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Human Capital Promotion System

OHARA has established a Sustainability Committee tasked with discussing policies and measures regarding medium- to longterm sustainability initiatives, including those pertaining to human capital. The Management Council makes decisions regarding human capital initiatives based on the content of the Committee’s discussions, and reports the decisions to the Board of Directors. In addition, the insights of outside officers are also incorporated into development of human capital actions to ensure that they contribute to the realization of the Corporate Message.

Basic Views

In order to realize the Corporate Message, which also represents OHARA’s basic policy on sustainability, it is vital for each and every OHARA Group employee to create value with a sense of initiative. We believe that the key qualities for our people under this vision are the five elements of the culture embodied in the Corporate Message: (1) challenge and creation, (2) self-control and growth, (3) collaboration and acceptance, (4) expertise and carrying on craftsmanship, and (5) sincerity and integrity. Talents with these qualities are inspiring (by challenging themselves) and inspire others (around them), and are thus able to combine core organizational capabilities and core processes*— the drivers of OHARA’s value creation model—to co-create value with customers. As we believe that talents who can do this are a force for achieving a competitive edge, we are working to strengthen our human capital in this respect.

OHARA VALUES (Five Elements)

Strengthening Talent Recruitment

OHARA is proactive in talent recruitment. As part of our recruitment branding, we use our website, videos, and other media to broadcast images of what it is like to work for OHARA. We also host briefings to provide an overview of our company, and provide internships and other opportunities to actually experience work at OHARA. In our hiring of mid-career talent, we emphasize the matching of the right people with the right job. Accordingly, we provide job candidates with factory tours and opportunities to ascertain the specific duties that the job involves. Going forward, we will further strengthen our recruitment by verbalizing the values and rewards of work for different generations—20s, 30s, and 40 and older—and communicating them via our website and other channels to attract future colleagues who identify with those ideals, with the aim of securing talents who can realize the Corporate Message.

Talent Development

Since 2020, we have provided training specifically designed to foster initiative and encourage our people to challenge themselves. In 2023, we expanded this program to include employees at domestic Group companies. Going forward, we will develop an environment that encourages each employee to design their own career plan, and helps them to realize that plan by providing support from their supervisor and the skill development resources they need. In addition to skill building, we will also use job rotations to provide opportunities to gain diverse experience. In this way, we will take a talent development approach that strengthens both skills and experience.

Adoption of New Personnel Evaluation System

In FY 2024, we will adopt a new personnel evaluation system that replaces skill-focused appraisal with role-focused appraisal, and reduces the weight of length of service in the process of awarding promotions. Also, we have changed our management by objectives system for all employees to one that uses challenge-based objectives selected by each employee, and we established a point system that evaluates efforts to take on the challenges selected. In these and other ways we will evolve our personnel evaluation system into one that assesses employees in terms of how they show initiative and challenge themselves.

Diversity

We consider women, foreign nationals, and mid-career hires to be indispensable talents that not only strengthen our ability to adapt to change, but also impart new value to the organization with their different knowledge, skills, and ways of thinking. We also believe that hiring such diverse people and having them play active roles in our organization contributes to the sustainable growth of OHARA and to the resolution of social challenges. For these reasons, we proactively hire and cultivate diverse talents. Female representation in management at OHARA rose from 2% in 2020 to 7.6% in 2023. We are taking action to increase this to 20% by 2035. Meanwhile, foreign nationals serve as the local heads of four of the OHARA Group’s seven overseas sites. For mid-career hires, we provide an environment that enables them to get up and running in a short time by developing and implementing personalized training programs for them. As a result, mid-career hires now fill more than 40% of our management positions, and we will continue to run this initiative.

Health and Productivity Management

OHARA endeavors to provide all employees with a safe work environment that enables them to stay physically and mentally healthy and maintain a proper work-life balance. To this end, we carry out health and productivity management based on our Management Philosophy of advancing the well-being of our people and contributing to the prosperity of society.

Health Management Declaration

The OHARA Group strives to improve its ability to create value and respond to change by creating a safe and comfortable work environment and a corporate culture that celebrates open-mindedness and challenge, and by fostering opportunities for diverse human resources to play an active role. We believe that engaging in health management is part of this effort. We will support the development of health so that each and every employee can lead a happy life by making efforts to ensure that they are healthy both mentally and physically and can work safely and securely. We will also nurture vitality, which is the source of positive challenge, to realize sustainable growth of the OHARA Group and contribution to society. We hereby declare our commitment to health management, aiming to achieve our management philosophy, “Advancing the well-being of its people and contributing to the prosperity of society”.

Policy

1.Work on prevention and early detection of disease and awareness-raising regarding health promotion
2.We will work to prevent and detect mental health problems at an early stage and enhance care.
3.Respect employees’ work-life balance and create a vibrant workplace.
4. Raise awareness of safety and work to prevent workplace accidents.

President Chief Executive Officer Health Management Officer
Hirokazu Saito

Promotion System

The Health Management Officer is committed to driving health management and promoting the health of employees. In addition, within the company, the department in charge of human resources, health and safety is responsible for promoting health management.We will promote the creation of a workplace environment where employees can work in good health in collaboration with organizations such as the Safety Health Committee, health insurance association, and industrial physicians and public health nurses. Through these efforts, we were certified as a 2023 Certified Health & Productivity Management Outstanding Organizations (Large Enterprise Category).

Priority health issues

① Strengthening the system to encourage detailed examinations

・Conduct a medical examination status survey and accurately measure the detailed examination participation rate.
・Encourage those with symptoms to undergo medical examination multiple times.
・Provide consultation guidance from industrial physicians and public health nurses as necessary.

② Strengthen training and awareness activities to prevent mental disorders

・Provide training on line care to managers.
・Provide training on self-care to non-management employees.
・Aim for 100% response rate for stress check questionnaires
・In addition to the legal questions, add items to the stress check questionnaire to measure latent mental and physical disorders to understand your health status.

③Reducing the number of occupational accidents towards zero accidents

・Carry out knowledge dissemination activities to prevent heat stroke and encourage hydration.
・Carry out awareness-raising activities to increase understanding of wearing appropriate protective equipment.

Trends in health metrics

OHARA tracks the following numerical health metrics on an annual basis to assess the impact of health initiatives and identify areas for improvement.

OHARA INC.