Encouraging Diversity and Promoting a Work-Life Balance

Basic Stance—Continuing To Be a Company That Is Inspiring

For DENSO to maintain the trust and understanding of society while continuing to grow going forward, it has become essential for the Company to leverage the strengths and viewpoints of its broad range of employees around the world. In other words, DENSO must further promote diversity and inclusion. Valuing the new ideas that are born out of the diverse value systems held by employees and fostering a warmhearted atmosphere where kindness and respect are shown to the individuality of each employee are two irreplaceable aspects in realizing sustainable growth for the Company. To this end, DENSO is working on a global scale to realize an organizational environment and culture that embraces all individuals, regardless of personal attributes such as gender, age, nationality, disability, sexual orientation, career history, and value systems, thereby allowing a diverse group of employees to work with enthusiasm and energy.

1. Global Initiatives

Message from the Officer in Charge of Diversity & Inclusion Promotion

Kenichiro Ito, Senior Executive Officer

DENSO’s philosophy is to contribute to a better world by creating value together, and that is why we incorporate social issues and needs in our business direction and strategy. We believe that companies should exist to help build a better future for all people, so we are united in one global vision of carbon neutrality by 2035 and mobility technologies and solutions that provide greater peace of mind.

To do this, we need innovation and creativity. And innovation and creativity are nurtured in an inclusive environment where everyone feels welcomed, valued, respected and heard. When we have open and sincere communication—talking and actively listening—we can safely share our diverse ideas, experiences and dreams, and we can work together to bring these dreams to life. That is Diversity and Inclusion. That is how DENSO can inspire and make a difference in the world.

2. Domestic Initiatives [DENSO CORPORATION]

(1) Encouraging Diversity

The promotion of an active role for female employees, senior employees, persons with disabilities, and employees from overseas is a key issue for DENSO. To this end, we have been strengthening our organization exclusively for promoting diversity since January 2014 in order to enhance our systems and raise internal awareness of this issue.

Fiscal2016 Fiscal2017 Fiscal2018 Fiscal2019 Fiscal2020
Female employees 4,954
Senior employees
(employed post-retirement age)
1,822 1,963 1,869 3,396 3,406
Persons with disabilities *1 594
Employees from overseas *2 215 203 260 286 369

*1 Total number and percentage of persons with disabilities employed by DENSO CORPORATION, DENSO Taiyo Co., Ltd., and DENSO Blossom Co., Ltd.

*2 Employees from overseas: Total number of employees employed at DENSO CORPORATION or dispatched from overseas Group companies to work at DENSO CORPORATION.

(2) Promoting the Active Role of Female Employees

At DENSO, we are working to bolster our employment of women. At the same time, we are continuously pursuing activities to promote the active role of our female employees through such means as establishing an environment that allows women to advance their careers throughout each major life event and implementing career support systems. In these ways, we are making proactive efforts to promote the active role of female employees.

Career planning Once a year, female employees on a main career track have an interview with their supervisors. Based on the discussions held at these interviews, supervisors create medium- to long-term plans for career development. By having female employees carry out their daily work in line with these plans and nurturing them along the way, we are working in close cooperation with our female employees with the aim of realizing ideal career designs.
Leader training for women We offer classroom learning to newly appointed female managers that provides an outline of and introduces methods for organizational management. In addition, guided by the support of supervisors, we implement training that helps female managers create ideas and pursue organizational management methods as leaders through the resolution of workplace issues.
Promotion of women in technician roles

We hold discussions on issues and engage in efforts to resolve issues for female managers and supervisors working in technician roles and as female plant general managers. These discussions aim to realize a workplace in which everyone regardless of gender can work with enthusiasm and energy.

Seminars for supporting returning to work To give employees an image of what it will be like coming back to work after taking leave, we hold seminars in which not only our female employees but also their partners can participate. Through these seminars, we provide support to allow women to smoothly return to their jobs. At the same time, we also work to raise the awareness of our employees’ partners toward the importance of teamwork when it comes to balancing work with raising a child. Since fiscal 2019, we have been expanding this initiative regionally by having employees from nearby Toyota Group companies also attend these seminars.
Cumulative total of 540 people (Partner attendance rate of 80%)
Consultation center for female employees We have established a specialized center that allows our female employees to easily seek consultation on the various concerns they may have, including those that relate to career plans, giving birth, and returning to work after giving birth. In addition, the center provides support to female employees in a variety of ways, including introducing them to other female employees who have gone through similar experiences.
System to rehire employees who have moved due to a spouse’s job transfer We have in place a system for rehiring employees who have left due to a spouse’s job transfer or nursing care-related reasons.

