Our Basic Policy

In the midst of major transitions such as digitalization and decarbonization, and against the backdrop of structural labor shortages caused by the declining birthrate and aging population, it is becoming more important to continue to develop and secure human capital over the long term. In particular, failure to continuously develop and secure highly specialized human capital may lead to a decline in competitiveness.

In order to continue to develop and secure human capital over the long term, it is important to create a stage where a wide range of talented people can play an active role. It is also important to enhance and strengthen human resource policies and systems to increase employee engagement with the company and productivity, and to enable each employee to fully display their abilities.

Specifically, to ensure that the highly specialized human resources that will support the Company's sustainable growth can fully demonstrate their capabilities, we have drastically revised our employee career system and established the Specialist Position System in FY2019. In addition, under the Job Posting System, which launched in FY2022, job openings at the times of reinforcement or increase the number of employees in focused businesses are publicly disclosed and advertised within the company, providing opportunities for employees to raise their hands and realize transfers on their own.

We will continue to use the Engagement Survey to understand the gap between the ideal state of the organization and the current situation and issues, and to implement effective measures to improve engagement to create a stage where excellent human resources can play an active role with vigor.

Medium-Term Targets and Achievements

In order to realize a workplace environment in which employees, who support ROHM Group's growth, can work vigorously and foster a better corporate culture, it is essential to strengthen engagement through two-way communication between the company and employees, since group-wide corporate management is crucial. ROHM has set "strengthening employee engagement" as one of ROHM Group's sustainability priority issues (set for FY2021), and is promoting efforts to achieve this goal.

【Related Activities】

Human Capital Development System

Strengthening Employee Engagement

Enhancement of Job Satisfaction

ROHM is implementing the following measures to "strengthen employee engagement".

1. Systems Leading to Work-Style Reform and State of Use

ROHM has promoted work-style reforms and introduced various systems enabling flexible work according to the lifestyle and life stage of each employee.
As we enter the era of the new normal, there are major changes occurring not only in business, but also in the lifestyles of individual employees. Behaviors that were previously taken for granted have been transformed, and this has had a major impact on the lifestyles and work styles of our employees. Now that we are in the post-COVID era, we are working to restore internal communication to normal, and continue to search for new work styles according to the type of work. In order to maintain and improve labor productivity despite changes in working styles, it is necessary not only to improve work efficiency but also to create a comfortable work environment for employees. ROHM's goal by 2025 is to provide selective services that adapt to the preferences and lifestyles of employees and to realize a rewarding work environment.

Going forward, we will develop and spread the use of various systems and aim to achieve a working environment that enable employees to work with energy.

2.Support Systems and Initiatives for Childcare and Nursing Care

ROHM strives to create an environment in which each and every employee can play an active role in accordance with his or her lifestyle. In addition to the systems stipulated by law, ROHM has established its own enhanced systems to allow employees to work flexibly and diversely in accordance with life events such as childcare and nursing care.

3. Promoting the Acquisition of Paid Vacations

We are promoting the acquisition of paid vacations through the following initiatives to help employees maintain good health or refresh their body and mind.

In FY2022, the paid leave utilization rate was 80.1%, an improvement of approximately 8% from the previous year. In FY2023, we will continue to maintain a company-wide environment that facilitates the use of paid leave, and we have set a minimum acquisition rate of 50% not only for the company average, but also for each individual.

4. Awarding Employee

ROHM Presidential Award

ROHM Presidential Award ceremony is held every year at ROHM to present awards to employees who have contributed positively to the company based on our corporate goals and philosophy.
The awards are presented for employees' annual contribution to developing new technologies and new products, as well as for their contribution to local and regional communities and our society in general. The awards help to improve the motivation of employees. Employees from group companies are also awarded the same prizes, and this has been a major event for the entire ROHM Group of companies.

[ Number of Awards Received ]

Effort awards will be discontinued in FY2021.

5. Approach to Harassment Prevention

As part of initiatives to create workplaces where employees can work energetically in good health, harassment prevention training by the general counsel is implemented toward divisional heads, including board members.

[Training Content]

Education while utilizing changes in social demands and specific cases to prevent sexual harassment, power harassment, and maternity harassment.

[Training Achievements]

Similar harassment prevention training, which will be continued, is also implemented as part of the training provided when employees are promoted to a new position.

6. Specialist Position System

In order to develop products that are chosen by customers in the global market, it is necessary to enhance the expertise of everyone’s individuality and the capabilities of our engineers.
To enable the highly specialized human resources that support ROHM's sustainable growth to fully demonstrate their capabilities, we have drastically revised our career system for engineers and established the Specialist Position System in FY2019. This system recognizes employees who contribute to the company with their highly specialized skills as "specialists" regardless of whether they have subordinates or not, and clarifies their career paths as leading experts in their fields.

