Glory respects every employee as an individual and strives to create an enriching, pleasant working environment.
Glory aims to build a workplace where every employee, regardless of nationality, race, religion, gender, age, or disability, can utilize their talents to the fullest.
Since fiscal year 2011, Glory has been focusing on ensuring gender equality and delivering equal opportunities for female employees. The many efforts being implemented include steps for establishing a more worker-friendly workplace environment for all employees, including women, and awareness-raising activities for managers and female employees to change the corporate culture. In fiscal year 2016, Glory formulated an action plan based on Japan’s Act on the Promotion of Women’s Participation and Advancement in the Workplace and has been creating a more inclusive workplace while ensuring a higher representation of women.
In fiscal year 2019, 18.6% of the new graduate hires were female and the number of female managers was 17.
Glory actively promotes the recruitment of foreign nationals under its policy for hiring excellent talent regardless of national origin. As of the end of fiscal year 2019, 11 foreign national employees from 5 nations, including China and Malaysia, are working at the company.
Meanwhile, we provide several services to support their livelihoods and help them become familiar with home and work life in Japan. Included are Englishlanguage menus at restaurants at the headquarters that address the dietary practices of certain religions, helping to establish a welcoming work environment where employees from various cultural backgrounds can feel comfortable.
In 1999, GLORY Friendly Co., Ltd. was established to offer people with disabilities opportunities to participate in society and build their self-reliance.
Under the slogan "Foster a creative working environment by valuing communication with one another and fully demonstrating our skills," employees take on tasks such as company janitorial work and greening, in-house documentation and mail delivery, and waste disposal. We are also focusing on expanding work areas so that each employee’s personality and ability can be maximized.
As of the end of fiscal year 2019, the ratio of employees with disabilities was 2.23%.
Glory has established standards for employment extension in accordance with the Act on Stabilization of Employment of Elderly Persons. Those who have reached the retirement age of 60 are able to choose to extend their employment until 65. The system encourages senior employees to remain active in the workforce and ensures that their knowledge and experience are effectively leveraged.
In fiscal year 2019, 52 out of 59 employees who had reached retirement age were re-employed under the system.
Glory has in place numerous initiatives for promoting a work-life balance. These initiatives enable employees to match their job and work schedule to their lifestyle while maximizing their abilities and career potential.
Glory has implemented teleworking while also introducing a work-at-home program for office workers and a program for mobile workers toward improving the flexibility of its working environment and preventing the confinement of employees to specific locations and timeframes. During the initial outbreak of COVID-19, we enforced working from home as a rule and allowed staggered commuting while also separating work areas for certain operations to prevent infection. We continuously promote a shift system with flexible working hours as well as the work-at-home program and, as an additional prevention measure, institute split shifts in some operations where necessary.
Employees can take advantage of systems that allow them to place equal importance on raising children and carrying out their jobs.
An in-house daycare center called "G Kids Home" is opened for children of full-time employees. The center caters for children aged from 57 days up to the age at which they enter elementary school. The company also has provided subsidies to hire childcare services for parents working full-time at Glory sites other than the head office and have children who are in the third grade of elementary school.
Moreover, the shortened working hours system has been enhanced to expanded in terms of eligibility so that working parents can take advantage of it until the end of child’s third grade in elementary school and use it for a short-term or re-apply. These measures allow employees to both develop their careers and raise children.
In fiscal year 2013, Glory was recognized for promoting measures based on the Act on the Advancement of Measures for Supporting the Development of the Next Generation by the Minister of Health, Labour and Welfare, and received the Kurumin Mark.
We set a new goal for the period of the sixth action plan, from April 1, 2018 to March 31, 2021, and are consistently providing support for balancing work and parenthood.
1. Planning period
Three years from April 1, 2018 to March 31, 2021
Goal 1: To improve the employment environment to support workers who are pregnant or caring for young children so they can maintain a balance with their career development
・Prepare an environment in which workers feel free able to take a childcare leave and return to work
・Disseminate the related programs to employees who are pregnant or caring for young children by providing information and advice
・Educate supervisors and managers
Goal 2: To develop a variety of working conditions that can contribute to the reform of working practices
・Introduce working styles that are not restricted, such as working home and teleworking
・Plan and test out working styles that do not limit where we work
・Formulate work regulations that do not limit where we work
Glory has established a nursing care leave system whereby employees are entitled to up to 365 days of leave per family member and a shortened working hour system for nursing care of up to three years.
