Press Release

 

In its Medium-Term Management Plan 2026, Aichi Tokei Denki has set a vision of Aichi Tokei Denki will contribute to the creation of a sustainable society through “measuring technology” and “connecting technology.” and is promoting key measures based on its basic strategies of "Expand markets and business fields," "Strengthen the competitiveness of core businesses," and "Increase corporate value".
In this issue, we will focus on "Promoting human capital management," a sustainability strategy, and introduce interviews with employees who are working to strengthen their human capital and realize diverse working styles.

 

 

Human capital initiatives

We are working to create an environment that supports the people who work at Aichi Tokei Denki.

Aichi Tokei Denki's vision for its 2026 Medium-Term Management Plan is to "contribute to the creation of a sustainable society through measuring and connecting technologies." To achieve this, people are the most important factor. 
Our company is working to improve employee engagement in each department, and is actively recruiting overseas talent and mid-career talent as we promote diversity in our workforce. Through these efforts, we will strengthen our human capital and improve productivity across the company.

 

Aichi Tokei Denki's human capital KPIs

 

Strengthening human resource development
In line with setting the image of human resource development to which we aspire, we also took a broad review of our educational framework.
In addition to hierarchy-based education according to traditional grades and roles and professional training based on occupation, we conduct training for mid-career hire employees. Moreover, we have newly established
courses for elective-type business training that facilitate the acquisition of business knowledge and language learning, management capabilities and other skills to support employee’s independent career development, as well as financial literacy, reskilling, and second life-related education according to age group.
We also have a comprehensive training system for young employees, including training at our Vietnamese subsidiary with the aim of broadening their global perspective, and follow-up training one year after joining the company.

 

Diversity, Equity & Inclusion (DE&I)
We aim to enable all employees, not just women, to pursue an ideal work-life balance based on their own values ​​and to be able to play an active role both at work and at home.
We are implementing measures such as surveys and career education for female employees and setting up consultation desks. We are promoting the development of an environment and systems that support diverse working styles.

 

Improving the employment environment to support employees with disabilities
We employ employees with disabilities full-time and strive to create a work environment where they can work with peace of mind and high motivation.
By reorganizing and centralizing procurement management and general affairs of each department, which had previously been outsourced, exclusively for employees with disabilities, we have also improved operational efficiency and reduced costs across the company.
We will continue to improve our employment environment to provide a place where each and every employee can thrive.

 

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Promoting diverse work styles

We are promoting work style reforms to suit diverse life stages.

Aichi Tokei Denki regards the decline in the workforce due to the declining birthrate and aging population as a risk to human capital management, and is working to improve work efficiency through work style reform and digital transformation, as well as to create an environment and systems that support diverse work styles.
The company also focuses on health management, and has been recognized as a "Health and Productivity Management Excellent Corporation" . It regularly provides health information, introduces health support apps, has a completely non-smoking premises, and implements mental health measures.
The company also focuses on realizing work styles that suit the diverse life stages of employees. The rate of childcare leave taken by women is 100%, and the number of men has also increased significantly. In addition, the company is promoting the establishment of a childcare short-time work system that exceeds the legal requirement, and a paid childcare leave system.

Related links｜Sustainability｜Society

 

Aichi Tokei Denki is aiming for 100% of employees who have given birth to children to take childcare leave. We interviewed the Human Resources Department, which strives to create an environment that makes it easy to balance work and childcare, employees who have actually used the childcare leave system, and the employees' superiors who support employees in making it easier to use the system, to get a glimpse into the actual usage of childcare leave.

 

There is an atmosphere that it is normal for male employees to take parental leave as well.
Mr.K:
In my department, even among male employees, the rate of taking up the childcare leave system is over 80%, and those around me also take advantage of the system as a matter of course.
I also took childcare leave without hesitation, as my wife was not feeling well immediately after giving birth, and our parents' home was far away and it was difficult to get support.
There was an atmosphere that made it easy to discuss "I want to take childcare leave" in advance, and work adjustments were also made smoothly. I was grateful that not only was the system available, but the environment was also easy to use.

 

The days of "endless diaper changes" are now just fond memories.
Mr.K:
During my parental leave, I tried to take care of the childcare and housework as much as possible, other than breastfeeding.
It was hard having to prepare three meals a day and change diapers seemingly endlessly, but after three days I got used to it and was able to spend quality time with my family. I was able to nurture family bonds during my two-month parental leave, and I think I developed the habit of being actively involved in housework and childcare even after returning to work.
I truly believe that it was thanks to the company's systems that I was able to build the foundation for balancing work and family life.

 

We want to support you in your work so that you can balance your work and family life.
Mr.T (Mr.K's Boss):
I always try to make it easy for employees to balance work and family life.
We start by creating an environment where it is easy to ask for advice, and then we support employees from the work side by providing flexible work systems, such as taking leave and using flextime. I think the increase in the number of people taking childcare leave is the result of the whole company thinking about "ease of working."

 

We want to listen to the voices of our employees and create a more flexible working environment.
Human Resources Department:
In order to create a comfortable workplace, the Human Resources Department strives not to just provide systems.
For example, we create an environment where employees can easily use the systems by contacting employees individually, educating them on how to use them, and setting up consultation desks. I would like to continue to listen to the opinions of employees on a daily basis and create an environment where employees can work in a more flexible way than they do now.