[Number of Specialist Appointments (Cumulative)]

In addition, the titles of Fellow and Senior Fellow are given to highly specialized human resources at the top level of specialist positions. The purpose of this program is to nurture human resources who contribute to the company with their expertise and technical capabilities, in addition to those who are responsible for management, and to encourage the relevant employees to maximize their performance for the sustainable growth of ROHM. We plan to appoint about 10 fellows over the next five years, with three having been appointed as of March 2022. Senior Fellows will be treated as general managers and executive officers, and a system has been established to enable them to grow as highly motivated, highly specialized human resources.

Specialist positions not only require a high level of contribution as highly specialized human resources, but also have the important duties of fostering future generations and passing on expertise and technology. Through this system, ROHM aims to motivate and develop highly specialized personnel to further improve their expertise, accelerate technological development that supports ROHM's competitiveness, and thereby achieve further growth and development of the company.

Employees from certain grades apply for specialist positions on their own or on the recommendation of others, and if they pass the selection process, they are promoted to the position of chief technical officer or other positions. Among them, employees who meet the selection criteria are appointed.

As of FY2022, a cumulative total of 84 have been appointed.

Specialist positions are term positions for 4-5 years.

7. Job Posting System

In order to provide employees with the opportunity to transfer by raising their hands on their own, we established the Job Posting System in FY2022.

This system is commonly referred to as the internal recruitment system. Employees apply for positions posted within the company, and if they are matched with a department that has a vacancy, they can be transferred.

This system was introduced in December 2022, and as of FY2022, 9 employees have started working in the department of their choice. By having each employee proactively and continuously address his or her own career development and having the company support them, we are revitalizing career development and increasing the internal mobility of human resources. Through this system, we will be able to respond quickly to rapid changes in the environment and secure the human resources needed for our focused businesses.

8. Evaluation System

9. Long-Term Incentives

Introduced as a mechanism to increase appropriate incentives for executive officers, who are responsible for the management of ROHM Group, and to promote further value sharing with shareholders in order to achieve sustainable growth of ROHM Group and to enhance corporate value over the medium to long term.

10. Expansion of Employee Benefit Package Services

As working styles change dramatically and lifestyles and preferences continue to diversify, we are introducing a new benefit package service in FY2022 that can be used without being affected by circumstances or location and can meet a variety of needs. We are planning to expand and enhance the support services, focusing on providing employees with opportunities for growth, a comfortable work environment, and health support for their families, in order to create an environment in which employees and the company can grow further.

Improve Employee Engagement Scores

ROHM has set a medium- to long-term management goal of becoming a global major by FY2030. To achieve this goal, it is important for ROHM Group to manage the company as a whole, and therefore, we have set "strengthening employee engagement" as one of ROHM Group's sustainability priority issues.

In order to achieve our medium- and long-term goals, it is necessary to understand the gap between the ideal state of the organization and the current situation and issues, and to take effective measures to improve employee engagement, based on the standards of a company with global operations. To this end, ROHM has introduced an engagement survey, setting companies with global operations as benchmarks. This engagement survey consists of a total of 71 questions in 14 categories, including "challenge" and "communication", with a 5-point scale for each question.

[ Conduct Engagement Surveys ]

＜ Question Category ＞

Rohm Group manages engagement scores through the Willis Towers Watson (WTW) Employee Engagement Survey.

＜ Selections for Each Question ＞

＜ FY2021 Engagement Response Results (ROHM) ＞

＜ FY2022 Engagement Response Results (Worldwide Group Companies (excluding ROHM)) ＞

The score represents the percentage of employees who responded favorably to the question regarding "high willingness to contribute toward achieving goals and a strong sense of belonging to the organization.

＜ Results of Efforts in FY2022 ＞

In fiscal 2022, the following initiatives were undertaken under the key theme of "fostering a culture of dialogue among employees" to improve engagement.

＜ For the Future ＞

ROHM has conducted an employee satisfaction survey until fiscal 2017* to gather employee feedback and consider and implement measures to improve benefits and the workplace. We have been working on the following themes. In order to achieve further growth in the future, it is necessary not only to improve individual employee satisfaction, which we have been working on, but also to have all employees share the corporate philosophy, vision, and goals of the organization and move forward on the same vector as "ONE ROHM" as one.

Past Employee Satisfaction Survey Results

Based on the above-mentioned idea, ROHM aims to increase the number of employees who understand and sympathize with the company's vision, and who voluntarily demonstrate their individual abilities toward achieving it. The survey method has been changed from the conventional employee satisfaction survey, which simply measures whether employees are satisfied, to an engagement survey that measures employees' understanding of, empathy for, and willingness to take action toward the company's vision and direction.
To further improve engagement, in FY2022 we will plan and implement measures such as holding "Dialogue Workshops" for managers, and the "Organizational Culture Committee" will hold "Web Café," a place for young employees to interact with each other and a place for "dialogue" between management and young employees.