Under the mission statement “Develop products of superior value by focussing on the customer”, Suzuki takes actions to accomplish the mission that our every single employee thinks and acts by themselves and provides customers with products that will enrich their life.
We give the first priority to assurance of stable employment. Also, we try to improve work conditions in order to build healthy and a better working environment. Employees mutually help each other and try to be a person who can contribute to the society with the spirit of “Team Suzuki”, and the management and employees band together and build a refreshing and innovative company.
In addition, we strive to create systems and environments, focussing on the following points, in order to cultivate the corporate climate that employees go for a big future with motivation and ambition.
Efforts for safety, health and traffic safety
Safety and Health
Suzuki is promoting the safety and health management activities through our basic safety concept.
●Safety and health control system
The “Central Safety and Health Committee” to which representatives from offices and labour unions attend is held twice a year to determine basic polices related to corporate “work safety”, “labour health” and “traffic safety”.
In addition, the Central Safety and Health Committee conducts the central safety patrol once a year to raise safety awareness within the company through cross-functional safety activities by inter-department cross-checks. The Departmental Safety and Health Committee is established at each office and constantly conducts activities related to safety and health based on the policy of the Central Safety and Health Committee.
●Risk assessment activities
Suzuki implements “risk assessment” mainly for prevention of risks as safety prefetch activities. Through these activities, we try to improve safety by identifying potential risks in operations and promoting countermeasures to prevent them. We have introduced risk assessment for the close call cases in 2001 and have been working on risk assessment in regular operations since 2013.
Starting from April 1995, we require that all employees 40 years and older have medical and dental checkups for early detection and rapid cure of illness. As a follow up to health checks, we regularly carry out health education, nutrition instruction, etc.
We also provide the following programs as measurements for stress and mental health problems, which have been on the rise in recent years.
- ●Conduct “Stress Check” based on revised Industrial Safety and Health Act.
- ●Provide health information on mental health and others through the corporate intranet and seminars to allow employees to perform effective self-care.
- ●Provide mental health seminars by external industrial physicians mainly to supervisors and managers in order for them to take care of mental health of workers at each workplace.
- ●To make consultation easier, we opened a mental counseling corner by psychiatrists and clinical psychotherapists in our company medical clinic.
- ●Conduct mental health self-care education for younger generation, based on the year they entered the company.
- ●In addition to self-care education, conduct line care education for newly-positioned employees.
To encourage each and every employee to set an example in their driving that befits that of a member of an automobile and motorcycle manufacturer, we have implemented a number of programs like those described below, that are aimed at preventing traffic accidents that could occur not only on the job, but also off the job.
- ●Create commuting route accident maps
- ●Training in traffic carelessness and risk prediction by small group
- ●Instruction on and strict control of traffic rules not only on public roads, but also within the plant site
- ●Traffic safety education at the jurisdictional police stations
- ●Individual instruction with proper driving checks
- ●Alert employees to traffic safety before long holidays
- ●Ride together or instruct driving by using driving recorders
- ●Safety driving lectures for new employees
- ●Safety riding lectures of motorcycles
Efforts for career advancement
Suzuki feels that setting high goals is an excellent way to grow one’s self and that such trial itself is the DNA of Suzuki. In order to cope with rapid changes in the market environment, every single employee must set higher goals and strive to acquire higher technical capabilities. Suzuki implements the rich human resource development program that supports such individual challenging spirit.
Goal Challenge System
Suzuki feels that it is an excellent way to improve one’s self that not simply waiting for instructions from the supervisor but voluntarily setting and striving for the goal in terms of accomplishment of the work. Our Goal Challenge System is introduced to allow employees to set and achieve higher goals. In this system, employees confer with their supervisors every half period and set specific goals to be achieved over the course of six months. Through this process, employees can clarify their own goals and improve motivation toward them. In addition, their supervisors can appropriately evaluate their goal attainment levels and recognise the training points required to further improve their capabilities.
Suzuki’s personnel system places greater emphasis on occupational ability than seniority. Intended to develop professional human resources who will lead Suzuki’s further growth, it is based on an objective and fair personnel evaluation system according to types of work, roles, responsibilities and results of individual employees. The performance-based personnel system and the goal setting system motivate employees’ intentions to step up each rung of the corporate ladder.