Number of women in executive *and management positions [DENSO CORPORATION]

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    * Female officers (including executive officers)

Number and ratio of female new graduate hires
Fiscal year Fiscal 2016 Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020
Administrative positions 21
Technical positions 31
Engineering work *2 41
Administrative work 36
Overall Employment 24% 26% 27% 26% 25%
*1 Percentages in the above table are the ratio of women within the total number of employees in each position.
*2 Excluding DENSO Technical Skills Academy

Female Employees Active on a Global Scale

Yuko Nakamura Shanghai Technical Center DENSO (CHINA) INVESTMENT CO., LTD.

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Since entering the Company, I have been involved in technological development for the field of information security. While I had always aimed to work overseas, my desire to do so rose significantly as I dealt with Chinese-related businesses through my work and came to understand the opportunities and challenges I could pursue if I were to work in China. I communicated my intention to work overseas to my supervisor at our annual interview. Additionally, in my private time, I traveled to China and studied the Chinese language. Also, I began attending a business school with the aim of furthering my career. This helped me broaden my horizons.

I am currently in charge of the planning and sale of products related to telecommunications and driving safety at the Shanghai Technical Center. While collaborating with other departments at the center, my position involves engaging in close communication with customers and seeking the assistance from relevant divisions in China and Japan so that we are able to create and propose new products and services. While at times the language barrier and the difference in value systems can present challenges, I make concerted efforts to understand, listen, and relate to the issues facing those I work with and engage in face-to-face communication with them. Also, as a manager, I am involved in nurturing four local engineers. I am also tasked with enhancing the motivation and abilities of the employees I oversee and finding ways for us to achieve results as a team.

I want to continue to visit new places and accumulate a broad range of hands-on experiences. While determining my vision for becoming the kind of leader that best suits my personality, I will draw on such experiences to contribute to the development of the automotive society in China and the elimination of traffic accidents.

(3) Supporting the Role of Senior Employees

At DENSO, to leverage the abundance of experience and skills that our senior employees possess and to support a fulfilling role for them, we are offering assistance for a diverse range of workstyles and lifestyles in a manner that tailors to individual life plans. At the same time, we are implementing systems to encourage an active role for employees hired out of retirement and introducing policies to enhance their motivation to take on new challenges. Approximately 85% of employees who have reached retirement age have made use of these rehiring systems, leveraging the experience they have gained through their service with the Company in new roles.

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    Training session for employees in their 50s

*1 Career training I and II for employees in their 50s include the following two courses:
   1. Career–life management training
    (for those in or above managerial positions)
   2. Lifestyle and workstyle planning training
    (for those in or below leadership and specialized positions)

*2 Career assistant system: A system for those who seek reemployment after retirement that introduces a shortened workweek with shorter working hours per day, thereby catering to a wide range of work preferences

*3 Senior challenge system: A system implemented in collaboration with major recruiting companies that provides opportunities to those interested to work from home in a manner that leverages their insight and skills

(4) Initiatives related to employing people with disabilities

DENSO commenced the regular employment of people with physical disabilities in 1978 with the aim of having them participate in society and become self-reliant. In 1984, we established DENSO Taiyo Co., Ltd., a special-purpose subsidiary that primarily hires people with physical disabilities, in Aichi Prefecture, which was the first of its kind at the time. In 2016, we established the new special-purpose subsidiary DENSO Blossom Co., Ltd. This company employs people with mental and intellectual disabilities, who primarily perform clerical work.
At DENSO CORPORATION and its special-purpose subsidiaries, over 700 employees with disabilities are earnestly engaging in their work and playing a valuable role in strengthening our competitiveness.

Policy on employing people with disabilities

With the aim of providing an opportunity for a large number of people with disabilities to play an active role and continue to work with peace of mind, we have adopted the following two policies and are promoting efforts based on these policies.

  • Actively employ people with disabilities with the aim of having them participate in society and become self-reliant

  • Become a company where people with disabilities can leverage their capabilities and work in a lively and energetic manner

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    Employees performing tasks at DENSO Blossom

Initiatives related to employing people with disabilities
 1978 Commenced regular employment of people with physical disabilities
 1984 Established special-purpose subsidiary DENSO Taiyo Co., Ltd.
 1999 Commenced regular employment of people with intellectual disabilities
 2007 Participated in the Abilympics for the first time
 2016 Established special-purpose subsidiary DENSO Blossom Co., Ltd.

Trend in the Ratio of Persons with Disabilities Employed

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Efforts to support the activities of people with disabilities

At DENSO CORPORATION, employees with disabilities work together with employees without disabilities and are involved in the same tasks. To ensure that these employees can play an active role in a safe and productive manner without feeling restricted in any way, we provide the necessary support and consideration in accordance with the characteristics of individual disabilities.

Consideration toward the hearing impaired Improving communication methods in the event of an emergency

Improving communication methods in the event of an emergency

We normally use alarms to indicate an emergency.
However, employees with hearing impairment are unable to detect the sound of these alarms.
Accordingly, we have installed large-scale rotating warning lights in areas where there are no or few employees in surrounding areas so that people with hearing impairment can detect emergency situations using their sense of sight.

