Social
Human Capital

Strategy for Human Resource Development

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 the 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 promoted a non-Japanese to the position of executive officer, and non-Japanese nationals account for more than 60% of presidents of key business divisions running businesses globally.

Sharing of Corporate Mission

“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 of Female Leaders

Proportion of Female Employees FY2019 FY2020 FY2021
Japan 25.9% 28.0% 29.6%
Overseas 57.4% 55.7% *
Group‐wide 53.4% 53.0% *
Proportion of Female Leaders FY2019 FY2020 FY2021
Japan 10.8% 12.7% 14.3%
Overseas 27.5% 43.3% *
Group‐wide 20.2% 34.5% *
* Since fiscal 2020, we have been conducting a survey on the proportion of women overseas and on a Group-wide scale, together with the employee engagement survey. In fiscal 2021, no employee engagement survey was conducted; thus, no data was collected. The next survey is slated to be conducted in the fall of 2022.

Proportion of Female Employees and Proportion of Female Leaders in Japan

Proportion of Female Employees and Proportion of Female Leaders in Japan

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, at HOYA Corporation, two of its directors are women (25.0%), and three of its officers including executive officers are women (30%).

We are promoting “Minkatsu” activities by setting our target at 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

  • 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.

Those related to workstyle in general

  • 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.

* 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.

By developing an environment in which diverse personnel can play an active role by demonstrating their capabilities and systems that enable workstyles with higher productivity and efficiency, we will strive to strike a balance between realizing the sense of fulfillment from work as well as personal life and enhancing corporate value.

Utilizing people with disabilities

The HOYA Group actively utilizes people with disabilities, for example in the operation of its Ichikawa Challenge Office that supports eco projects.
(Proportion of disabled persons employed in Japan: 2.31% as of March 31, 2022)

Employee Engagement Survey

Based on the belief that “people are our great asset,” we are seeking to create a workplace environment in which diverse employees can demonstrate their respective abilities, take on new challenges and realize their potential.

HOYA periodically conducts an employee engagement survey targeted at all employees in the Group. Through the survey, we listen to employees’ opinions and utilize them to create a better workplace environment.

After conducting a survey in March 2021 (fiscal 2020), we analyzed the results obtained from the survey and then implemented a series of measures by focusing mainly on two fields. (The response rate for the survey conducted in March 2021 was 96%.)

1. Performance Management (Performance Evaluation System)

Through the survey, employees called for greater objectivity and transparency in the performance evaluation system and a higher frequency of talks about career development with their supervisor. In response, we have revamped the HOYA Group’s framework of performance management (performance evaluation system) and started implementing it afresh in fiscal 2022.

  • Gist of new performance management:
  • ・ Determine clearly-defined figures that are expected for performance targets and actions
  • ・ Conduct evaluation in a fair and objective manner
  • ・ Give periodic and effective feedback for human resource development
  • ・ Pay-for-performance

2. Career Development

Employees also demanded more learning and skill development than before. In response, we plan to launch, on a trial basis, an online learning platform for upskilling employees and assisting them in acquiring qualifications in fiscal 2022.

  • Gist of career development program (online learning platform):
  • ・ Re-train employees who support HOYA’s growth strategy
  • ・ Spur employees to engage in life-long learning
  • ・ Upskill employees by providing on-demand learning content

Going forward, we will continue to listen to employees’ opinions through employee engagement surveys on an ongoing basis and develop an environment in which each and every employee can grow together with HOYA with a sense of fulfillment from work. (The next employee engagement survey is scheduled to be conducted in the fall of 2022.)

Enhancement and development of human resources

Basic approach

At the HOYA Group, we provide a work environment that respects individuality and diversity and promotes the growth of individuals while giving consideration to the safety and health of employees. Furthermore, each and every employee works to improve the knowledge and skills and we provide the innovative value sought by society.

Human resource development

People differ in terms of things such as values, how they live, personality, and individual capabilities. There are also a wide variety of stances toward jobs and ways of working. For this reason, organizational management in the current era needs to provide frameworks that leverage the individuality of employees and allow employees to increase their capabilities in environments that match individual aptitudes. The new ideal employee environment sought by HOYA is one in which all employees can fully exploit their capabilities and contribute to the organization and business through friendly competition.

In response to the wide variety of capacity development needs of employees and in order to learn the specialized knowledge and skills required for the industry, the HOYA Group individually deploys the employee educational programs that are most suitable for each business division and region.

For example, for the Eye Care Company’s human resource development and HOYA Electronics Singapore’s participation in the Electronic Industry Citizenship Coalition (EICC) Code of Conduct seminar, please refer to our website.

HOYA Prize

The HOYA Prize is an award system that has been established for all employees with the aim of recognizing and rewarding the daily hard work and efforts of employees in order to communicate a spirit of gratitude towards employees that always do their utmost amid a difficult business environment. The award system does not stipulate any detailed standards, but winners are rather decided on by the CEO based on recommendations received from the managers of each business and human resources representatives.

Development and Active Participation of Technical Personnel “Engineers' Report Competition Program”

For the purpose of further boosting the technological capabilities of the HOYA Group as a whole, we convene an “Engineers’ Report Competition Program” once a year as a place to announce achievements in technological development and improvement made in business divisions. An award is presented for technical reports and unique technologies that are deemed to be particularly outstanding by executive officers who serve as judges. As the respective staff members in charge of technology in business divisions congregate at the event, it also serves as a place for them to interact with technical personnel of other divisions.