Basic approach

Noritake considers employees to be a valuable asset. Centered around the philosophy of "People thrive through inspiration, and perish through complacency," we value and encourage a proactive attitude toward taking on creative challenges. Noritake is committed to creating a workplace where employees can work with joy, which forms the foundation of our approach to improving the work environment and supporting employee career development. In addition to promoting a healthy work-life balance, Noritake seeks to improve employee engagement through human resource measures that foster autonomous growth of employees while staying attuned to employee needs. By doing so, the Noritake Group aims to achieve sustainable growth through improved productivity.

Enhance employees' physical and mental health

Improving work-life balance

Noritake is committed to improving the work-life balance of our employees. In addition to encouraging the use of paid leave, we expanded our special paid leave system in April 2023, which can be used in unexpected situations, such as contracting an infectious disease, to create a more supportive environment for employees to take paid leave with peace of mind. For life events such as childcare and caregiving, Noritake has not only established leave and absence systems but also implemented a system for taking annual leave in hourly unit and a flexible work system for childcare and caregiving (either part-time or full-time), which are utilized by our employees. Telecommuting continues to be offered as part of Noritake’s work-life balance initiatives, helping reduce the burden of commuting and enabling more efficient use of time.
Additionally, Noritake has introduced a medical treatment support work system to support employees who require ongoing or repeated treatment, which was expanded in April 2023 to include fertility treatment. We will continue to support employees through flexible work schedules tailored to their treatment needs.

Ratio and average number of days of annual paid leave taken at Noritake

Promote health management

Understanding the vitality of employees to be the source of corporate vitality, the Noritake Group adopted a Health Management Declaration on April 1, 2020. We actively work to improve the health of our employees and their families under our promotional structure, in which the President serves as General Manager, the officer in charge of the Human Resource Department serves as Promotion Manager, and Human Resources Department is in charge of operating the activity, in partnership with health insurance associations, labor unions and occupational physicians. Following the recognition in 2023, we were certified as a 2024 "Health and Productivity Management Outstanding Organization (large enterprise category)", a joint certificate by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi. "Health and Productivity Management Outstanding Organization" is a program that highlights outstanding large enterprises and SMEs with excellent health management, based on initiatives aimed at addressing health issues in communities, and efforts in line with health and productivity management promoted by Nippon Kenko Kaigi.

System diagram

Health improvement initiatives

The proportion of employees who have received the regular general health checkups at Noritake was 100% (FY2023) and the rate of employees required follow-up checks was 61.6% (FY2023). Occupational physicians check the results and provide health guidance and recommendations for medical examinations. The rate for detailed examinations was 79.5% (FY2022), leading to early detection and treatment. Screenings for breast cancer, which has a high number of cases and a low screening uptake rate, saw a significant improvement in FY2023 after the subsidy was increased in FY2021 and the screenings were added as a standard item in health checkups. The screening rate rose to 41.7% in FY2023, up from 13.5% in FY2020. Additionally, live health seminars were held for employees and their families, and a leaflet on health was distributed to raise health awareness. The live seminars had a total of 1,301 participants and viewers. New initiatives in FY2023 included providing a smartphone app aimed at improving lifestyle habits and offering a simplified test for sleep apnea syndrome (SAS) to those interested in taking it. These efforts have been well received by the workforce.

Statistics on employee health habits

We conducted a health awareness survey along with a stress check.* Regarding the absenteeism indicator*1 question, which asked about the number of days absent due to illness or injury over the past year, 45.6% of respondents answered "0 days." Regarding the presenteeism indicator*2, which asked about job performance, 24.4% of respondents said they were able to "perform at 100%." Additionally, in the work engagement indicator*3 questions, 33% of respondents gave positive answers regarding vitality, and 56.3% gave positive answers regarding enthusiasm. We will continue to promote health management, aiming to enhance employee satisfaction and improve both individual and organizational performance.

*1 Absent due to health problems
*2 Decline in productivity at work due to health problems
*3 Refers to a positive and fulfilling psychological state characterized by vitality and enthusiasm toward work

Reduction in health risks

The Noritake Group works with the health insurance association to reduce health risks. In particular, we consider the prevention of lifestyle-related diseases that can interfere with work if they become more severe, and we are working to improve the rate of receiving specific health guidance. In FY2020, the health checkup participation rate dropped to 43.2% due to the COVID-19 pandemic, but it improved for two consecutive years, reaching 62.2% in FY2022.

Insurance benefit costs (Per individual Noritake Group health insurance association member)

Specific health guidance implementation rate (all Noritake Group health insurance association members)

We will continue to work to further improve the health of our employees and their families over the long term.

