With Our Employees

Diversity at JATCO

In order to expand our business globally in response to changing times, JATCO positions diversity as a value to be cherished by our employees. JATCO’s diversity involves engaging in a variety of initiatives with the objective of generating new ideas and providing better value to our customers by having employees with a wide range of values work together and exchange opinions while treating one another with respect. Since FY2008, we have been conducting regular reviews by management personnel led by our president and actively promoting hiring and employee deployment that does not discriminate based on gender, nationality, or other such criteria.

Diverse work styles

JATCO aims to build a workplace environment that not only enhances productivity but also enables everyone to work enthusiastically with a sense of security to enhance both personal and professional quality of life (QoL) for all employees. The expansion of both the flex time system, which enables employees to work according to their individual circumstances, and the telecommuting system, which can be used for purposes other than child rearing and nursing care, is one of the measures supporting the promotion of diversity.
In July 2015, in recognition of our achievements, JATCO received the Special Certification Based on the Revised Act on Advancement of Measures to Support Raising Next-Generation Children (commonly known as the Platinum Kurumin Certification).
In March 2016, the Ministry of Economy, Trade and Industry selected JATCO as one of the Diversity Management Selection 100 for its example of “utilizing diverse human resources and providing opportunities for them to maximize their abilities, generate innovation, and create value.” In both cases, we were the first company headquartered in Shizuoka Prefecture to be certified or selected.

Empowering women

JATCO works to empower women as one of the pillars of its diversity promotion efforts. We set targets for our ratio of female managers in our action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace, worked to develop our female staff, and have surpassed the average ratio by industry published by the Ministry of Health, Welfare and Labour. We also promote the role of women at our manufacturing facilities. Women can demonstrate leadership and pursue self-growth at our Diversity Lines, where everyone is made to feel welcome.

Encouraging multinational employees to play an active role

JATCO’s diversity initiatives include encouraging employee hiring that does not discriminate based on nationality, and employee and technology exchanges with each of our overseas bases. In Japan, employees of various nationalities including Chinese, Korean, Mexican and Thai play an active role in Japan. Employees with a wide variety of values working at the same workplace and growing by learning something new from each other leads to the provision of new value to our customers.

Promoting the active participation of individuals with disabilities

JATCO emphasizes the assignment of human resources that match the working abilities of individuals with disabilities, and hires people without restricting their job categories. We have established workplaces (diversity lines and indoor farms) where diverse individuals with diverse work styles can comfortably work, providing more new value by allowing employees to continue being active for a long time.
We have achieved the statutory employment rate for individuals with disabilities, and our retention rate is over 90%.

Achieving the mutual growth of our company and employees

JATCO regards each and every employee as important human capital that makes up the company, and we respect the diversity of each and every employee while proactively working to develop human resources with the aim of becoming a company where all employees can experience personal growth and job satisfaction.
Employees grow not only by gaining experience in their roles and solving problems in the workplace, but also by taking full advantage of a wide range of growth opportunities that are provided on an ongoing basis, including role-based skill development programs and trainings for problem-solving and communications skills. Supervisors support employees’ growth through interview programs and ongoing on-the-job training.
For new employees who have taken their first steps into the workforce at JATCO, we have introduced a Freshman Leader System in which senior employees give daily consultations, guidance, and advice, providing support so that these new employees can enjoy a fulfilling corporate life at their assigned workplace and can take on work assignments with confidence.

Responding to globalization

Fostering a global mindset from an early stage

JATCO is working to develop employees that can handle global business.
Overseas training for employees in their second year at the company fosters a global mindset and a desire for continuous self-growth by taking on a variety of tasks in an environment with a completely different language and culture.
We also actively promote employee exchanges with overseas offices. Through short-term dispatch programs in which young employees are sent to overseas offices for several months to a year, we aim to have them build strong relationships with the overseas offices and to acquire a sense of global standards through a variety of experiences, not only in business but also in their daily lives.
In recent years, the use of DX tools has made it extremely easy to communicate with people overseas, so we have also started operating a new global training program that allows simultaneous online participation from multiple overseas offices.
The world is moving from an era of globalization to a borderless era.
JATCO will continue to actively develop the human resources that will lead the next generation.

Employee development that supports overseas production sites

As part of JATCO’s efforts to transfer the specialized skills and know-how regarding on-site management that we have built up over the years at our production sites in Japan to our overseas bases, we are working to provide training to the employees at these locations that aims to have them implement and operate using the same approaches and methods we use in Japan. To ensure that each country’s supervisors are able to act as employee trainers to properly conduct each training course, we dispatch Nissan Motor certified instructors from Japan. Together with these local trainers who have received instruction, we are aiming to bring the employee development of all our JATCO employees around the world to the next level.

“Absolute Safety” is our key phrase

JATCO aims to move from “zero accidents” to “zero danger,” so promotes the development of a workplace where all employees can work safely and comfortably through measures such as the active completion of risk assessments at workplaces and the promotion of health management for employees. We recognize the task of ensuring safety as a priority in all our work, and have established “Absolute Safety” as our motto. In line with this, we engage in safety activities with a focus on on-site inspection, such as risk assessments, SES I^*1, 5S patrols^*2, plant (division) safety patrols, public work inspections, and safety commitment inspections. Particular emphasis is placed on eliminating non-standard processes that have a high risk of causing work accidents and may also cause losses in our production activities. The assessed risks of each production activity are summarized in a list. We establish the degree of priority and the appropriate countermeasures based on the size of the risk, and then speedily implement hard countermeasures, such as improving facilities, and soft countermeasures, such as training and guidance. *1 SES I: Safety Evaluation System I. Our system for quantitatively assessing safety levels at the workplace
*2 5S patrols: Patrols of our sites on a regular basis to ensure compliance with the 5S methodology (Seiri [Sort], Seiton [Set in order], Seisō [Shine], Seiketsu [Standardize], Shitsuke [Sustain])