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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 race, gender, age, nationality, religion, disability, sexual orientation, career history, or value systems, thereby allowing a diverse group of employees to work with enthusiasm and energy.

1. Global Initiatives

In 2016, DENSO’s president & CEO issued a message on diversity, which was released via the Company’s corporate website, internal intranet, in-house newsletter, and other outlets. This message was delivered with the aim to communicate DENSO’s approach to diversity and inclusion initiatives both internally and externally. Guided by our management’s strong conviction to promote diversity and inclusion, we will actively pursue relevant initiatives in each country and region of operation going forward.

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.

Examples of Initiatives

D&I themes are different by each country and culture; therefore DENSO promotes activities that are suitable for each region. For example, in Vietnam, Malaysia, Indonesia, the Philippines, and Thailand, where a large number of women work at our production sites, production lines adapted for pregnant women have been installed, enabling them to work while sitting down. By doing so, DENSO has created an environment where women at production sites can work energetically without experiencing stress during pregnancy, and these efforts also include supportive care for breastfeeding mothers. In North America, we hold an internal event during Pride Month* in June every year to eliminate unconscious bias toward sexual minorities.

*Pride Month: Month of various events to show LGBT + rights, culture and community support around the world.

  • diversity-img-childcare-global-en

2. Domestic Initiatives

(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. Under the leadership of the chief human resources officer (CHRO), we have also been taking steps to enhance our systems and raise internal awareness of this issue.


Fiscal2017 Fiscal2018 Fiscal2019 Fiscal2020 Fiscal2021
Female employees 5,103
(12.7%)
5,345
(13.1%)
5,674
(13.9%)
6,529
(14.2%)
6,631
(14.6%)
Senior employees
(employed post-retirement age)
1,963 1,869 3,396 3,406 3,679
Persons with disabilities *1 597
(2.07%)
634
(2.18%)
743
(2.22%)
774
(2.25%)
825
(2.28%)
Employees from overseas *2 203 260 286 369 278

*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.

Road Map for Promoting the Active Role of Female Employees

  • roadmap_diversity-en

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. We are also expanding networks to connect female employees with each other, including through the introduction of role models.

Training for Managerial Personnel on Promoting the Active Role of Female Employees In order to facilitate an understanding of the significance of promoting the active role of female employees (significance for management and significance for the workplace) among personnel in managerial positions, and to ensure that such personnel become advocates for changing the workplace culture, we conduct interactive training that covers such matters as the importance of promoting active roles for women, ways to interact with female subordinates, career development, and evaluation.
Diversity Training for New Employees We conduct training for new employees to make them aware of how important it is for a corporation to promote the active role of not only women but also of a diverse group of human resources. This training also aims to make employees aware of any unconscious bias they may have.
Health Seminar for Women We implement a seminar to help women understand specific health issues they face and to ensure that they can work in good health and with enthusiasm.
Interviews Before/After Taking Childcare Leave Time can become easily restricted during the period of raising children, and it is therefore important for employees to take on work-related challenges that will lead to their individual growth, without having to give up on continuing their career. We believe that it is necessary for supervisors and subordinates to come together to discuss workstyles and career development. To that extent, we conduct interviews with employees before and after they take childcare leave (approximately 300 employees interviewed annually).
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 online 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.
Handbook for Supporting a Work–Life Balance We have prepared handbooks (special versions for male employees, female employees, and their supervisors) that describe what to do during each phase of pregnancy, from the time an employee or their partner becomes aware of the pregnancy to the time the employee or their partner gives birth and returns to work. In this way, we offer support for achieving a work–life balance throughout the pregnancy and childbirth process.
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.
System for Changing Positions We have in place a program for changing positions to enable employees who joined as members of administrative staff to build new careers in career-track positions.
Various Work Systems We offer a variety of options for work, such as teleworking, flextime, shortened working hours, exemption from overtime work, exemption from night shifts, paid leave in half-day units, accumulated paid leave, side jobs, and a reemployment system (nursing care and spouse transfer).

Number of women in executive and management positions [DENSO CORPORATION]
Fiscal year Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020 Fiscal 2021
Officers *1 1
1.9%
1
1.9%
1
1.8%
2
7.1%
2
7.4%
Women in management positions 53
0.8%
69
0.9%
86
1.1%
103
1.3%
113
1.5%

*1 Up to fiscal 2019: Directors, Audit & Supervisory Board members, executive directors, and senior executive directors. From fiscal 2020 onward: Directors, Audit & Supervisory Board members, and senior executive officers

Number and ratio of female new graduate hires
Fiscal year Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020 Fiscal 2021
Administrative positions 16
24%
28
48%
24
41%
29
52%
25
48%
Technical positions 49
17%
52
16%
58
14%
54
14%
46
14%
Engineering work *2 55
28%
69
28%
123
32%
101
29%
79
30%
Administrative work 36
100%
36
100%
29
94%
19
100%
27
100%
Overall Employment 26% 27% 26% 25% 24%

*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

(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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*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

    • diversity-img-senior-employees

      Training session for employees in their 50s

(4) Initiatives related to employing people with disabilities

Employment of 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 8700 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
 CY  
 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