This system is to grant employees opportunities to review their work and capabilities once a year, reconfirm their own strength and weakness, and lead them to further improvement in capabilities. In addition, they can clarify jobs and departments that they want to try as the career plan, and submit it to their supervisors and the Human Resources Department. The submitted contents are effectively utilised as the basic data for development and optimal assignment of human resources.
Suzuki implements systematic rotations of human resources by preparing the companywide personnel change plan in order to improve employees’ knowledge and technical skills and activate our organisations. The goal we set in this system is to have all young employees of technical jobs, office jobs and sales jobs experience the transfer to different department(s) within 10 years after entering the company.
International training program
We have been implementing “6-month overseas training business trip expatriate” that send young employees to overseas affiliates since FY2015 in order to develop global human resources.
(FY2015~2018 total 27 persons…FY2015-6 persons, FY2016-6 persons, FY2017-5 persons, FY2018-10 persons)
Foreign language training program
In order to improve language skills of employees, we have introduced the system to allow young employees up to 7th year at the company to set the target score of TOEIC and to take a TOEIC test for free (examination fees are paid by the company).
In addition, we support improvement in language skills by introducing correspondence courses provided by external educational organisations, as well as opening in-house language seminars of English, Spanish, Chinese, Thai, Indonesian, etc. before and after work hours by inviting external teachers to the company. Suzuki provides employees who have completed such programs with a subsidy for a part of the expenses. 878 employees took the program in FY2018.
Secure and Comfortable Working Environment
We are pursuing a working environment where employees who bear business activities can maximise their motivations and abilities in a mentally and physically fulfilling condition. Various assistant systems are employed to help employees work actively through positively adaptating to diversifying working environment. Also, a comfortable working environment will improve employee’s motivation to increase productivity.
Initiatives for shortening working hours
Initiatives are made to shorten working hours by introducing various systems so not to have our employees to become ill due to long working hours.
- ●Strict management of overtime working hours based on total working hours
- ●Introduction of flexible time system that bans early and late working hours
- ●Introduction of interval system between working hours to secure continuous resting time
Child-care shortening hours system
We have adopted a system to shorten daily working hours based on self-application by employees who need child-care for children in the third grade or younger. In FY2018, 232 employees used this system. The employees applying for this system may be exempted from overtime work in principle. Also, they can use the dedicated company's parking area, allowing them to use cars for easy pick-up of their children.
This system enabling employees with small children to choose from various working styles creates a working environment where employees with motivation and ability can keep working. We are enhancing awareness of child-care support in the entire workplace and promoting "employee-friendly working atmosphere" which can support those short-time workers.
Child-care and family-care leave system
We provide a variety of leave of absence programs including child-care leaves and family-care leave to employees who, due to personal reasons such as child-care, nursing care, have difficulty in working even though they have the will and ability to work. This system is used by many employees regardless of gender (104 employees used this system in FY2018).
The child care leave available after the maternity leave till the day before the child becomes 1 year old (the first birthday) can be extended for up to 12 months if there is an avoidable reason such as the child cannot enter any nursery schools.
Employees are allowed to take family care leave for up to 365 days in total per subject family member. Besides paid vacations, we have introduced the family and medical leave system applicable when caring for parents and children since April 2015.
|Number of employees using child-care shortening hours system||Male||1||2||3||3||3|
|Number of employees using child-care leave system||Male||1||2||8||7||13|
|Reinstatement rate of employees using child-care leave system||Male||100.0%||100.0%||100.0%||100.0%||100.0%|
|Number of employees using family-care leave system||Male||1||2||4||1||4|
|Reinstatement rate of employees using family-care leave system||Male||100.0%||100.0%||25.0%||100.0%||33.3%|
Work and Family Balancing Support Handbook
Efforts are made to notify and promote the use of systems by making a handbook that comprehensively introduces various systems to balance work and family, including the above child-care shortening hours system and child-care and family-care leave system.
Since July 1991, far earlier than the revision of the Law concerning Stabilisation of Employment of the Older Persons in April 2006, we have adopted a re-employment system for hiring people after the mandatory retirement age of 60 years old. This system offers employment to the people who are willing and able to work after retirement age of 60 years old. Now, they are using their abundant experience and acquired skills in each working place.
Consultation service, etc.