It also has a system that allows employees to accumulate unused annual paid leave that expires after two years of receiving it and use the leave for nursing care or personal sickness and injury. These revisions help balance time for work and that spent caring for sick or elderly family members.
Glory strives to modify work processes and schedules to prevent working long hours on a routine basis. This helps to bolster mental and physical well-being and maintain work motivation.
In an effort to impress upon employees the importance of working efficiently, Glory has instituted "no-overtime days" and "no-overtime weeks". To encourage employees to go home on time, the company has limited the number of overtime hours per day. Face-to-face consultations with the industrial physician are carried out for employees who routinely work long hours in order to prevent health problems.
With the belief that Glory’s growth is integrally connected with the growth of each employee, we conduct programs to develop their capabilities and foster diverse human resources.
Overseas sales account for approximately 46.2% of the Glory Group’s consolidated net sales, and overseas employees account for approximately 41.7% of all Group employees (as of the end of fiscal year 2019). The company therefore particularly emphasizes the fostering of human resources that can support international expansion.
Glory also provides as many opportunities as possible for exchanges between employees in Japan and those at overseas subsidiaries.
The company has set up a short-term overseas study program where participants can attend language schools in Western countries so they can acquire the language and business skills needed to conduct business on the global stage, as a means for developing human resources with a global perspective. In fiscal year 2019, four employees participated in the program.
This program dispatches employees to an overseas Group company for one year of on-the-job training to gain the experience and skills to represent Glory globally.
By the end of fiscal year 2019, a total of 26 employees from Development, Sales, and other divisions have taken part in the program.
As part of the company’s efforts to go global, Glory's Production Headquarters conducted training for managers at two subsidiaries: GLORY Denshi Kogyo (Suzhou) Ltd. and GLORY (PHILIPPINES), INC. The training focused on advancing the self-sustaining capabilities of subsidiaries.
Trainees engage in various programs, including management training, toward acquiring Japanese technologies and know-how while enhancing risk management capabilities at production sites. They also visit production sites while in the country, including the Group companies, to gain a better understanding of the Japanese production system.
Glory has implemented the Glory Business College training program, targeting management-level employees with the goal of developing candidates for next-generation executives.
The seven training sessions and external seminars over a seven-month period aim to give participants the skills and knowledge they need to take on executive positions. The program also provides them with opportunities to network with internal and external contacts from various backgrounds. In fiscal year 2019, 18 employees participated in the program.
Glory helps employees achieve their personal career plans by providing systems and programs that support the development of their capabilities and further their careers.
Glory holds level-specific career training for employees. For example, the Self-Inquiry Adventure Training is held for employees when they first join Glory, on their fourth year at the company, and when they are 30 years old. The program allows them to envision a career plan and grow into competent personnel who can achieve their career goals. In fiscal year 2019, a total of 280 employees took part in the program.
The company also offers other career training such as Life-Career Plan Training for employees over the age of 50. This gives them the opportunity to reflect on their careers, experience, skills, and strengths and think about the remainder of their career up to retirement.
We introduced a human resources database system to clarify the knowledge and skills acquired through employee business activities. Career interviews are conducted between supervisors and subordinates based on this data, making it easier to delineate the direction of the employees’ careers. We ultimately strive to foster self-directed personnel who envision their own career paths and to establish a workplace in which every employee can utilize their talents to the fullest.
Glory established a Job posting system that supports employees in directing their own career development. Under the system, divisions seeking new talent post available jobs, and employees who desire the position are free to apply. We encourage voluntary career development by our employees to invigorate our corporate culture and boost motivation.
Glory sets up a consultation service to offer advice to employees on their career plans and skill development. Employees can consult via e-mail or phone or meet with a counselor. The service is intended to provide career support while taking into account each employee’s unique personal perspective.
Glory strives to conduct fair personnel evaluations based on employee capabilities and achievements and to establish sound labor-management relationships toward enriching the work environment.
To help both the company and its employees grow, and for clarifying the roles and responsibilities of each employee, Glory operates its "management by objective" system.
Under the system, employees meet with their supervisors semi-annually to evaluate progress against goals they defined at the beginning of each fiscal year and receive feedback.
