SOCIAL
BASIC APPROACH
Employees who are dedicated to their everyday work and strive to contribute to the development of a better society are the driving force of the Noritsu Koki Group’s ongoing efforts to create “No. 1/ Only 1” businesses and deliver social value. They are also the source of our competitive advantage in the industry and marketplace. The Group has set four material issues, one of which is “Creating inclusive workplaces where diversity is respected and all employees can thrive and contribute with a future-oriented mindset,” and is working to maximize its human capital.
Specific measures are organized into three categories: Maintaining safe and healthy workplaces; improving initiatives for developing talent, skills, a proactive mindset and leadership skills of employees at all levels; and respecting diverse values and promoting flexible ways of working. We set KPIs to visualize the progress of these measures, and work toward improvement by sharing our understanding of issues. Regarding the Group’s human capital management, Noritsu Koki, the holding company, formulates Group policies, plans and measures based on the material issues, communicates them to Group companies, provides support for implementation, and monitors progress. The three core Group companies independently recruit and develop people who contribute to the respective company’s corporate value and medium- to long-term growth strategies, and work to expand the human resource infrastructure.
People’s career values are becoming more diverse, and labor mobility is increasing. In addition, there is intense competition to attract and retain talent with the desired skills and experience, such as people with advanced technological skills. Given this social structure, we recognize that practicing human capital management that helps people understand our appeal and stay motivated to grow will become increasingly important. As such, we will work to accelerate initiatives to address our material issues.
RECRUITING AND DEVELOPING TALENT
Securing superior talent and supporting their success is one of the Noritsu Koki Group’s most important management objectives. We actively recruit people who are highly motivated and independent, whether they are fresh out of university or mid-career. We provide suitable training opportunities and fair evaluation and benefits in order to develop and produce talented individuals who will drive the Group’s sustainable development. We expanded the number of yearly training hours and increased the number of training options.
| Item | Unit | Teibow | AlphaTheta | JLab | Noritsu Koki | Groupwide | 2024 Group Target |
|---|---|---|---|---|---|---|---|
| Training hours per person (2024) |
Hours annually |
18 | 16 | 7 | 71 | 16 | 22 |
In addition to the training hours above, which are a target for the whole Group, each operating company provides training in order to pass on and improve the technologies and expertise specific to each business.
The percentage of employees who receive regular reviews of their performance and career development progress is 92.4%.
OPTIMIZING WORK ENVIRONMENTS
We conduct business globally. To continue producing “No. 1/Only 1” businesses and achieve growth, it is imperative to understand the diverse attributes (nationality, culture, beliefs, etc.) of our employees.
We will take a proactive approach to diversity, equity and inclusion—elements that are closely related to “Creating inclusive workplaces where diversity is respected and all employees can thrive and contribute with a future-oriented mindset,” which is one of our material issues.
EFFORTS TO ENABLE MORE DIVERSE AND FLEXIBLE WAYS OF WORKING
In 2023 (as in 2022), we set seven items for monitoring, including the percentage of paid holidays taken, the telework adoption rate, and the percentage of eligible employees taking parental leave, in order to visualize the progress of enabling more diverse and flexible ways of working and identify issues. In 2024, the entire Group will focus on addressing the areas of concern identified from the monitoring results.
EFFORTS TO MAINTAIN SAFE AND HEALTHY WORKPLACES
Occupational Health and Safety
In January 2025, the Noritsu Koki Group introduced its Procurement Guidelines, which detail specific occupational health and safety initiatives within its supply chain. We have requested that all our Business Partners, including the contract manufacturers of AlphaTheta and JLab, agree to and comply with these guidelines. Moving forward, we will conduct SAQs (selfassessment questionnaires) aligned with our procurement guidelines and analyze the results. The results of these questionnaires will help us understand the occupational health and safety initiatives within the supply chains of the Group businesses and to identify issues. We will consider counter measures to address these issues and take necessary actions. We plan to conduct additional human rights risk assessments for our overseas subsidiaries located in high-risk countries or regions using the questionnaires.
Moreover, at Teibow Group*, which has its own manufacturing sites, has established an occupationalhealth and safety policy committed by its top management. The group sets an annual target of zero lost-time incident. To this end, the group promotes initiatives that improve the occupational health and safety of all individuals working at its facilities, including temporary and part-time employees as well as full-time employees.
Specifically, each group company of the Teibow Group establishes their own health and safety committees. These committees oversee the group’s occupational health and safety in accordance with the Health and Safety Management Regulations and the Health and Safety Committee Regulations. Each company’s occupational health and safety committee is responsible for discussing incidents within their respective companies and reporting them at the monthly Group Management Meeting, which is held at Teibow Holdings. Information about the reported incidents is subsequently communicated to top management, accompanied by an update on the progress toward achieving the health and safety targets.
Each department is promoting initiatives primarily spearheaded by its health and safety promoters. These initiatives include weekly patrols and safety awareness activities. The health and safety promoters conduct inspections using the Safety and Health Promotion Journal and report the results to their respective health and safety committee. The health and safety committee carefully reviews and summarizes the reports to identify issues that should be shared within the group. Then, the health and safety promoters share these issues with their respective workplaces. Furthermore, the group has developed a basic health and safety rulebook. This rulebook is used to provide health and safety training to all new hires at group companies, regardless of their employment status (full-time, part-time, or temporary). Through these initiatives, we aim to foster and increase employees’ awareness of occupational health and safety.
Additionally, the Teibow Group holds regular labor-management meetings (at least once a month) with each company’s labor union through health and safety committees. These meetings share and review progress on health and safety measures, issues that have arisen, and corrective actions that have been taken.
The Teibow Group had two occupational incidents in 2024. As a result, its incident frequency rate*1 was 1.45 (compared to the manufacturing industry average*2 of 1.30), and its incident severity rate*3 was 0.01 (compared to the manufacturing industry average*2 of 0.06). In the event of an occupational incident, the company will promptly share information about the incident with all personnel. It will also conduct on-site investigations and discuss corrective actions with the Safety Subcommittee of the Safety Committee and other relevant parties. To prevent a recurrence, the company will implement equipment improvements, review work procedures, and provide the necessary training. Additionally, the company will monitor these processes and report its progress and results to the Representative Director and President of the Teibow Group. The company is working through these processes to prevent any and all work-related incidents, including the two occupational incidents that occurred in 2024, from happening again.
- ＊Teibow Holdings, Teibow and its subsidiaries, and Hamamatsu Metal Works
- ＊1 The frequency rate: Number of lost time injuries ÷ Total hours worked × 1,000,000 This table defines occupational incidents as work-related incidents that occur during work hours due to the nature of the job. It excludes commuting incidents and delayed injuries that occur outside of work hours. The number of fatalities and injuries is limited to cases resulting in at least one day of lost work, as well as cases involving the loss of a body part, bodily functions, or life (in accordance with the Survey on Industrial Accidents published by Ministry of Health, Labour and Welfare)
- ＊2 The manufacturing industry average: An average of domestic manufacturers with 100 or more employees (according to the Survey on Industrial Accidents 2024 published by the Ministry of Health, Labour and Welfare)
- ＊3 The severity rate: Total number of lost workdays ÷ Total hours worked × 1,000
Health and Productivity Management
In accordance with the Group-wide Health Management Policy, the Noritsu Koki Group is committed to maintaining and promoting the health of its employees. The Group also strives to create a safe and comfortable work environment in which employees can work with peace of mind. In June 2024, Noritsu Koki applied for the “Health Management Declaration.” As a company actively engaged in promoting employee health, Noritsu Koki received the “Silver Certification for Excellent Healthy Company” in March 2025