As a consultation service that specialises in human resources matters and consultations relating to safety, health, and mental health, the “Human Resources and Administration Consultation Service” is open. Plus, in addition to the consultation service, an “Improvement Proposal Box” is located at worksite cafeterias and offices, allowing every employee to easily make a proposal on work improvement or request for consultation.
We also have “Mental Consultation Room” with psychiatrist and psychotherapist.
Countermeasure for falling birthrate
In the society with declining birthrate, Suzuki actively supports employees who strive to balance the demands of work and parenting.
For example, we introduced the child-care shortening hours system in August 2018 and “child support allowance” which started in April 2015 for children of up to 6 years old was expanded to up to 15 years old in April 2018.
In addition, because sudden actions may be needed during daily child care, Suzuki allows employees to take paid half-day off up to 40 times per year.
Employment of people with disabilities
Suzuki strives to create a working environment where people with disabilities can work for long time at their ease. We allocate the dedicated person in charge of employment of people with disabilities in the Human Resources Department to provide individual consultations periodically and assign a consultant also to each workplace for caring for their problems.
●Deployment of an affiliate “Suzuki Support”
Suzuki Support Co., Ltd., a special affiliate company established in February 2005, has been conducting business activities for 14 years. As of the end of May 2019, 55 disabled employees including those having severe intellectual disabilities are brightly and vigorously performing janitorial service and stationery management service at Suzuki’s main office, employee dormitories and related facilities, as well as farm work at Suzuki’s farm.
Their sincere and cheerful attitude toward work greatly encourages all the people in Suzuki.
In line with the corporate philosophy, which is intended to make a contribution to society, Suzuki Support will further provide job assistance for people with disabilities in order for them to feel happy through working and to build their experience through social participation.
[ Summary of Suzuki Support ]
|1.Company Name||Suzuki Support Co., Ltd.|
|2.Capital||10 million yen|
|3.Capital Investor||Suzuki Motor Corporation|
|4.Location||300 Takatsuka-cho, Minami-ku, Hamamatsu, Shizuoka|
|6.Business category||Office cleaning, farming|
|7.Representative||Takatoshi Okabe, President|
|8.Number of employees||88 (55 employees with disabilities)|
Actions to promote participation by women
Suzuki established the action plan related to promotion of participation by women in order to realise the society where women can demonstrate their abilities and work successfully more. According to this action plan, we will increase hiring of women, reinforce training, improve work environment and establish the support system including child-care leave.
Suzuki Action Plan
We have been promoting creation of better work environment to build the workplace pleasant for employees. In addition to this conventional activity, we will increase hiring of women and support utilisation of and active participation by women, as well as promote improvement in work environment for women.
- 1. Term of plan
- From 1 April 2016 to 31 March 2020
- 2. Our mission
- Both new employment of women and the number of current female workers are less than that of male workers at Suzuki, so we need to “increase female employees”. As the first step to this mission, we will increase hiring of women and promote human resource development as a future leader.
- 3. Our goal
- The ratio of women in regular employees fresh out of college in April of FY2020 shall be 25% or higher.
- 4. Actions taken
- (1) Reinforce public relations for recruitment in order to draw attentions to Suzuki from female students.
- Distribute and post articles and movies of interviews with female employees and articles that introduce Suzuki's “support system for a good balance between work and family” on the recruitment page of the website or recruitment brochure.
- Participate in the program for supporting female students majoring in science and send our female employees to the lecture for supporting those female students in local high schools and junior high schools or other lecture meetings.
- Organise the recruitment support team by female employees and send them to orientation meetings or other events for recruitment.
- Hold the company tour for female students to provide them with opportunities for communication with our female employees.
- (2) Reinforce human resource development to support active participation by female employees.
- Hold a private personnel interview at the training according to employment year of managerial hierarchy as an opportunity for consultation about individual career plans or the like.
- Provide female assistant managers with the training to have them acquire necessary knowledge and skills as the next leader.
- Hold a round-table talk between young female employees and active senior female employees.
- (3) Expand the system as the base for further active participation by female employees.
- Hold an exchange meeting with employees taking child-care leave aimed to provide infomation toward reinstatement and have an exhange between employees.
- We will flexibly take actions for support for a good balance between work and family according to individual situation of each employee.
- (1) Reinforce public relations for recruitment in order to draw attentions to Suzuki from female students.
