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We are continuing to focus on developing human resources as part of our efforts to make “human-centered automation” a reality. In doing so, we are putting into practice Yamatake’s long-standing view that our employees are a valued asset, the source of corporate cultural renewal and the creative source of our enterprise value.

New Remuneration Scheme

In April 2008, Yamatake began using a new remuneration system for regular employees. The previous system was put in place in April 2004, but we decided to revise this system with three goals in mind: 1) maintaining and enhancing employee motivation, 2) fostering the drive to take on new challenges, and 3) enhancing teamwork capabilities.
The remuneration scheme is important to achieve these goals, and we have conducted seminars throughout Japan to give our employees a deeper understanding of the new system. Additionally, we plan to continue holding biannual training sessions to ensure that evaluations are fair and acceptable and that the new system becomes well established.

Rehiring Employees after Retirement (Senior Employees)

Following amendments to the Law Concerning Stabilization of Employment of Older Persons, Yamatake has expanded and improved its system for reemploying personnel who have officially retired. We created an environment in which employees who are still healthy and eager to work after reaching the retirement age of 60 can continue to provide leadership and remain active in the workplace based on their knowledge, expertise and extensive experience.
Consequently, the post-retirement reemployment rate exceeds 70%, and the number of employees working after being rehired as “senior employees” increased from 62 in fiscal 2006 to 146 in fiscal 2007. These senior employees actively put their wealth of experience and broad range of skills to use in a variety of workplaces.

Nurturing Human Resources Development throughout the Company

With the goal of making “human-centered automation” a reality, Yamatake is promoting reform in a plethora of business areas, and strengthening and expanding its international operations. In addition to our existing education programs, we are making a concentrated effort to: 1) shore up management at all levels as the foundation of our efforts to achieve business targets, 2) foster human resources on a global level to assume the essential responsibilities for our international business, and 3) encourage employees to study on their own to acquire credentials and language skills.
Based on the principle that human resources are the underlying source of growth and that an enterprise cannot grow if its personnel are not nurturing and expanding their own skills, we are working to build even more solid foundations for the Group through a more concerted focus on personal training and development.

Hiring Overseas Employees (Hiring Exchange Students, Offering Internships)

Each year, the Group offers internships to students from overseas. More than 50 people have taken advantage of internships offered by the Group. In fiscal 2007, university students from Canada, England, Portugal and Germany spent one year undergoing on-site training in R&D and product development. They learned about Japan’s latest technologies and took strides in developing skills that will be especially useful in their native countries for future employment.
We also invited three foreign students from Germany, China and Mongolia who are attending Japanese universities to work alongside our staff during two-week sessions. As the students are already extremely proficient in the Japanese language, they experienced no language barriers and could communicate freely with our staff. They have expressed interest in working for Japanese companies upon graduation, and we hope that their experience at our workplaces will be put to good use in pursuing their careers.

Growth in Employee Headcount Overseas

Yamatake has continued to aggressively expand overseas since establishing its first overseas unit in China in 1993 and now has more than 20 locally incorporated subsidiaries and offices overseas. There are approximately 1,000 people working for Group companies overseas, including about 100 employees sent overseas from Japan.
Among these employees are a growing number of individuals who have served as key employees at overseas affiliates since these companies were founded and who now serve as managers. At our local affiliates in the U.S., Europe, China and South Korea, local employees have been serving as directors and had been appointed to important managerial posts. Their expertise is crucial for meeting the needs of our many customers in providing products, services and expertise in markets worldwide.

More Active Involvement of Women in the Workplace

From December 2007 to February 2008, targeting female managers and section chief deputies, Yamatake enacted a program designed to encourage greater involvement among female employees in the workplace. After the program was completed, each individual drew up an action plan that will be reviewed in conjunction with supervisors over three- and six-month intervals.

Yamatake Friendly: Hiring People with Developmental Disabilities

Yamatake Friendly, a special subsidiary that meets the needs of people with developmental disabilities, celebrated its 10th anniversary in February 2008. In addition to performing work that is essential to operations in the Group, Yamatake Friendly is increasingly accepting consignment projects and work for outside companies and organizations. This company hosts tours and employs trainees to work alongside people with developmental disabilities, which enables people to see firsthand the considerable potential that people with developmental disabilities have to participate in the workforce, and encourages a greater understanding of the challenges they face.

Addressing Mental Health Issues

Through its automation operations, the Group aims to provide customers with a sense of safety, comfort and accomplishment. These automation operations are founded on the efforts of our employees, each of who is vital to Yamatake. We have created systems to provide full support and backup for employee health management. Recently, the seriousness of mental health issues—a problem shared by all of society—has come to light. Yamatake implements mental health support measures tailored to the lifestyles of each employee. For example, after new employees complete their training and are placed in a work location, a specialist counselor will visit each workplace to provide counseling.

Regular Testing for Metabolic Syndrome

Since fiscal 2008, Yamatake has offered regular testing to detect metabolic syndrome. In addition, Safety Service Center Co., Ltd., a Group member, has been contracted to provide employees with health guidance via motivational and active support after the completion of the regular testing. Utilizing communication and technology for health support, Yamatake is committed to providing everyone, but particularly the elderly, with a sense of safety, comfort and accomplishment through health care operations that offer peace of mind. This commitment of course includes supporting the health of its employees and their families.

Labor Initiatives toward a Work–Life Balance

Now that lifestyles and values are diversifying, employees are seeking more fulfilling lives, ways of working best suited to their lifestyles and more time out of the workplace.
We believe that increasing job satisfaction and motivating employees to apply themselves to their jobs raises productivity and enables us to maintain consistent quality in the workforce. Consequently, we established the Work–Life Balance (WLB) Committee with representatives from both labor unions and management to work toward achieving harmony between the individual, his or her individual pursuits and work. The goal here is for employees to achieve peace of mind as well as a sense of comfort and accomplishment.

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