nihonkohden

Relationship with Employees

A workplace conducive to drawing out the skills and abilities of each and every employee is essential to continue contributing to the world as a truly global company in today’s turbulent times marked by a declining birthrate, aging society, diversification of values and globalization. Nihon Kohden offers a positive workplace environment and employee development programs, while also promoting diversity and striving to hire a broad range of human resources. Nihon Kohden also advocates a work-life balance to encourage employees’ motivation and sense of worth.

   Reforming Working Styles
   Fulfilling Work Environment

Human Resource Development

Basic approach to human resource development

In an ever-changing medical environment, Nihon Kohden strives to become the beacon that lights the path forward to the future of people and healthcare around the world through creating a new value with the philosophy we have upheld since our founding. With strong passion in our hearts, Nihon Kohden aims at realizing our Long-term Vision for 2030. Human resources are essential for realizing our Long-term Vision and the source of value creation for Nihon Kohden. We will recruit human resources who share Nihon Kohden’s Management Philosophy and Long-term Vision, and embody its Core Values (Integrity / Humbleness / Diversity / Initiative / Customer centric / Goal oriented / Creativity). We will also endeavor to create environments that foster employees with high ethical standards, ambition, curiosity, and empathy who can autonomously and continuously grow and undertake the challenges of new value creation. 
One of material issues for sustainability to realize our Long-term Vision is to “Foster a corporate culture of pride in contributing to healthcare,” and we have set “Development of human resources who can succeed globally” as a KPI for this in the Three-year Business Plan. The target is set at over 45 hours of education per person for a cumulative total of 3 years, and actual results in FY2021 was 18.6 hours per person.
In addition, considering the changing values of work and the penetration of new work styles, the Company promotes initiatives to ensure that employees are highly motivated and can realize various career paths and work styles. 

Disseminate Management Philosophy and Core Values

To deepen employees’ understanding of its Management Philosophy and Core Values as well as to enable employees to act in accordance with Core Values, Nihon Kohden has conducted training for all employees in FY2021. The Company has also provided the opportunity for directors and managers in charge of human resources and education at its overseas subsidiaries to present and share the measures taken to promote its Core Values at each company. The Company will disseminate its Management Philosophy and Core Values through implementing Management Philosophy training.

Personnel evaluation system for human resource development

Nihon Kohden has established its personnel system to ensure that employees can take pride in contributing to society through their work, demonstrate their abilities, and realize a fulfilling life.
In the personnel evaluation system, managers hold one-on-one meetings with staff three times a year in order to ensure their abilities and performance are correctly reflected in the evaluation, and to motivate them. In the interview, managers give feedback about the evaluation results to staff and confirm the contents of their self-reports including requests to the Company and job transfer requests.
In addition, we carry out multiple evaluations for managers. By providing feedback on the results of questionnaires from superiors, subordinates, and colleagues, we raise the awareness of managers of their roles and responsibilities and promote behavior change and skill development.
In this way, we believe that increasing satisfaction and promoting capacity development through feedback on evaluation content will lead to the development of human resources who embody the Management Philosophy.

Introduced a New Personnel System

With a view toward realizing our Long-term Vision for 2030, we are promoting the development of human resources who embody our Management Philosophy, Long-term Vision, and Core Values as well as aiming to establish a human resource management system that is globally consistent and coherent. 
In April 2021, we introduced a new role-based personnel system for managers and established an expert course to facilitate the promotion of highly skilled persons, in addition to a management course to develop management level employees.
A new personnel system for general employees is also to be put in place in April 2023, and this will create opportunities for motivated and capable employees to actively challenge themselves and grow.
Along with the introduction of a new personnel system for general employees, we plan to revise the retirement benefit system, extend the retirement age, and revise the reemployment system.

Education and Training Structure

Nihon Kohden aims to cultivate employees who can adapt globally.
To realize that, we believe employees need to be: 1) Autonomous; 2) Professional; and 3) Leaders who can foster the development of their subordinates.
We have worked to establish education and training systems and a personnel system designed to develop and strengthen employees equipped with these three qualities.

