The JAMCO Group will contribute to the Group’s sustainable growth and creation of a better society by promoting diversity of human resources, setting up a workplace environment where employees with various backgrounds can play an active role.

JAMCO Group has established various systems to promote the work-life balance of our employees in order to create a workplace environment where our diverse human resources can work vigorously and rewardingly, and maximize their abilities.

We have devised a General Employer Action Plan, promoting balancing work with raising children, thereby responding to such matters as questions of returning to work after childcare leave and children on daycare waiting lists. We are establishing an environment at our Tachikawa primary business facility allowing preferential use of the corporate-run daycare center run by tenant owners. We are also adopting telecommuting to respond to employees’ needs regarding childcare, which is widely used by male as well as female staff.

JAMCO will continue to evaluate and enhance the creation of a comfortable work environment together with its employees.

To create an environment where all employees can manage both work and childcare, and can demonstrate their abilities to the fullest. Also, to support the development of the next generation, and to promote activities by female employees, we have formulated the following action plan:    

As part of our policies for realizing flexible styles of work for our employees, we set a target of establishing internal satellite offices in our General Employer Action Plan for April 1, 2021–March 31, 2023, and established our first internal satellite office in our Aircraft Components Manufacturing Group in Chofu.

In addition to undertaking toward making better workplaces on the basis of coordination between labor and management, we secure work agreements with the JAMCO Labor Union, having sincere discussions on concerns to be resolved and directions for the company to take, including wages, hours, health and safety, and employee welfare and benefits, thereby building a positive trust relationship.

We also periodically convene meetings of the Central Labor-Management Council, where opinions and information are exchanged on various subjects to improve the contents of programs and policies on the basis of attendance by the President and CEO and the rest of core management.

As of the end of FY2022, 718 employees were JAMCO Labor Union members, accounting for 100% of eligible employees.

Turning to human resources development, we consider human resources development the foundation that contributes to realizing our Management Philosophy and sustainable corporate growth, and we are setting down implementation structures, descriptions, etc., for the education and training that are the key policies for said development in our internal regulations and methodically carry out same.

Having made “work through the aviation industry to supply high value-added products and services harnessing rich technical expertise” one of our basic principles of management, JAMCO provides products and services that meet customers’ needs while making ensuring flight safety and enhancing quality our top priority. Honest and fair ethics, specialized and sophisticated knowledge, skill, and ability, and extensive experience are required of human resources that support and realize this. In recent times, there have been concerns such as responding to new risks and creating new business opportunities through such as alterations in industrial structures and advances in digital technologies, and a need has also arisen for human resources capable of responding to such concerns as well. To systematically and continually develop such human resources as these, we are establishing and operating education and training systems, promoting human resource development while reevaluating the substance of such systems as required and as appropriate.

We have set down implementation programs, educational systems, etc., relating to education and training in our internal regulations for education and training. Our educational systems are configured of hierarchical training, training by selection, specialist skills training, linguistic training, subjectspecific training, and self-improvement. Outlines of these are as follows: 

A. Hierarchical Training
Hierarchical training is configured of entry-level training for newly promoted employees and brush-up training. Its objective is comprehension of the roles expected of these positions, improvement of corresponding abilities, and acquisition of thoughts, techniques, etc., of solving problems confronting them at work.

B. Training by Selection
This is training for selecting candidates for future management and developing them at early opportunities. It imparts realization while making such employees recognize business environments and motivating self-awareness and changes in actions, and aims to improve management abilities. 

Another crucial management concern is promoting women’s activity, and we are carrying out training through training programs for female leaders and leadership candidates that motivates them to comprehend and have self-awareness of leadership roles and improves their business skills.

C. Specialist Skills Training
We are systematically conducting specialist education by each Group to acquire internal and official qualifications and specialist knowledge, skills, techniques, etc., as required for work. 

D. Linguistic Training
We conduct various curricula toward improving corporate international competitiveness including overseas dispatch programs, training programs at language schools, e-learning and online English conversation. 

E. Subject-specific Training
We conduct training as called for with the objective of cultivating general and specialist knowledge in such areas as compliance and information security according to changes in various laws and ordinances, changes in societal conditions and business environments, etc. 