  • Notification through sound (speakers,smartphones,etc.)
  • Ratio of employees with hearing disabilities among persons with disabilities employed

Improving methods to ascertain the operating status of equipment

Normally, for employees involved in the operation of production equipment, a sound emitted from an indicator on the equipment notifies employees when operation initiates and finishes.
A visual indicator is also displayed so that employees with hearing impairment can also ascertain the operating status of equipment.
However, this indicator alone is not enough to sufficiently ensure that these employees are notified. We therefore communicate information using a tool (specialized wristwatch) that provides notification via vibrations when equipment commences operation.
In this way, we work to ensure safety for our employees with hearing impairment while enhancing their operational capabilities and productivity.

  • Improving methods to ascertain the operating status of equipment

Work Support

As an effort to promote education in the workplace and support the communication required during meetings, we dispatch sign-language interpreters and copyists who provide written summaries of meetings. In addition, we have established the sign language supporter system, which encourages employees to learn sign language in an effort to enhance communication with employees with hearing impairment. At the moment, 180 employees have registered as in-house sign language supporters.
Furthermore, we actively make use of communication support tools. In 2017, we introduced portable writing pads. In 2018, we introduced tools that automatically recognize spoken language and convert it into written language. These tools are being utilized at many of our offices.
At offices to which employees with hearing impairment belong, we conduct specialized training to enhance employee understanding of hearing impairment. In this manner, we ensure that work at our offices is conducted smoothly by instilling an understanding of hearing impairment among all employees.

    • Communication support provided by a sign language interpreter

      Communication support provided by a sign language interpreter

    • Writing pad

      Writing pad

    • Tool that converts spoken language into text

      Tool that converts spoken language into text

    • Training to enhance employee understanding of hearing impairment

      Training to enhance employee understanding of hearing impairment

Participation in the Abilympics

We actively encourage our employees with disabilities to compete in the Abilympics (nationwide skills competition for the disabled) in an effort to boost their motivation. At DENSO, employees have been competing in the “electric device assembly” category since fiscal 2005.
In fiscal 2018, our employees received a gold and silver medal at the competition.

  • Total number of medals won at the Abilympics

    Total number of medals won at the Abilympics

Consideration toward Employees with Physical Disabilities

Consideration of Safety

We give consideration to the safety of employees with disabilities in accordance with personal requests and the specific circumstances of each office. For example, at offices where people of short stature work, we replaced all doors in areas where employees are active with see-through sliding doors to ensure safety when opening and closing doors. In addition, we installed handrails at a low level to assist in climbing staircases. In these ways, we are promoting efforts that place the utmost priority on safety.

  • Consideration of Safety


At our special-purpose subsidiary DENSO Taiyo, we have adopted the slogan of “No charity, but a chance” in order to support the self-reliance of people with disabilities. The company was established in 1984 through a joint investment with Social Welfare Organization Japan Sun Industries.
DENSO Taiyo primarily employs people with physical disabilities which make it difficult for them to work in a regular office. As a special-purpose subsidiary that focuses on manufacturing, DENSO Taiyo is entrusted with production operations from manufacturing divisions of DENSO CORPORATION. Guided by the aim of becoming a company trusted for its quality, DENSO Taiyo is making proactive efforts to thoroughly improve various production processes and establish a workplace that secures high levels of productivity and quality.

  • DENSO Taiyo 1
  • DENSO Taiyo 2

DENSO Taiyo's corporate website (Japanese)


Commencing operations in 2017, the special-purpose subsidiary DENSO Blossom Co., Ltd. distributes mail within the premises of DENSO’s head office and conducts cleaning tasks. In 2020, the company expanded the scope of its activities to include document digitization and light landscaping work as well as cleaning tasks at DENSO’s Tokyo branch. By working together in the same office, these employees with various disabilities learn to embrace each other’s differences, thereby creating an in-house atmosphere where people are highly considerate of others.
The “Blossom” part of the company name and the use of nasturtium, saffron, and gaillardia in the company’s symbol, which stand for growth, trust, and teamwork, reflect our strong belief that the skills and capabilities of each employee of DENSO Blossom can bloom to their full potential.
At DENSO Blossom, which primarily employees people with disabilities, we believe that the most important task is to create an environment where people can work with peace of mind over a long period of time. Accordingly, we give consideration to the characteristics of individual disabilities and make efforts to ensure that work can be performed comfortably and safely (easy to see, easy to hold, easy to carry). To this end, we strive to implement various measures and improvements on a daily basis.