  • diversity-img-employment-rate-en

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 work. To ensure that these employees can play an active role in a safe and productive manner without feeling restricted in any way, we provide various kinds of 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 support system, which encourages employees to learn sign language in an effort to enhance communication with employees with hearing impairment. At the moment, over 200 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

【TOPICS】 DENSO Taiyo

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)

【TOPICS】 DENSO Blossom

DENSO Blossom Co., Ltd. was founded in January 2016 as a special-purpose subsidiary of DENSO CORPORATION. As reflected in its corporate name, DENSO Blossom commenced formal operations in April 2017 with the aim of becoming a company that brings happiness to its employees by allowing their individual appeal and abilities to blossom. DENSO Blossom’s logo uses nasturtium, saffron, and gaillardia as its motif, as these flowers symbolize growth, trust, and teamwork—the ideals that comprise the action guidelines of DENSO Blossom employees. Through DENSO Blossom, we aim to create working environments that consider the individual abilities and characteristics of each employee, enabling them to continue to work for many years with peace of mind.

While the company initially commenced operations with a total of 20 employees with disabilities, that number had grown to just over 60 as of 2020.

Following the expansion of DENSO Blossom’s business and increase in the number of its employees, in September 2020 DENSO Blossom moved to a new office building that gives even greater consideration to safety, peace of mind, and ease of access. In ways such as these, the company has established a working environment that is extremely friendly to employees with disabilities.

  • DENSO Blossom’s office

    Exterior view of the new office building. DENSO Blossom’s office is on the first and second floor.

  • Sliding doors

    Sliding doors
    All main doors in DENSO Blossom’s office are sliding doors.

  • Multi-purpose toilets

    Multi-purpose toilets
    Ostomate toilet facilities are also installed.

  • Washstands

    Washstands
    The space open below the washbasin is to enable use by employees in wheelchairs.

At the time of its establishment, DENSO Blossom’s main business was performing cleaning tasks and distributing mail within the premises of DENSO’s head office. However, as DENSO Blossom strengthened its recruitment activities and increased the number of employees with disabilities, the company has recently commenced work involving the digitization and shredding of documents and cleaning activities at the Tokyo branch office. In these ways, DENSO Blossom has been expanding the scope of activities for employees with disabilities.

Activities in progress

Morning radio exercise and morning meeting

  • Morning radio exercise
  • Morning meeting

Cleaning activities

Employees conduct daily cleaning of common spaces such as corridors, elevator halls, stairways, training rooms, cafeteria, and restrooms in the DENSO head office building. Employees work together as a team to clean these areas safely, thoroughly, and efficiently.

  • Cleaning activities

Mail distribution

Employees sort documents and mail that come and go between DENSO and its Group companies, send mail to each destination, and collect and deliver mail to each department within DENSO’s head office.

  • Mail distribution

Digitization of documents

Employees provide administrative support to DENSO and its Group companies through scanning (digitization of paper documents, etc.), data entry of necessary information, and sorting activities (sorting and categorizing of documents, cards, etc.).

  • Digitization of documents

Going forward, DENSO Blossom will work together with all its employees to create workplaces that offer fulfillment and happiness and working environments that embrace individual differences, foster teamwork, and allow employees to continue to work over many years with greater peace of mind.

DENSO Blossom's corporate website (Japanese)

Support for Adaptive Sports

We are focusing our efforts on supporting adaptive sports. Sports are believed to be effective in restoring the residual functions of people with physical disabilities, and we encourage our employees with such disabilities to actively participate in sports.

In addition, employees from DENSO Taiyo compete every year in a wheelchair marathon held in Oita Prefecture. As the world’s largest wheelchair race, this marathon is held every year in Oita City, Oita Prefecture, and is an exciting event for spectators.

    • 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 LGBTQ 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.)

(6) Initiatives for Career Employees

With a view to creating new value, DENSO CORPORATION actively promotes career employment in order to incorporate personnel from outside the Company with a diverse array of experience and knowledge. We provide support to employees after joining the Company to help them build a network with their colleagues, including holding introductory training sessions that bring together employees who have joined the Company at around the same time. In addition, we monitor the physical and mental health of employees on a regular basis and engage in efforts to promote the early success of employees as an immediate asset and to improve our employee retention rate.

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 2017 2018 2019 2020 2021
Childcare leave Female 256 277 286 349 316
Male 27 32 45 57 123
Nursing care leave Female 3 7 8 9 2
Male 9 8 7 16 8
Shortened hours for childcare Female 316 315 307 344 361
Male 3 3 2 6 9

4. External Evaluation

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As a company that links the promotion of diversity to business results, DENSO was included in the Diversity Management 100 Companies Selection by the Ministry of Economy, Trade and Industry in 2016.

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.

DENSO was also recognized by Aichi Prefecture, where its head office is located, as an outstanding company in the promotion of an active role for female employees. In addition to its efforts to communicate the awareness of its top management, expand the recruitment of women, broaden the scope of positions in which women serve, and cultivate women for managerial roles, DENSO received this recognition in light of the initiatives it is implementing to promote a work–life balance and create environments where employees can work while raising children and providing nursing care.

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