Diversity (varieties of human resources)
Suzuki assigns a variety of human resources regardless of genders, ages and nationalities to any departments. In order to further promote diversity of human resources, we determine promotions of official positions by considering individual performance, capabilities, etc. regardless of genders. People from other countries are also employed according to the same recruitment standards applicable to Japanese workers.
We will maintain and improve our working environment so that a wide variety of human resources can work actively.
|Of which managers||Male||921||957||1004||1,037||1,066|
|Employment rate of people with disabilities||2.09%||2.08%||2.04%||2.02%||2.14%|
|Of which college graduates||Male||425||412||523||396||396|
In-house education system
At Suzuki, enterprise education including seminars according to management hierarchy are conducted based on the policy of our mission statement by the Training Center (Suzuki Juku), a group in charge of education. Training Center also cooperates with engineering and manufacturing departments to conduct (specialised) training for individual occupational abilities needed for execution of operation.
Also, active efforts are made to enhance employee performances by educating specific knowledge and skills in each department to nurture human resources, as well as through e-learning, correspondence course, and language seminars.
Especially in seminars according to management hierarchy, main focus is emphasising education for “enhancing abilities of young employees”, “developing leaders in each management hierarchy”, and “systematically developing management class”.
Number of training participants (Suzuki Group)
①Training for enhancing abilities of young employees
- Trainings according to the year of joining the company are conducted every year for young employees from 2nd to 7th year employees.
②Selected trainings for systematically developing management class
- ●Training for young assistant managers
- “Assistant manager leader training”, which lets the participants discuss on management challenge and make presentation to the management top
- “Global leader training”, which is focussed on English communication
- ●Selected training for managers
- “Core management training”, which educates subjects needed for the management such as “leadership” and “organisation management”.
Through mutual confidence, we have developed a good relationship with the Suzuki Labour Union, which represents Suzuki Employees. Among the labour union’s goals are stable employment and maintaining and improvement of work conditions. In order to meet these conditions, stable development of the company is required. When negotiating salaries, bonuses, labour hours, etc. as distributions of the results of corporate activities, we do share the same basic vector, which aims to stable development of the company while having discussions from different standpoints: the company and labour union.
The number of the labour union members is 16,225 as of the end of FY2018, and the unionisation rate of full-time employees (excluding managers and non-union members defined in the labour agreement) is 100%.
We arrange frequent labour-management consultations to ensure that employee ideas are reflected in all of our departments, such as research and development, design, manufacturing, sales, etc.
In addition to discussing requirements (salaries, bonuses, labour hours, etc.) we hold monthly discussions that regularly cover a wide range of issues such as management policies, production planning, working hours, welfare, safety and health, etc., and earnestly exchange ideas on what Suzuki and the labour union can do to deliver quality products to the customer.
|Central Labour-Management Consultation||Monthly|
|District Labour-Management Consultation||Monthly|
Building a stable relationship with the labour union in the Suzuki Group
The Suzuki Group has 130 member companies (manufacturers, non-manufacturers, sales companies) at home and abroad. It is our hope that those 130 member companies are individually trusted by the local residents, society, and customers.
At Suzuki, seminars are given to union officials and human resource management personnel of overseas companies to make them understand the importance of cooperative relationship and smooth communication between labour and management, as well as the need for a fair and equal personnel management system, etc. We also work with the labour union to promote global personnel exchanges both domestically and abroad, and we strive to establish a work climate which allows our 67,000 employees in 130 companies to enjoy working with a highly creative and stable labour-management relationship.
●Initiatives by Maruti Suzuki India Limited
For the development of the company through labour-management cooperation, Maruti Suzuki is working to establish healthy labour-management relationship based on discussions with the union. The company is making efforts in continuously strengthening mutual labour-management communication, such as by periodically holding meetings between the union and the president, plant managers, human resource managers, and other managers. Also, the company organises various events jointly with unions such as arrangement of plant tour for family members, sports meet, family day and many other events where all employees take part.
There are independent unions in each plant as per statutory requirements. All major policy changes affecting workers are discussed with union representatives. Such changes are communicated to all the workers directly and through union representatives.
|Managing Director Communication with Department Heads||Quarterly|
|Managing Director Communication with Union||Monthly|
|Senior Management (Production and Human Resources) Communication with Associates, Supervisors and Workers||Monthly|
|Human Resources Managers and Plant Managers Communication with Union||Weekly|