The annual total training hours for Nihon Kohden executives and employees in Japan and the annual total number of trainees are as follows.

  FY2021
Annual total training hours 1,731.5
Annual total number of trainees 2,889

(Note)The above data includes the number of hours of group training implemented by the Phoenix Academy (the Human Resource Development Center), and does not include the number of self-development activities such as correspondence education and training programs implemented by each department.

International Training Program

The International Training Program is a program designed to provide employees with the experience, knowledge, and adaptability they will need to be successful globally.
Through the program, we provide employees with the opportunities for long-term study at overseas language schools, on-the-job training at overseas offices, practical training at overseas research institutions or companies, and study at overseas universities or research institutions. As of April 2022, 23 foreign employees work at offices in Japan, and 46 Japanese employees* work at overseas offices. We will continue to expand and enhance this program to develop more global human resources with even more advanced skills.
* Excluding Japanese employees hired locally.

Management Philosophy Training at Overseas Subsidiaries

We believe that it is important for employees of the Nihon Kohden Group with different backgrounds from various cultures and languages around the world to act in accordance with common goals and Core Values. Nihon Kohden provided educational materials to the entire group and started an education program about its Management Philosophy through group-work study at its overseas subsidiaries in 2019. Each employee can systematically learn about the history of the Company’s foundation, Management Philosophy, and Core Values. The program provides an opportunity for employees to deepen their understanding of the Company culture and recognize the value and meaning of their jobs. 
Nihon Kohden has also developed training programs on a global scale to promote understanding of its Core Values and instill Nihon Kohden’s DNA. 
In FY2021, the Human Resources Department and the Phoenix Academy (Human Resource Development Center) took the lead in organizing the Global HR meeting. With the common goal of understanding the essence of the Core Values, each personnel manager gave a presentation on the initiatives they have proactively implemented in each country and how they have instilled the Nihon Kohden’s DNA in their workplaces. This was the first step toward creating a forum for sharing knowledge and case studies globally and discussing the Company culture and climate on a global scale.
Management Philosophy Training in Malaysia        Online Global HR Meetings

Support Programs for Personal Development and Learning

Nihon Kohden fully supports employees who proactively seek to build their skills independently. We offer around 340 correspondence education courses that are paid for by the company. In FY2021, 364 employees took correspondence education courses mainly in language learning.
Nihon Kohden also has a program where it pays for a certain percentage of the costs associated with obtaining a public certification or credential recognized by the company as necessary.

Diversity

Policy for Diversity Promotion Activities

By respecting diversity and creating a workplace environment in which each individual can demonstrate his/her full potential, we seek to improve job fulfillment, create new value, invigorate the organization, and enhance corporate value.
As indicated in the Core Values, the Nihon Kohden Group promotes diversity & inclusion throughout the organization. We develop the new potential of our teams by leveraging diversity based on empathy and trust. We respect the individuality of each person and strive to create workplace environment where a diverse range of people can work with vigor and enthusiasm, regardless of gender, age, disability, nationality, or race.
Targets and Results for Ensuring Diversity in Core Human Resources
  Current status
(FY2021)
Target Achievement period
The ratio of female managers*1 7.9% 12% or more April 2026
Appointment of female directors and operating officers*2 1 female director,
2 female operating officers
4 persons or more April 2026
The ratio of foreign nationals in CXO*3 or higher positions at overseas subsidiaries 46.4% 50% or more April 2026
The ratio of mid-career hires in management positions*1 42.2% 40% or more Maintain the current status
*1 The figure is the number of employees at the parent company and domestic sales branches.
*2 The figure is the number of directors and operating officers at the parent company.
*3 C-suite such as CEO, COO, CTO, CFO.

