Relationships with Employees

Relationships with Employees

Governance• We conducted an employee satisfaction survey for all employees.
(Response rate: 99.4%) To resolve the issues raised by the survey results,
we conducted a training program on organizational revitalization.

The FDK Approach• Work style reforms, creating environments conducive to work
• Equality in hiring (post-retirement rehiring, hiringof people with disabilities, women’s work-placeparticipation and advancement)• Embracing diversity and inclusion• Creating work-friendly environments• Developing human resources for theircontribution to society and the planet

Diversity Initiatives

Environment

Fair Trade

ConsumerIssues

Community

The Diversity Promotion Office strives to foster respect for diversity whileworking to create a work-friendly environment.
The Diversity Promotion Office comprises an office manager, staff, promotion members (appointed from each business division) as well as advisorsfrom human affairs and the labor union led by the director in charge of corporate affairs.

The FDK Group launched the Success Support Project for Women and set up
the Office to Support Women’s Success for the purpose of expanding andsupporting opportunities for women to succeed. The Office to Support Women’s Success was renamed the Diversity Promotion Office on April 1, 2017.

Relationships with Customers
and Suppliers

Social Requirements

LaborPracticeManagement System(4) Conducting an employee satisfaction survey

HumanRights

Highlights of Relationships with Employees
Employment rate offemale employees％

Days of paid leave taken/
per person/year

Employment rate ofpersons with disabilities

30.74

2.30

Number of employees using
the Childcare Leave Program

Number of consultations withthe human resources hotlineIn order to further support women’s advancement, we drew up an action plan, as follows.

01. Plan period

20％％

Initiatives Supporting Relationships with Employees
Embracing Diversity and Inclusion
Basic Concept
FDK Group promotes diversity in human resources irrespective of nationality,
gender, sexual orientation, age, ability/disability, religion or values as a basic
policy to enable individuals to grow with the company.

Ideal Form
Our Ideal Form is for everyone working in the FDK Group to refuse to engage
in any form of discrimination and welcome diverse human resources withactual action.

Examples of Initiatives and Other Measures(1) Creating a working environment that is friendly for all people• Providing a comfortable working environment for people with disabilities
and LGBT people

27

FDK GROUP CSR REPORT 2022

About the Stage 1 Action Plan

Five years from April 1, 2016 to March 31, 2021

2. Our challenges
The culture and work environment are not supportive of female employees raising children.
• Workplace management is inadequate in some areas, making it difficult for women to continue working while raising children due to difficulties
in balancing work and family life.
• The workplace culture is not conducive to supporting those who continue to work after giving birth or while raising children.
• There is insufficient understanding of flexible working styles in the workplace, making it difficult to take time off suddenly, such as when a childis sick.

3. Quantitative targets
Plant practical training and trial employment have been conducted.
We are systematically promoting the installation of barrier-free, multipurpose restrooms.
In FY2021, we installed multi-function restrooms at the Tottori Plant.
• Introduction of new uniforms
We have introduced a new uniform that respects diversity, including LGBTpeople. They are designed to be suitable for both men and women of
all ages, as well as being safe, comfortable, and IEC standard-compliant(anti-static).

(2) Improving the personnel treatment system• We have formally introduced a telework system.
• We have introduced a flextime system with no core time and shortened
hours for childcare.

(3) P roceeding the educational activity such as trainings andseminars

Increase the percentage of women in managerial positions by 125% or more relative to FY2015.
Environmental Conservation Activities

Policy Orientation

Since April 2010, in accordance with the action plan based on the Act on Advancement of Measures to Support Raising the Next Generation of Children,
the FDK Group has been actively pursuing work-life balance in order to realize an environment where each employee can work with vigor and satisfaction.
We have also drawn up an action plan in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, whichcame into effect in April 2016. We will continue striving to be a company where both men and women can play an active role.

Relationships with Employees

15.3

Action Plan Based on the Act on Promotion of Women’s Participation and Advancement in theWorkplace

Ratio of non-Japaneseemployees(Domestic business sites)

Relationship with Society

28

Number of female
employees inmanagement andsupervisory roles

4. Initiative and implementation period details
Initiative 1: Management-led implementation of work-life balance
April 2016 —	Success Support Project for Women organized to regularly check the status of activities and share information on various measures and outcomes.
October 2016 — Events hosted by the Office to Support Women’s Success on a yearly basis.
Initiative 2: Promoted the creation of a comfortable work environment to enhance workplace responsiveness and management
April 2016 —Planned and reviewed various seminars and training programs.
December 2016 — Conducted management training to renew awareness among male managers and workplace leaders.
June 2017—
Women’s career training held to renew awareness among female employees.
Initiative 3: Active recruitment of female employees and implementation of recruitment plans
October 2016 — Consideration given to expanding the workplaces and job areas where female employees are assigned.
February 2017 — Plan implemented for active recruitment of female employees in conjunction with the personnel and recruitment plans.

