Diversity and Inclusion / Talent Development

Diversity and Inclusion

Improving the Employment Environment to Promote Active Participation of Women
To help establish an employment environment that enables the active participation of women and permits employees to achieve a better work-life balance, Artner has formulated a General Employers Action Plan, based on the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children. We also strive to increase the number of female executives and improve the rate of childcare and nursing leave utilization.

Diversity and LGBTQ+ Initiatives

At Artner, we believe that promoting workplace diversity and giving all employees the opportunity to demonstrate their full potential lead to innovation and value creation. For this purpose, we strive to foster an inclusive company culture, through measures such as diversity training, LGBTQ+ study meetings, and activities to promote an understanding of gender equality by all employees.

Establishing a Diversity Promotion Office

In September 2011, Artner set up a Diversity Promotion Office (now Diversity Team), centered around people with disabilities. In addition to promoting the employment of people with disabilities, we also aim to create a workplace that enables all employees to feel fulfilled by their work.

Active Hiring of People with Disabilities

Artner actively hires people with disabilities. In 2018, Artner was officially recognized by Osaka Prefecture for its outstanding company efforts in support of people with disabilities. (This award is part of the prefecture’s initiatives to actively support the employment of people with disabilities.)

KPI Target FY2022 FY2023 FY2024
Share of female employees (engineers) Increase on an ongoing basis 3.7% 4.1% 3.7%
Share of female employees (administration) Increase on an ongoing basis 31.4% 27.6% 33.8%
Share of female employees (engineers) among new employees Increase on an ongoing basis 3.0% 6.4% 5.2%
Share of female employees (administration) among new employees Increase on an ongoing basis 66.7% 27.3% 47.1%
Appointment of female employees (engineers) to managerial positions 3 or more 2 2 2
Appointment of female employees to managerial positions 10 or more 6 10 10
Share of female employees in managerial positions Increase on an ongoing basis 3.7% 3.4% 3.1%
Share of female executive officers 30.0% or more (FY2031) 0.0% 0.0% 0.0%
Additional appointment of female employees to managerial or higher positions 1 or more (FY2029) 1 1 1
Additional appointment of females in positions one rank below managerial positions as executives 1 or more (FY2029) None 1 3
Wage difference between male and female employees (overall) Narrow the difference Male100.0%: Female92.8% Male100.0%: Female94.5% Male100.0%: Female89.2%
Wage difference between male and female employees (engineers) Narrow the difference Male100.0%: Female99.2% Male100.0%: Female96.5% Male100.0%: Female95.8%
Wage difference between male and female employees (administration) Narrow the difference Male100.0%: Female71.0% Male100.0%: Female71.0% Male100.0%: Female71.9%
Average years of service of male employees (engineers) Increase on an ongoing basis 5.91years 6.15years 6.50years
Average years of service of male employees (administration) Increase on an ongoing basis 10.69years 10.60years 10.95years
Average years of service of female employees (engineers) Increase on an ongoing basis 3.41years 3.37years 4.03years
Average years of service of female employees (administration) Increase on an ongoing basis 7.56years 8.34years 7.12years
Number of childcare leave days taken by male employees (average) 44.0days 79.5days 42.5days
Usage rate of childcare leave (male employees) 30.0% or more (FY2029) 12.5% 30.8% 50.0%
Usage rate of childcare leave (female employees) 80.0% or more (FY2029) 100.0% 100.0% 66.7%
Usage rate of nursing care leave (male and female employees) 15.0% or more (FY2029) 1.2% 7.4% 13.7%
Share of non-Japanese talents Recruitment on an ongoing basis 1.4% 1.0% 1.4%
Share of elderly employees (60 years of age and older) Recruitment on an ongoing basis 1.4% 1.4% 1.3%
Employment rate of employees with disabilities 2.30% or more (legally required employment rate) 2.40% (as of June 1, 2021) 2.42% (as of June 1, 2022) 2.67% (as of June 1, 2023)

Talent Development

Policy on Talent Development

Education and Training Policy
The concept of Artner’s education and training programs is to provide all employees not only with knowledge and skills but also with confidence and practical capabilities.

T-shaped Specialist Education System
We are building a “T-shaped specialist education system,” a system for improving the skills of each and every engineer, in which the horizontal axis represents specialized knowledge and work skills, and the vertical axis represents general education and communication capabilities. Through this system, we will strive to enable new employees and workers with little or no experience to participate in cutting-edge projects at an early stage and shift their careers to growing industry fields.

Training and Support Programs
We provide a wide range of training and support programs to help employees improve their skills and develop their careers.

Support for Employee Skill Improvement through Education and Training
To improve our employees’ skills as engineers, we are enhancing our education and training programs, including skill development seminars, career support courses, and manager training.

New Employee Training to Support Career Development
Based on the concept of “acquiring practical skills,” we provide each engineer with new employee training that enables them to acquire a wide range of technical skills, from the basics to practical applications, to support their career development.

Qualification Acquisition Assistance Program
We help our engineers improve their skills through our qualification acquisition assistance program, under which we pay employees who possess qualifications we recommend an allowance in accordance with our rules, and cover all examination fees for relevant qualifications.

Skill Development Seminars
Seminars are held by inviting lecturers from various fields to help engineers acquire a wide range of knowledge and develop their human skills, not limited to specific technical areas.

Around 10 times a year, outside lecturers share technical information on various topics for our engineers’ personal growth. The seminars especially help those with practical experience to develop criteria for making effective use of their experience.

Career Support Courses
To meet the skill requirements of the manufacturers to which our engineers are dispatched, courses for different jobs and career levels are offered.

Even after being placed into a department, engineers receive both on-the-job and off-the-job team training concerning technology and products in high demand, conducted by employees actually participating in a manufacturer’s project.

Personnel Evaluation System
At Artner, we have established grades (ranks) that represent the job level of each engineer and administrative position, and conduct a fair and impartial annual evaluation based on work performance and other factors for each grade, which is reflected in pay raises.
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