Promotion of Diversity

Holding a Seminar on Unconscious Bias Management

In November 2022, Nihon Kohden held a diversity promotion seminar "Unconscious Bias Management Training" for supervisors. When a supervisor manages diverse members, it is important that each staff can play an active role and his/her team can realize the organizational growth. The seminar is held with the aim of learning about Unconscious Bias. 
This third seminar was attended by 61 senior managers from sales branch offices and area services in Japan, who were the supervisors of the previous participants. Through a lecture on the impact of unconscious bias on people and organizations and a lot of work, participants were able to confront their own unconscious bias. Although the event was held online to prevent the spread of COVID-19, small-group discussions provided an opportunity for the active exchange of opinions among participants who work in distant locations. 
We will continue to implement training programs to promote diversity & inclusion, aiming to realize a workplace environment where each and every employee can play an active role freely and vigorously without being constrained by unconscious bias or prejudice.
Unconscious Bias Management Training

Career Development Support for Female Employee

Nihon Kohden established an action plan based on the Act on Promotion of Women’s Participation and Career Advancement in the Workplace for the period from April 1, 2021 to March 31, 2026. In the Plan of Action newly formulated in FY2021, we set a target of increasing the ratio of female managers to at least 12% and the ratio of male employees taking childcare leave to at least 30% by March 31, 2026.
We also aim to have at least four female directors and female directors and operating officers, one female outside director was appointed in June 2020, and two female operating officers were appointed in April 2021. The ratio of female managers in FY2021 was 7.9% in the parent company, which was an increase of 30 basis points from the previous fiscal year. The ratio of new female recruits was 23.7% in April 2022.
As a result of promoting awareness and penetration of various systems to support childcare, the number and ratio of male employees who took childcare leave in FY2021 was three times that of FY2020 and 27.4%, respectively.
By advancing the development of a workplace where women can play an active role and realizing a comfortable and fulfilling work environment for not just women but all employees of Nihon Kohden, we are implementing concrete measures to ensure that each employee can demonstrate their abilities to the fullest.

Mentor Program

Since FY2015, Nihon Kohden has established a mentoring program covering mainly newly appointed female managers and others in mid-career. Corporate officers and female managers with extensive knowledge and industry experience act as mentors to newly appointed female managers and others in mid-career to help them to resolve career development issues and support their personal growth. Through dialogue, we also support the broadening outlooks and the strengthening of internal networks, and seek to develop capabilities of judgment and leadership in female employees, while helping them to set ambitious goals. The program has been expanded to include male employees since FY2021 to support the career development of a larger number of human resources.

Networking Events for Female Employees across Different Business Sites

To establish an employment environment that further facilitates the active involvement of women, we host networking events for female employees with the aim of formulating an in-house female network, follow-up support for female managers, and awareness-raising for the next generation. The events started in FY2016. We have held 5 events so far, with a total of 92 employees participating.
In FY2021, the Beacon Terrace, an employee exchange meeting for all employees, was established from the idea of the Nadeshiko PJ, a network of female employees mainly in sales positions. One exchange meeting was held with 35 participants in FY2021 and we plan to hold a total of 5 exchange meetings in FY2022.
Meeting of the Beacon Terrace

Management Seminar to Uncover the Talents of Female Employees

In November 2017, we held our first trial Management Seminar to Uncover the Talents of Female Employees. The seminar targeted managers with female employees who have recently joined the Company, and participants from the Kansai and Tohoku regions participated in this seminar through a video conference system. In promoting the activities of female employees, the development of managers who can conduct follow-up activities for female employees is also required.
The purpose of this seminar was to encourage managers to understand how to communicate with female employees and engage with them as superiors for building their career. There were many passionate voices that expressed the impressions of the seminar such as “The seminar is helpful as this is the first time for me to participate in training that aims to develop female employees” and “The seminar was a good opportunity to understand the female way of thinking and re-think methods of interacting with female employees.”
The Nihon Kohden Group will continue to deploy measures to promote diversity and aims to create a workplace where all employees can participate actively regardless of gender.

Holding a Management Seminar on Gender Differences in the Brain

As part of its effort to advance diversity, Nihon Kohden held a management seminar on gender differences in December 2018. The seminar targeted managers with female employees, noting that promoting advancement of female employees in the Company requires not only effort on the part of the women themselves, but also a greater understanding by supervisors with female employees as subordinates. Based on a theme comparing the differences between men’s and women’s brains, the goals of the program are for participants to learn more about possible differences in thinking and perception between men and women. The program also seeks for participants to acquire communication skills that can be used in the workplace and leveraged in management situations to make the best use of those differences. In the program, the lecturer explained how men and women may think differently, including in regard to what motivates them and how they prefer to engage in dialogue. The program appears to have been positively received by the participants, who have engaged in lively exchanges of opinions during group work activities involving case studies. Nihon Kohden will continue to develop training programs aimed at promoting diversity moving forward.