F. Self-improvement
We are building programs for self-directed learning in selfimprovement, including various types of remote education and e-learning contributing to individual career enhancement and skills improvement. 

A crucial concern for our company is the development of globally-oriented human resources capable of exercising leadership on the international stage, such as in business with major US and European aircraft manufacturers and airlines the world over, or in overseas Group facilities.

We are conducting such programs as dispatches to language training programs at US colleges and universities and short-term study abroad at language schools in the Philippines, with the objective of absorbing different cultures and customers, improving language utilization abilities in environments near areas of business, and building a platform as globally-oriented human resources, rather than merely becoming more proficient at languages.

Citing HRX, or Strategic DX Human Resource Development, as a primary concern in JAMCO Vision 2030, we are striving to build an organization that creates innovation through human resources development and accelerating initiatives.

We have also formed an HRX Working Group centered on the Corporate Administration & Human Resource Dept. and have designed and implemented a human resources development program that will adapt all company officers and employees to the DX era. The program commenced operations as of FY2023.

We believe that each and every one of our employees are the most important management resource, and that employee growth drives JAMCO’s sustained progress. We strive to create an organization where each employee engages with tasks having pride in their work and being highly competent, proactively taking on new sectors and tasks. We are undertaking the human resources development that forms the basis thereof and promoting creating an attractive workplace environment where employees can work energetically. We are also instituting a fair and equitable evaluation program to this end whereby employees can work in a highly motivated manner.

We survey employee awareness every two years unless otherwise indicated, and communicate findings companywide, including to management. Turning to annual stress checks, we work to elevate employee satisfaction and engagement, through such as distributing detailed feedback reports to concerned parties and giving guidance on specific measures for improving workplace environments.

For sustainable growth, we are working to acquire human resources that meet our desired image of having a globallyoriented viewpoint and mindset, being strong-willed and able to think and act on their own, able to cooperate with their surroundings and generate greater power, and striving to the utmost with a sense of responsibility.

We impart our particular image of working at JAMCO in the hiring process through such efforts as symposia, interviews, and keeping in touch with probable recruits, thereby avoiding mismatches after hiring.

Turning to keeping human resources in place, we conduct such policies as new employee support programs and new employee supplemental education to drive improved post-hiring ease of working and job satisfaction.

We also have career development programs in place and operate career rotation programs and succession plans to keep each and every employee’s motivation up and allow them to exercise their abilities over the long term.

In terms of benefits, we are establishing such initiatives as providing full-fledged leave programs for work-life balance and services for finding carer support, as well as telecommuting and reduced hours programs, to effect a balance between childcare and caregiving on the one hand and work on the other.

Ensuring occupational safety is the most important foundation of our business and a duty to society. JAMCO’s basic policy is to raise awareness of health and safety and create a workplace environment where anyone can work safely and with confidence in good mental and physical health. As organizations that promote health and safety activities, JAMCO has established the Occupational Safety and Health Central Committee, which is chaired by the executive officer in charge of Corporate Administration & Human Resource, as well as an Occupational Safety and Health District Committee for each district, and these organizations work in a methodical manner.

Occupational Safety and Health Management Structure

* In JAMCO, the people in charge of safety and health in each district (supervisors of safety and health managers, safety managers, health managers, safety and health promoters and industrial physicians) are all assigned according to the number of employees. 
* JAMCO assigns a dedicated operations chief as stipulated in the Industrial Safety and Health Act of each district. 

In FY2022, JAMCO strived to create a “safe and secure” working environment and worked on the following priorities.

FY2022 Priorities

To protect the health of employees, JAMCO has set in place an environment for maintaining health. This includes providing all employees with education on mental health in addition to mandatory stress checks. We have also made it compulsory for all employees to have physical health examinations, provide support for employees who are over a certain age to have a comprehensive medical checkup, and have established an external helpline that accepts health consultations 24-hours a day.

We are working to raise employee safety awareness every day, such as by informing employees about how to respond to occupational accidents and earthquake disasters, implementing safety and health education for employees at factory sites, and conducting employee safety confirmation drills.