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.


 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.

Equal opportunities for all genders

At the HOYA Group we work to achieve fair employment opportunities and benefits for all genders.
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.
As of the end of June 2023, two of external directors are women.

 “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* in Japan.

※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 2023.3
Proportion of Female Employees 23.0% 24.7% 25.9% 28.0% 29.6% 29.9%
Proportion of Female Leaders 8.1% 9.3% 10.8% 12.7% 14.3% 14.2%

We had set targets of 15% for the ratio of female employees in management positions and 30% for the ratio of female employees to all employees of HOYA Group in Japan by March 2023, but we have not achieved either of these targets.

We have set new targets of 18% for the ratio of female employees in management positions and 32% for the ratio of female employees in all positions of HOYA Group in Japan by March 2026.
In order to achieve these targets, we will actively promote initiatives such as eliminating gender division of role, systematically developing and providing opportunities for female managers, and proactively hiring human resources from outside the company.


The gender wage gap in Japan
All employees (%) Regular employees (%) Non-regular employees (%)
HOYA Corp. 40.7 62.3 68.9
HOYA Technosurgical Corp. 69.3 73.4 86.5
HOYA Corp. and its consolidated subsidiary 41.8 63.2 67.4

As of March 31,2023

The gender wage gap represents the ratio of women’s wages to men’s wages. The Company’s wage system is designed to pay equal wages for the same duties regardless of age and gender. However, a 41.8% wage gap exists between men and women at HOYA Corporation and its consolidated subsidiary in Japan. This is due to the fact that the percentage of female employees in management positions remains at a low level, and the percentage of non-regular female employees is extremely high at 37% especially in the contact lens retail business.

In the future, we will promote initiatives to utilize human resources in a gender-neutral manner, such as those mentioned above.

Utilizing people with disabilities

HOYA is working to create a workplace where people with disabilities can play an active role, such as by operating the Ichikawa Challenge Office, which supports the eco project.
By creating an environment in which diverse human resources can demonstrate their abilities and work in a more productive and efficient manner, HOYA is striving to achieve both their job satisfaction and personal fulfillment, and to enhance corporate value.


Creating a Rewarding Workplace

HOYA Corporation in Japan has introduced the following systems to support flexible working styles for employees as part of its efforts to create a rewarding workplace.
Each business division is working to develop the necessary environment and systems and create a culture that is tailored to their respective businesses.

Those related to childcare/nursing care support Those related to workstyle in general
  • Childcare/nursing care support system (leave of absence, shortened working hours)
  • Staggered working hours
  • Leave to provide care for children
  • Encouraging male employees to take childcare leave, etc.
  • Flextime system
  • Shortened working hours, reduced number of working days
  • Challenge leave*
  • Second job
  • Work from home
  • Encouraging employees to proactively take annual leave by setting recommended days for taking annual leave, etc.

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.


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