Respecting human rights
Basic approach
The HOYA Code of Conduct stipulates the basic guidelines to be complied with when performing operations based on the Corporate Mission and values of the HOYA Group. The Code of Conduct clarify that basic human rights are to be respected and that all forms of discrimination and harassment in connection to race, nationality, gender, religion, belief, birthplace, age, or disabilities are to be eliminated in all corporate activities. We aim to create a safe and healthy workplace that allows employees to feel secure while they work. The Company will provide equipment, systems, and working conditions so that each and every employee respects and cooperates with each other as the Company strives to create a workplace that is easy to work in.
HOYA Code of Conduct
The HOYA Code of Conduct is guidelines for all officers and employees of the HOYA Group to execute operations in the right way in accordance with the philosophy and values set out in its Corporate Mission and Management Principles. Having translated the HOYA Code of Conduct into 27 languages in consideration of the circumstances of the Company, which operates businesses on a global scale, we are making the content thoroughly known within the Group by such means as making employees do a read-through in the Group to which they belong once a year and conducting online education and verification tests.
Go to HOYA Code of Conduct page
Respecting individuals
1. Preventing sexual harassment and power harassment
The HOYA Code of Conduct clearly states that the diverse values, individuality, and privacy of individuals are to be respected and clearly prohibits discretionary language, acts of violence, sexual harassment, and power harassment in connection to race, nationality, gender, religion, belief, birthplace, age, or disabilities.
Activities to promote the awareness of the Code are conducted through means such as training classes in Japan.
2. Establishment of an employee whistleblowing and consultation system
As part of our internal control systems, the HOYA Group established the HOYA Help Line in 2003 as a whistleblowing and consultation system for the Group.
Diversity
Utilizing global human resources
The HOYA Group promotes sales and production at optimal locations on a global scale in diverse businesses. In this context, the diversity of human resources in the Company is our strength as well as our driving force for sustained value creation. HOYA believes that by respecting and accepting diversity and proactively taking advantage of the “differences,” we can flexibly adapt to the ever-changing business environment and meet diversifying customers’ needs, and thereby bring about higher corporate value.
HOYA has long been recruiting personnel based on their individual capabilities, regardless of their nationality, gender, etc. Over 90% of our employees work in locations outside Japan. By proactively promoting talented local employees to top management positions and giving them more opportunities, we have been pursuing globalization of the Group as a whole, resulting in the percentage of non-Japanese nationals in top management positions at overseas subsidiaries exceeding 90%. Going forward, HOYA will continue to provide equal opportunities to many competent personnel.
As of the end of June 2022, at HOYA Corporation, we have a non-Japanese executive officer. Also 64% of division managers are non-Japanese nationals.
“Minkatsu” Diversity Project
In 2014, we launched the “Minkatsu” diversity project for the purpose of creating a work environment in which each and every employee can feel a sense of fulfillment from work and play an active role by fully demonstrating his/her ability. As part of the “Minkatsu” diversity project, we are working to increase the proportion of female employees and female leaders*.
※Female leaders: Subsectional chief equivalent to or above section and highly skilled professionals
Proportion of Female Employees and Female Leaders in Japan
| 2018.3 | 2019.3 | 2020.3 | 2021.3 | 2022.3 | |
|---|---|---|---|---|---|
| Proportion of Female Employees | 23.0% | 24.7% | 25.9% | 28.0% | 29.6% |
| Proportion of Female Leaders | 8.1% | 9.3% | 10.8% | 12.7% | 14.3% |
We do not discriminate based on gender in hiring, promotions, or pay increases, and instead focus on actively employing human resources with highly specialized capabilities and morals. In addition, two of the independent directors are women.
Despite having promoted the “Minkatsu” diversity project by setting our target at making female leaders in Japan account for 10% or higher by March 31, 2018, we fell short of meeting the target at that point in time. We are promoting activities based on new targets that we have set again, i.e., making female leaders and female employees in Japan account for at least 15% and 30%, respectively, by April 2023. The proportion of women is steadily increasing, and going forward, we will continue to engage in initiatives from the viewpoint of expanding the recruitment and occupational fields of women and improving the workplace environment/culture, as well as holding career advancement seminars and cross-divisional exchange meetings targeted at female employees, among others.
Business divisions are making efforts to develop the necessary environment, systems and culture tailored to their respective businesses.
| Those related to childcare/nursing care support | Those related to workstyle in general |
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Challenge leave* : HOYA Corporation has established the challenge leave system for employees that have worked for a set number of consecutive years. A challenge leave of 20 days each is granted when the number of consecutive years worked by employees that work five days a week reached 10 years, 20 years, and 30 years.
Utilizing people with disabilities
Employee Engagement Survey
In order for the workplace—i.e., “HOYA”—to be a “field” in which individuals can undergo further growth while “actions demanded” by the Company are demonstrated by employees on an individual basis, we believe that it is important for both employees and the Company to make efforts to pursue the ideal workplace by identifying the areas in need of improvement through engagement surveys. The Company conducts an employee engagement survey covering the entire Group once a year.
“Actions Demanded by HOYA”
Engage in work from a business perspective in view of total optimization—not partial optimization—of business while being mindful of our vision
- Reject the status quo and make a change
- Stick to your strong beliefs
- Think outside the box in terms of your work
We believe that by taking such actions, the creation and innovation of new values and frameworks will be facilitated, and that the growth of individuals will translate into the growth of businesses and the Company as a result.
In response to the survey results, discussions are held at each workplace, and based on a deeper understanding of the results, areas in need of improvement are identified and reflected in action plans.