Together with employees


The Noritake Group has 5,091 employees (as of March 31, 2019). When hiring, we respect different ways of thinking and human nature, not just academic achievement. In addition, we respect the human rights of employees in their treatment after employment and do not discriminate based on age, gender, sexual orientation, birthplace, nationality, etc.

Human resource development

The Noritake Group is promoting human resource development centered on OJT (On the Job Training) at each workplace. In order to support this On the Job Training, we conduct OFF-JT such as training for new employees and "training by qualification," which is provided when employees are promoted. We also provide "training by purpose" to teach employees specialized knowledge on topics such as finance, legal affairs, and coaching.
Correspondence courses are also provided, and there is a system that subsidizes tuition fees for courses recommended by the company. Many employees use this system to improve their language skills and acquire official qualifications.

Number of employees receiving official qualifications and taking correspondence courses (people)

Number of employees receiving official qualifications and taking correspondence courses (people)

Human Resources courses that harness individuality

The Noritake Company offers multiple personnel courses so that each employee can fully harness their individuality in their work. Employees can change to a different course from the one they selected via reviews. In addition, for some job qualifications, there is a self-assessment system that allows employees to analyze and evaluate their own abilities and suitability for work and consult directly with the Human Resource Dept.

Human Resources courses that harness individuality

Promotion of action plans based on the Act on Promotion of Women's Participation and Advancement in the Workplace

Based on the Act on Promotion of Women's Participation and Advancement in the Workplace, we have developed and promoted a "General Employers Action Plan." The aim of the plan is to advance diversity by promoting the active participation of women and contribute to securing excellent human resources and business growth.

Plan period: April 1, 2016 to March 31, 2019

We set the goals of increasing the number of women in the total course who are candidates to become future managers by 1.5 times, providing training for women to be promoted from the associate course to managerial positions. We established a system for career development that assumes child care leave and reduced working hours during child care, and we took steps to achieve these goals. As a result of the seminars and training that we conducted to raise the awareness of women's active participation in work and the development of female employees' abilities, the number of women in the total course has increased. In addition, we issued the "Handbook on support for balancing work with child care" to introduce our work-life balance support system and encourage its use to realize work-life balance so that employees can realize their abilities with peace of mind.

Plan period: April 1, 2019 to March 31, 2022

We formulated a new action plan to create a work environment where women can play an active role, realize their abilities, and develop their careers. The goals are to increase the number of key female personnel in fiscal 2021 by 25% compared to fiscal 2018, double the number of female managers, create an environment where women can realize their abilities, and foster a culture that promotes the active role of women, and we are taking steps to achieve these goals.

Improving work-life balance

We aim to improve the work-life balance of our employees. In addition to encouraging employees to take their annual paid leave, we have established a variety of holidays and leave systems that can respond to individual life events, supporting various ways of working for our employees.
Since fiscal 2017, we have introduced a system that allows employees to take annual paid leave in units of one hour and a flextime system (shorter working hours or full-time) for employees who provide child care/nursing care. As a result, in the Noritake Group in fiscal 2018, there were 71 employees who took leave, 48 employees who took shorted working hours, and 33 employees who used the flextime system in relation to childbirth, child care, and nursing care.
From fiscal 2019, we have introduced a treatment support work system that enables employees to continue working while undergoing treatment as part of our efforts to create a better working environment for employees.

Safety and Health Management System

The Noritake Group believes that the foundation of its business activities is a comfortable work environment that is safe, hygienic, and allows employees to work in a healthy manner both physically and mentally. We also believe that the company is responsible for creating and maintaining such an environment.

Noritake Groups Basic Policy of Safety and Health

The Noritake Group actively works to create safe and comfortable working environments where employees gain satisfaction from their work with the recognition that protecting the safety and health of all our employees is the most important foundation of our corporate activities.

  • We prioritize safety and health over everything else.
  • We observe laws and company rules regarding safety and health and work to improve the standard of safety and health management.
  • We strive to maintain and improve good communication and ensure the participation of all employees.

In order to prevent occupational accidents and maintain the health of our employees, we set safety and health management targets every year based on the Group's Basic Policy of Safety and Health. The Safety and Health Committee is held every month to share examples of occupational accidents and countermeasures to prevent similar accidents. In addition, we distribute health and safety guidebooks to all employees and strive to make employees aware of the basics of safety and health and the precautions related to each type of work.

Health and Safety Management System diagram

Health and Safety Management System diagram

Initiatives to prevent occupational accidents

In fiscal 2018, we promoted company-wide safety and health activities in accordance with the concept of the Occupational Safety and Health Management System (OSHMS) and conducted internal audits to resolve problems and issues in activities and make continuous improvements. As initiatives to prevent occupational accidents, we have continued to develop hazard location mapping campaigns, safety experience education, and risk forecasting training.
In fiscal 2019, in addition to our conventional risk assessments, we will work to encourage adoption of safety observations (two-way communication to ensure that workers follow the work standards and managers ensure that they are followed).

Employee health management

Implementation of health checkups and follow-up for employees with concerns

We conduct regular company-wide health checkups in the first half of the fiscal year and identify the concerns at an early stage. For employees who are found to have lifestyle-related diseases, in addition to providing health guidance such as improving meals and exercise mainly by health advisors at each clinic, the Noritake health care association also gives specific health guidance and checks for improvements.

Improving the work environment in the workplace

Among the raw materials used in the production of our products, there are substances that may affect the human body, such as dust, organic solvents, and specific chemical substances. We regularly measure the workplace environment in accordance with laws and regulations, monitor and improve the conditions, and strive to improve the working environment. In addition, we conduct risk assessments for chemical substances at each business site and plant to reduce health risks caused by harmful substances.
As a countermeasure against heat stroke in the summer, we provide education and countermeasures for managers and workers mainly in kiln workshops such as heating furnaces.

Mental health care

We have incorporated mental health training on self-care and care from superiors into our training by qualification to improve knowledge step by step according to job rank. We have implemented a stress check system once a year since fiscal 2016. Based on the results of our organizational analysis in fiscal 2017, we improved the workplace environment and conducted training for managers on communication.
As a result, the stress check in fiscal 2018 showed the support from supervisors and colleagues in the workplace has increased.