Mental healthcare

We work to improve mental health by conducting mental health education tailored to each employee seniority ranking level, from newly hired employees to managers.
Workplace improvement and analysis are conducted in light of the results of organizational analysis, as we work to reduce our overall risk.

Stress check receiving rate and overall risk score (Noritake)

Create a workplace where employees can work in a lively manner

Personnel System

In April 2024, Noritake renewed its personnel system. As one of the initiatives to reform the organizational culture aimed at realizing the Long-term Vision, the new system was designed to foster a spirit of challenge and enhance employee engagement.
The new system is built on three pillars: Fostering an organizational culture that encourages challenge, encouraging the participation of diverse human resources, and establishming a system that rewards contribution.

From the perspective of the Long-term Vision, we have drawn an image of our expected human resources with the keywords: diversity, growth, challenge, leadership, and new value creation. They are closely linked to personnel evaluation criteria.
For managerial positions, the system is based on a role-grade structure that strengthens the link between work (role) and reward (compensation). The role-grade structure comprises two categories: "Management" for organizational managers, and "Professional" for those contributing with advanced expertise. This aims to accommodate diverse career perspectives by clearly defining career paths that go beyond promotion to organizational management, and to enhance organizational resilience.
Additionally, the minimum age for promotion to managerial positions has been lowered from 35 to 30, enabling early promotion of outstanding employees and motivating young staff to take on work and pursue personal growth.

With the introduction of the new system, we have extended the retirement age. We plan to incrementally raise the retirement age to 65, in order to encourage a broader range of age groups to play an active role.

Human resource development

The Noritake Group is promoting human resource development centered on on-the-job training (OJT) at each workplace. To support OJT, we conduct "training by qualification" programs tailored to each employee grade. These programs focus on teaching the roles, work approaches, and problem-solving skills required for each level. We also provide "training by purpose" and training for newly-appointed managers and selective training for the next generation of leaders as OFF-JT to help employees acquire specialized knowledge and skills, tailored to different job categories (sales, engineering, manufacturing) and foundational education (DX, safety, quality, intellectual property, compliance, export management, contract review). Correspondence education courses are also provided for self-development, and there is a system that subsidizes full tuition fees for courses particularly 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 (persons)

Job rotation system and career path support

Since FY2022, Noritake has implemented a job rotation system aimed at developing individual skills and revitalizing the organization. Through multiple job experiences, we expect employees to develop skills and foster a spirit of challenge. In addition, we conduct career interviews to enable employees to share their strengths and future aspirations with their managers, supporting their growth. In FY2024, we plan to introduce a career consultation service and conduct career design training by age group to further encourage self-directed career development.

Engagement survey

Noritake has been conducting engagement surveys since FY2023. The results are analyzed at a workplace level and used to consider various initiatives for organizational improvement. Improvement of employee engagement is positioned as a key component of Noritake's human capital strategy, and we will continue to monitor engagement scores as part of continuous improvement efforts. A summary of the survey results, along with a message from the officers in charge, is shared with employees to emphasize its importance.

Communication with employees

In order to provide Noritake Group employees with awareness regarding company policies as well as education, Noritake publishes the Japanese edition of the Noritake Group internal newsletter "SAKIGAKE" 12 times each year, and distributes its global edition four times each year. Additionally, in FY2023, a booklet version, the Noritake Corporate Report, was distributed to employees for wider awareness.
Also, from FY2022, townhall meetings designed for direct communication with the top management have been held with the aim of establishing and promoting organizational culture reform. In FY2023, around 140 employees, mainly from the section manager and team leader levels as well as young employees in their 30s, participated. The meetings form a venue for active exchange of opinions on the business environment, future prospects, and workplace environment.

In FY2024, we plan to expand the target to include manufacturing sites, starting with an event at the Miyoshi Plant in May, followed by visits to other plants sequentially.

Foster a corporate culture that respects diversity

To adapt to changes in social needs driven by technological advancements and diversification of values, the Noritake Group believes that it is necessary to proactively incorporate diversity within its own organization. We strive to create a comfortable work environment where employees with diverse backgrounds can fully express their individuality, and actively promote diversity, equity, and inclusion (DE&I)

Promote active participation by women

At Noritake, the active participation of women is considered a priority in ensuring workforce diversity. In accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, Noritake has established the following General Employers Action Plan and is actively promoting it:

Trend in the ratio of females as new graduate recruits(university or higher education)

Ratio and number of female managers(manager or higher)

Ratio of male employees taking childcare leave