Eruboshi

Nihon Kohden has formulated a Plan of Action under the Action Promotion of Women’s Participation and Career Advancement in the Workplace. By advancing the development of a workplace where women can play an active role and realizing comfortable and creating fulfilling workplaces for not just women but all employees of Nihon Kohden, the Company is implementing concrete measures to ensure that each employee can demonstrate their abilities to the fullest. As a result of advancing the development of a workplace where women can play an active role, the Company has obtained the Women’s Participation Promotion Act certification mark called Eruboshi from the Minister of Health, Labour and Welfare in FY2021.

Senior Employee

Re-employment Program for Retirees

In January 2007, Nihon Kohden introduced a re-employment program to rehire applicants as senior employees or senior part-time employees after their retirement at the age of 60. In February 2019, the Company also introduced a program that allows re-employed staff to continue working as managers. This program is intended to provide them with more opportunities to utilize their experience and exercise their skills.

Senior Advisor Program

With the goal of improving productivity, revitalizing the workplace, and motivating individual employees, the Nihon Kohden Group introduced in 2016 a Senior Advisor Program that enables postretirement senior employees to pass on the rich experience and skills they have cultivated over the years to younger workers. As of September 2022, three people have been appointed.

Employment of Persons with Disabilities and Initiatives to Support them

Nihon Kohden has held seminars aimed at promoting the employment and a greater understanding of persons with disabilities. Our aim is to facilitate the creation of a working environment in which each employee’s individuality is respected, disability or not, and where they can work enthusiastically and to the best of their abilities.

Holding a Seminar Promoting the Employment and Greater Understanding of Persons with Disabilities

In January 2018, Nihon Kohden held a seminar for all executives and all managers in each department to support the employment of persons with disabilities. This seminar was intended to enable participants to acquire a basic knowledge about the characteristics of disabilities in order to create a workplace where all employees can work with peace of mind.
In February 2019, we also held a seminar for promoting the understanding of people with disabilities in preparation for welcoming them as co-workers.
Going forward, Nihon Kohden will continue to develop measures to create a workplace where everyone can enjoy doing rewarding work.

Promotion of Local Employment

Nihon Kohden aims to realize locally-oriented management by appointing appropriate personnel, regardless of nationality, to managerial positions at its subsidiaries in each country and region where the Company operates.
The Nihon Kohden Group companies actively promote local employees to managerial positions. As of FY2021, local employees comprise 44.4% of presidents across overseas subsidiaries, including Nihon Kohden OrangeMed and Defibtech which develop and manufacture Treatment Equipment in the U.S. In addition, the Company employs a total of more than 300 local production workers in overseas factories. For example, we employ about 100 local workers at the medical device and reagent factory in China. We also employ local workers at two medical device factories in the U.S. and reagent factories in India, Italy, and Dubai.

Reforming Working Styles

Nihon Kohden has been implementing Working Style Reforms to enable greater flexibility in work styles, improve the work-life balance of employees, and maximize results without relying on long working hours. In FY2021, the annual paid leave usage rate was 46.5%.
The Company complies with local laws on industrial health and safety, and the prevention of long working hours such as the Industrial Safety and Health Law and the Labor Standards Law. The Company strives to reduce long working hours and promote work-life balance by introducing annual paid leave by hours, ensuring that employees leave work on time on Wednesday and Friday, and taking annual paid leave of at least 5 days by September.
The Good Job Award, which gathers examples of initiatives that lead to improved productivity and worklife balance in each department, has been held annually since FY2019. There were many applications in FY2021 as well, and the efforts to share information across departments and the effective use of the newly introduced groupware were highly evaluated.
Teleworking has been encouraged since FY2020 to prevent the spread of COVID-19. We have changed the teleworking allowance in FY2021.
These new ways of working have been making rapid progress and we will consider constantly adopting them after the end of the pandemic.
Trophies for the Good Job Award        Good Job Award ceremony
Nihon Kohden promotes an improved environment to help employees strike a balance between work and child-rearing. As recognition of this, we obtained the “Kurumin” certification mark from the Ministry of Health, Labour and Welfare in March 2011.

