification
Amidst Japan’s declining birthrate and intensifying competition for human resources, we undertook a new challenge: to acquire talented human resources in the electrification domain. To this end, we visited local universities in India directly to conduct recruitment activities targeting local students. As a result, we successfully recruited two individuals. For these individuals, we provided support such as language training and cross-cultural education prior to their employment to help them adapt to working in Japan. We have also focused on onboarding, including building peer relationships, such as having new hires join training sessions alongside regular recruits from different entry periods after joining the company. We will continue our efforts to attract and retain talented human resources regardless of nationality, gender, or other factors.
Aisan Career Canvas
Starting in fiscal 2022, we launched an employee engagement survey and are implementing human resource and workplace culture improvement measures centered on the Aisan-version of EVP* developed based on its results. In fiscal 2023, we launched Aisan Katariba, a dialogue forum between management and employees, to foster a culture of dialogue. In fiscal 2024, we introduced Aisan Career Canvas, an employee growth support program, and implemented various initiatives including hosting career-themed Katariba events, consolidating and distributing career-related information, and providing self-understanding tools. These initiatives have resulted in a 4-point increase in employee engagement scores since the survey began. We will continue to strive for continuous improvement for the growth of both our employees and the company.
- The concept for creating a rewarding workplace and culture that both the company and employees strive for together
Key KPIs and Main Initiatives
| The three pillars | Main initiatives | KPI | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Human resource transformation |
Acquire and nurture specialized human resources essential for business expansion
|
Software/electronic human resources (non-consolidated)
|
||||||||
|
Digital human resources (non-consolidated)
|
||||||||||
| Participation of diverse human resources |
Create innovation through the active participation of diverse human resources
|
Female managers (consolidated)
|
||||||||
|
Fulfillment ratio of overseas based posted national staff executive positions (GM and higher) (consolidated)
|
||||||||||
| Cultural reform |
Transform the workplace culture to take on challenging tasks
|
Employee engagement score (non-consolidated)
|
||||||||
|
Male childcare leave acquisition rate (non-consolidated)
|