• We conducted management training as planned.

FDK GROUP CSR REPORT 2022

28

Relationships with Employees

Governance

HumanRights

Labor
Practice

Environment

Fair Trade

ConsumerIssuesCommunity

In order to further promote women's advancement and create a work environment where both men and women can work for many years, we drew up
an action plan, as follows.

1. Plan period
Five years from April 1, 2021 to March 31, 2026

Purpose of the “dojo”
1) For FDK Group employees to enrich their lives by developing deeper expertise, education, and experience in various fields.
2) To renew awareness of self-improvement, put in place an environment forself-improvement, build a corporate culture in which employees work hardManagement System

About the Stage 2 Action Planto help and compete with each other, and strengthen organizational capabilities by passing down techniques and conducting exchange between
generations.

2. Our challenges3. Targets and details of initiatives and implementation period

Goal 2: Increase the rate of use of flextime, telework, and other systems that contribute to flexible working styles, by 25% relative toFY 2021.
Initiative details
April 2021 —Improved the system and raised awareness of it on a regular basis.
June 2021 —Established an environment for telework.
September 2021 — Raised awareness of the importance of work-life balance at management training seminars.
September 2021 — Conducted education on management points and issues regarding telework.

Selected Personnel Education

Strengthening Stratified Training(Increasing Overall Quality of Work and Management)

Nurture Global Business and Future LeadersEnhance the comprehensiveness of stratified training tailored toeach level and role from junior to senior employees

Cultivate a climate diverse “individuals”
can actively participate
Improve human resource support and the motivation of eachindividual through diversity promotion and career support

Employee who has sufficient knowledge about
FDK (their company) and supports operations ina multicultural environment while respecting thetraditions of different countries

1. Review of stratified education	Internal basic education will be changed from a group format to a format
that suits the work schedule of the participants.
2.	Concurrent use of online training	Instead of making all training sessions group-based, those likely to beeffective in an online format will be moved online.
3.	We will provide opportunities for personal study for self-development. We
will provide easy learning opportunities for employees to improve theirskills through e-learning.
4.	Conducting training that takes talent management into account	We will conduct training to develop the next generation of human resources.
5.	Expanding the “dojo”
The “dojo” conducts the following activities.
1) Self-improvement activities in a variety of fields to hone employees’knowledge, abilities, and mental and physical skills2) Activities to enhance communication between different departments
and generations and to strengthen the organization

FDK GROUP CSR REPORT 2022

History, products, business region,
and management knowledge of FDK Culture,
history, society, and economic stateof other countries

Considers both local and global
perspectives as a wholePossesses language and communications
skills required during the execution stage

Language and communication skills

FDK GROUP CSR REPORT 2022

Environmental Conservation Activities

FDK Group strives to nurture human resources by categorizing human resources development into four main themes.
1. Stratified training (higher educational standards)	We will enhance education tailored to the level of each employee’s position, from new recruits to executives.
2. Professional development training
Taking specialized seminars and skills tests	We will train professionals in each specialized field, incorporating advanced technology and the latest skills.
3. Business leader development	Next-generation leader training, global human resources development	
In-depth study of management skills that lead to organizational
revitalization.	Understanding and encouragement of human resources development
4. Supporting the growth of a diverse range of individuals
Career planning training and human rights education	We will work to improve individualized human resources support and motivation through career support and similar programs.

Knows about their own company
and learns about other countries

Employee who possesses the skills (language
and communication skills) to think about andexecute matters from a global perspective
Relationships with Employees

29

Review of Various Education and Training Programs

Promoting Professionalism
Enhance high-level specialized training and nurture professional
human resources (horizontally expand specialized in-housetraining)

Picture of a Global Human Resource

Developing Human Resources for Their Contribution to Society and the Planet
Human Resources Development

Nurture business leaders who are able to actively participate
globally from a long-term perspective

Relationship with Society

Goal 1: Increase the percentage of women in managerial positions by 150% or more relative to FY2021.
Initiative details
April 2021 —	Regular meetings of the Diversity Promotion Office, which supports the advancement of women, will be held to confirm thestatus of activities and share information on various measures and outcomes.
April 2021 —Provided a self-development curriculum to support individual career advancement.
June 2021 —Increased the number of female participants in training programs for next-generation leaders.
September 2021 — Held management training for managers and supervisors.
October 2022 — Hold exchanges of viewpoints with female managers and supervisors.

Higher Standard Education

Relationships with Customers
and Suppliers

Challenge 1: W orkplace management is insufficient in some areas, and the use of the system is not well understood.
Challenge 2: A workplace culture is needed that supports people who continue to work after giving birth, while raising children, while
caring for family members, etc.
Challenge 3: There is insufficient understanding of flexible working styles in the workplace, making it difficult to take time off suddenly.

30