  • Business activities of DENSO Blossom

    Business activities of DENSO Blossom

  • Logo of DENSO Blossom

    Logo of DENSO Blossom

  • Business activities of DENSO Blossom
  • Health management chart

    Health management chart

DENSO Blossom's corporate website (Japanese)

Support for Adaptive Sports

We are focusing our efforts on supporting adaptive sports. Among the employees with disabilities that belong to DENSO CORPORATION and its Group companies, there are players who compete in international competitions for deaf soccer and deaf volleyball.
In addition, employees from DENSO Taiyo compete every year in a wheelchair marathon held in Oita Prefecture.

    • Athletes competing on an international level Haruka Otani (deaf soccer)

      Athletes competing on an international level Haruka Otani (deaf soccer)

    • The Oita International Wheelchair Marathon Race

      The Oita International Wheelchair Marathon Race

    • Participants of DENSO Taiyo and cheering team

      Participants of DENSO Taiyo and cheering team

(5) Efforts toward the LGBT Community

At DENSO CORPORATION, with the aim of realizing a workplace where everyone can play an active role, we are working to enhance employee awareness and understanding so that we offer workplaces where discrimination based on sex, gender identity, sexual preference, and gender expression does not exist. At the same time, we are working to improve various frameworks to ensure that they are not discriminatory.

Examples of Initiatives

  1. Implemented harassment training targeting approximately all 3,100 general managers of production lines

  2. Implemented diversity training for new employees

  3. Made employee number design style and uniforms the same for male and female employees

  4. Established in-house consultation center and provided individual responses to issues brought to our attention through this center (response to toilets, locker rooms, health checks, etc.)

3. Initiatives for Realizing a Work–Life Balance

To make DENSO CORPORATION a more inviting place to work for employees who live various kinds of lifestyles, we have established flexible systems that provide support for realizing a work–life balance. At the same time, we are taking steps to raise awareness and reform workstyles at all of our offices.

Initiatives for Realizing a Work–Life Balance [DENSO CORPORATION]

Enhancement of paid leave systems and workstyles related to childcare and nursing care To ensure that our employees have peace of mind in continuing their work while engaging in childcare or nursing care, we have established paid leave and work systems to an extent that far exceeds legal requirements.
Operation of in-house childcare facility We operate an in-house childcare facility that is available to children from eight weeks old to roughly six years old, prior to entering elementary school. Not only is this facility open on holidays in accordance with the corporate calendar, employees are able to drop off their children in early morning or late at night. This in turn provides support for a diverse range of workstyles that best suits the circumstances of each individual employee.
  • Tacchicchi House
    (operated together with five Toyota Group companies: Kariya City, Aichi Prefecture, four locations; Kota, Nukata District, Aichi Prefecture, one location; Daian, Inabe City, Mie Prefecture, one location)

  • Kirakira Nursery
    (Kosai City, Shizuoka Prefecture, one location)

Holiday daycare for employees in technical positions We have established a daycare space within our plants for holidays on which the Company still operates. This helps establish a structure that enables our technicians with children to come to work on holidays.
Introduction of teleworking system We have introduced a teleworking system that allows employees to work from home or at a location outside the office all day, or before they come into the office or after they return home from the office. In this way, we are working to secure flexibility for employees in terms of work location and working hours.

Childcare Support

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Number of Employees Utilizing Childcare and Nursing Care Leave (DENSO CORPORATION)

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Number of Employees Utilizing Childcare and Nursing Care Leave (DENSO CORPORATION)
Fiscal years 2016 2017 2018 2019 2020
Childcare leave Female 290 256 277 286 349
Male 21 27 32 45 57
Nursing care leave Female 3 3 7 8 9
Male 5 9 8 7 16
Shortened hours for childcare Female 290 316 315 307 344
Male 1 3 3 2 6

4. External Evaluation

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In addition, DENSO received the Minister Prize in Equal Employment/Work–Life Balance for Fiscal Year 2019, Excellence Award (Family-friendly Enterprises Category), which is offered by the Ministry of Health, Labour and Welfare. The Company received this award in light of its efforts to establish workplace environments that enable both male and female employees to fully leverage their capabilities throughout the entire period of their vocational lives.

Furthermore, without being constrained by unconscious biases and preconceived notions, we adopt a scientific approach toward information related to human resources to ensure that we are able to fully leverage the capabilities of our diverse pool of employees and achieve business success as a result. In this way, we are making efforts to realize the optimal allocation of our human resources in a manner that best suits their individual strengths. These efforts have garnered high praise, allowing us to receive the Prize of Encouragement at the 8th JAPAN HR CHALLENGE AWARDS.

Future Initiatives

Initiatives for promoting diversity are essential in attaining sustainable growth of society as a whole as well as of the DENSO Group. Going forward, we will take on the promotion of diversity and inclusion and the support of a work–life balance as a Groupwide managerial issue and work together across the Group to enhance and reinforce related initiatives