Programs to Support Work-life Balance

Nihon Kohden reviews existing programs including Childcare Leave, Family Care Leave, Reduced Working Hours, Shifted Working Hours, and Work at Home System as necessary. In FY2021, we improved and expanded some systems such as the Reduced Working Hours, Work at Home System, and Flextime System to promote flexible working styles.

Childcare Leave
A system that allows employees to take leave until the child of an employee reaches the age of two.

Family Care Leave
A system that allows employees who have members in need of nursing care to take leave of up to two years.

Reduced Working Hours
A system that allows applicants to reduce their daily working hours by up to a maximum of two hours (starting in FY2021; previously, the maximum was one hour). From FY2021, employees also can take advantage of the Flextime System at the same time. The program is available for employees who meet certain criteria such as having a child in the sixth grade ofelementary school or younger.

Shifted Working Hours
A system that allows applicants to shift their working hours by up to one hour without changing the daily working hours. This system is available when certain conditions are met while the child of an employee is an elementary school student or younger.

Work at Home System
A system that allows applicants who are pregnant, or responsible for providing childcare or nursing care to work at home. This system is available when certain criteria are met. Currently, to prevent the spread of COVID-19, all employees can use the system.

Leave to Provide Nursing Care for Children
A system that allows applicants to take leave of up to five days per year (ten days when there are two or more children), when a child up to the sixth grade of elementary school requires nursing care.

Flextime System
Employees can manage their own daily working hours within the predetermined total working hours for a certain period.

Side Job Permission System
System A system that allows applicants to have side jobs outside of working hours. This system is available when certain criteria are met.

Accumulated Paid Leave Program
Annual paid leave that has expired due to prescription can be accumulated separately. In addition to the injury or illness of the employee or his/her family, employees are able to take leave when they need to care for a child during temporary closure of the child’s school or suspension of classes at the school. This system is available when certain criteria are met.

Click here for the achievements.

Creating Fulfilling Workplaces

Employee Satisfaction Survey

Nihon Kohden has set Employee satisfaction as a KPI in order to Foster a corporate culture of pride in contributing to healthcare, which is one of material issues for sustainability in the Three-year Business Plan. In FY2021, an employee satisfaction survey was conducted for the first time among all 4,400 employees of the Nihon Kohden Group in Japan. Among all 46 items in 8 categories, we found that the ratio of positive respondents was higher for the Long-term Vision and Core Values (Empathy with Vision and Values). On the other hand, the ratio of positive respondents was relatively lower for the Company’s support system for strengthening employees’ expertise and developing their career (Career Support). We will share the survey results and employee opinions with all executives and managers, and evaluate and implement related measures on both a company-wide and departmental basis.

Health Management of Employees

To help its employees achieve a work-life balance, Nihon Kohden offers a range of healthcare support. We provide regular health exams and have a medical clinic onsite staffed by an industrial physician to ensure the physical and mental well-being of employees. We also conduct a stress management screening once a year, which forms part of our commitment to provide employees with access to a proper support system that can quickly detect potential health risks.
In addition, with the aim of further improving the health of employees and their families, we have increased the amount of partial coverage of expenses for optional tests during annual health examinations (health support payment) since FY2021, added temporary employees to the list of eligible employees, and expanded the scope of coverage to include family health examinations for dependents of employees. 
Furthermore, In April 2019, Nihon Kohden joined the consortium of companies promoting non-smoking efforts, which was established by Tokyo-based companies. We started smoking cessation programs to contribute to achieving the Government’s goal of reducing the smoking rate to 12% by FY2022. The employee smoking rate in the FY2021 survey was 19.3%, down 3.3 percentage points from the previous FY2019 survey. Our activities to promote non-smoking are above all for the benefit of our employees and their families, as well as in response to requests to promote measures against passive smoking. We will continue to promote initiatives to realize a healthy society, such as company-paid outpatient visits to smoking cessation clinics as an optional health examinations.

