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.
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.
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) | ー | 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) |
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.
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.