Our Personnel System Guidebook concerning the Evaluation/Treatment/Remuneration System is made available to all employees, with the results of evaluations also disclosed to employees individually, thus increasing fairness, transparency, and credibility.
With the belief that maintaining a peaceful labor management relationship leads to healthy business development, Glory meets regularly with its labor union to discuss issues such as improved working conditions and management of working hours. Through open dialogue, it maintains and reinforces a healthy relationship between labor and management, encouraging both parties to grow together in harmony.
Glory conducts employee awareness surveys targeting executive officers, employees, and senior employees on topics such as employee engagement, the environments where employees’ abilities can best be utilized, awareness of harassment, and the penetration of CSR activities, aiming to create a pleasant working environment. In fiscal year 2017, 2,859 responded, a response rate of 86%, while in fiscal year 2019, 3,375 responded for a response rate of 96%.
Survey results are distributed to management in each department, and significant results are disclosed to line employees. The survey is also periodically conducted to monitor changes in employee satisfaction, identify emerging issues, and plan and develop countermeasures for improvement. The relative effectiveness of countermeasures is confirmed through subsequent surveys.
Glory Global Solutions (International) Ltd. strives to create a working environment in which every employee can fully engage and maximize their own performance. Since 2014, we have been using the Great Place to Work® survey platform and examined employee satisfaction indicators to enhance the working environment and support career development. As a result of these ongoing efforts, Glory Global Solutions (International) Ltd., Glory Global Solutions Inc., and Glory Global Solutions (Switzerland) A.G. were certified as a "Best Workplace" in 2019.
Glory encourages the creation of a safe, secure, and comfortable workplace environment to maintain and improve the mental and physical well-being of employees based on the Health and Safety First concept.
To maintain and reinforce the structure for managing health and safety, Glory established the Central Health and Safety Committee, to be responsible for creating annual and mid- to long-term company-level activity plans related to health and safety as well as Health and Safety Committees at each business site for creating their own respective activity plans.
Each committee meets monthly to discuss health promoting activities, occupational accidents, including root causes, and countermeasures. The committees also provide a forum for sharing information. Members include the safety operation manager, fire prevention manager, and other managers who deal with health and safety. As a result, the committees’ activities cover a wide range of topics.
Glory strives to prevent accidents during working hours and commuting with the objective of zero occurrence of both industrial and commuting accidents. Its Occupational Health and Safety System, based on OHSAS 18001, is in place at the head office and nearby factories. Under the system, safety efforts are based on health and safety management standards at the departmental level and focus on preventing occupational accidents through risk assessment.
Glory believes that maintaining employee well-being is a key management concern for corporate activities and therefore established the Health Management Declaration to promote initiatives for maintaining employees’ health.
We encourage every employee to be health-conscious and provide them with tools for preventing illnesses while supporting sound health. Collecting and visualizing their health condition also helps them to realize and analyze current problems and challenges and decide how to tackle them.
We offer employees in-house seminars and events promoting personal health habits, such as adequate exercise, ideal dietary practices, and a better work-life balance, to improve their mental and physical well-being.
We study motivations for existing "Presenteeism" to achieve a more comfortable workplace and lower the risk of mental and physical illness toward further boosting productivity.
In fiscal year 2019, we conducted a health questionnaire targeting all employees to further promote health management. The following actions have been implemented to address the challenges that emerged for strengthening health maintenance starting in fiscal year 2020.
Meanwhile, in March 2020, Glory was recognized as a Certified Health and Productivity Management Organization 2020 in the large enterprise category by the Certified Health and Productivity Management Organization Recognition Program operated by the Ministry of Economy, Trade and Industry and, Nippon Kenko Kaigi (Japan Health Council) .
Glory maintains and reinforces employee health by ensuring they receive standard medical checkups annually and, for those who are applicable, special semi-annual medical checkups. Industrial physicians and health nurses provide a follow-up based on the results of the checkups through, for example, face-to-face consultations.
As measures to help prevent mental health issues, the company established the internal Mental Health Counseling Center, which is staffed by three counsellors and conducts awareness-raising activities on mental health. The group also offers stress checks to all employees, with 81.1% taking them in fiscal year 2019. The results are analyzed and necessary follow-up actions are taken which include offering face-to-face counseling with doctors and counsellors to employees identified as suffering from high stress while analyzing their organizational structure and proposing improvements to their working conditions.