Harassment Prevention Initiatives

Nihon Kohden aims to contribute to the world by fighting disease and improving health with advanced technology and to continue to be an ethical company that is widely trusted by society. In its Ethical Company Declaration, the Company declares that we respect the human rights of all people, and do not discriminate or commit any acts which infringe on the personality or dignity of an individual. The Company also strives to prevent harassment by clearly prohibiting it in the Nihon Kohden Code of Ethics and Conduct, Nihon Kohden Group Human Rights Policy, and Employment Regulations. In order to prevent harassment and quickly resolve it when it occurs, we have established an internal consultation counter as well as an external consultation counter which anyone can feel free to consult, and we respond appropriately to consultations. At the time of consultation, we make every effort to ensure that the privacy of the consultees and actors is strictly observed, and that they are informed that they will not be treated unfavorably in any way for reasons such as the content of the consultation or their cooperation in confirming the facts. In response to the enforcement of the Power Harassment Prevention Law in June 2020, we have also conducted annual e-learning programs for both general employees and managers to ensure a proper understanding of the revised law and harassment (FY2021 results: 2,964 general employees, 95% participation rate; 1,544 managers, 95% participation rate). Harassment training has been provided also to newly appointed managers to ensure proper understanding of harassment and to prevent its occurrence.

Employee Safety

Nihon Kohden has established the Safety and Health Committee to promote accident prevention and the development of a healthy environment in compliance with the Labor Standards Act and the Industrial Safety and Health Act. At monthly meetings, the Safety and Health Committee deliberates on health and safety proposals submitted by each department as well as activities for safety and health improvement. In addition to the Safety and Health Committee, the Company has also established the Infectious Disease Prevention Committee to facilitate activities to prevent infectious diseases. The Infectious Disease Prevention Committee has executed employee training, surveys, discussions, and awareness raising. The Company has promoted reduction of traffic accidents by providing sales and services personnel with company vehicles equipped with collision avoidance support systems, lane departure warning systems, automatic high-beam switching systems and drive recorders as standard equipment, and studded tires as required. Vehicles equipped with cold weather specification are also provided for employees working in extremely cold areas to promote reduction of traffic accidents. In addition, due to the revision of the enforcement regulations of the Road Traffic Act in Japan that is effective from April 2022, it becomes mandatory to check the influence of alcohol before and after driving and keep a record of the check. Nihon Kohden is working to establish operation systems to respond to this regulation at all domestic offices.

Enhancement of Benefits for Employees

Allowances and Retirement Plan

Nihon Kohden provides several allowances such as commuting and family allowances, as well as a retirement benefit system.

Employee Shareholding Association

Nihon Kohden has introduced a system intended to encourage employees to build their long-term wealth. The Company provides assistance such as payroll deductions, financial incentives and cooperative purchase of shares when employees purchase the Company’s shares.

Encouragement of Club Activities

Nihon Kohden encourages its employees to engage in club activities such as hobbies and sports so that they can deepen mutual understanding and fellowship. Subsidies are provided for these activities. As of September 2022, 25 clubs are active.

Office Tour and Starry Sky Gathering for Families of Employees

Hosting the Family Visit to the Advanced Technology Center
In July 2018, we hosted the Family Visit to the Advanced Technology Center to help employees’ families learn more about the Company. A total of 35 families, or 111 people, participated in the visit.
Participants took part in a tour of EMC test center, visited the workplace, attended the AED workshop and experienced the measurement of vital signs using vital diagnostic devices (including electrocardiogram, SpO2 (blood oxygen saturation), and blood pressure ), among other activities. Participants’ comments included “we could understand how to use AED,” and “I want to rescue someone by using AED when needed.”  
After the tour, we also hold the "Starry Sky Gathering" on the rooftop of the Advanced Technology Center. Going forward, the Nihon Kohden Group is committed to undertaking various initiatives aiming to realize an even more fulfilling workplace for employees.