Promoting an Active Role for a Diverse Group of Human Resources

Basic Stance

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, by transcending individual attributes such as gender, age, nationality, disability, sexual orientation, and career history, will enable a diverse group of employees to work with enthusiasm and energy.

Promotion System

In order to clarify global policy, discuss challenges shared on a global basis, and share the status of regional issues and initiatives, DENSO has established the Global Diversity & Inclusion Committee, which is made up of executives and representatives of each region.

Diversity & Inclusion Officer

Specific Initiatives

To communicate the DENSO Group’s approach to diversity and inclusion-related initiatives in fiscal 2017 both inside and outside the Group, we presented a message from the president of the Diversity & Inclusion Committee and made the content of that message available on our website. Guided by the strong passion our management has toward promoting diversity and inclusion, we will actively pursue efforts to enhance diversity in each region of operation.

A Word from a Diversity & Inclusion Committee Leader

Michael David Brackett

Senior Vice President


When promoting diversity and inclusion on a global scale, communication presents the greatest challenge. When I mention communication as a challenge, people may believe that that refers to language differences. However, what I really am referring to is the difficulty of having another person understand important issues you may be facing and also being able to consider things from that person’s perspective. The more diverse the people you are communicating with, the more important it is to be able to understand, acknowledge, and respect their opinions. Through diversity and inclusion activities, I hope we are able to stimulate global communication between DENSO Group companies and foster a culture of inclusion.

Specific 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 in order to enhance our systems and raise internal awareness of this issue.







Female employees


( )









Senior employees (employed post-retirement age)






Persons with disabilities

















Domestic Group companies*2











Employees from overseas*3






*1 DENSO CORPORATION: Total for DENSO CORPORATION and DENSO Taiyo Co., Ltd. Figures in
< > represent the percentage of persons with disabilities employed.

*2 Domestic Group companies: Total for all domestic Group companies including DENSO CORPORATION and DENSO Taiyo Co., Ltd. Figures in < > represent the percentage of persons with disabilities employed.

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

A. 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 enhancing our career support systems, which allow female employees to continue to advance their career throughout each major life event. Going forward, we will continue to systematically employ and nurture female employees as we aim to raise the number of women in managerial roles to 100 by 2020 (triple the number compared with 2014).

Chosen by the Ministry of Economy, Trade and Industry for the New Diversity Management Selection 100 (March 2016)

Career planning interviews 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.
Training sessions for considering career paths and workstyles For our female employees and their supervisors, we hold training sessions for considering career paths and workstyles. At these sessions, participants are able to interact with outside professionals, thereby providing them with an opportunity to deepen their understanding regarding their own careers.
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.



Networking event for female employees (October 2016)

Number of New Female Graduates Entering the Company

Fiscal year






April 1


Administrative positions











Technical positions











Engineering work*1











Administrative work






Note: Percentages in the above table are the ratio of women within the total number of employees in each position.

*1 Excluding DENSO Technical Skills Academy

(Example) Female Employees Active on a Global Scale

Overseas trainee

Rie Ikai


Ever since I was little, I have had the desire to make an impact on various people in countries around the globe with the aim of making our world more equal and enriching the lives of those living in it. To that end, I realized the need for me to get to know and interact with people who have diverse value systems and experiences in order to broaden my own world view. I therefore put myself in such an environment during my university days, where I took on a variety of challenges. The Overseas Trainee System was particularly appealing to a person such as myself, and it was one of the reasons why I decided to join the Company.

It was a bit difficult and lonely for me to leave my husband and pet dog behind in Japan, but the faith my family, coworkers, and supervisors had in my potential helped give me courage. Through my overseas experience, I am now able to carry out my daily work with an even higher awareness of my purpose for working at DENSO and what I can accomplish here.

I am currently working as a human resources manager for the Asian region. I constantly consider ways to leverage the differences of each country to enhance our organizational performance in the entire Asian region, which represents a fast-moving market comprising various countries. This is an extremely interesting challenge for me, and I am excited to go to work every day. Working toward a common goal with those around me, I hope to continue to take on challenges and bring about change going forward.

Overseas dispatch

Yuko Nakamura

Shanghai Technical Center


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.

B. 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.

*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 that provides opportunities to work from home for those interested

Training session for employees in their 50s

C. Actively Employing People with Disabilities 

Since starting the regular employment of persons with disabilities in 1978, DENSO has actively worked to expand employment and occupational opportunities and provide steady support through education, training, and extracurricular activities. In addition, we have established specialized teams in our human resources department and at the human resources departments of each factory. These teams provide comprehensive support to people with disabilities throughout the hiring process and after they start their respective positions. Through these kinds of efforts, we are working to ensure that employees with disabilities can play an active role.

(Examples) Expanding the Role for Employees with Various Disabilities

1. Active Participation in the Abilympics

Participating in the Abilympics gives our employees an opportunity to not only improve their own skills but also enhance their leadership capabilities in the workplace. Employees who have experience as participants or coaches in the Abilympics help play an active role in training new and temporary employees when they first join the workplace.

At the 36th National Abilympics held in Tendo City, Yamagata Prefecture, in October 2016, two of our employees (one from Aichi Prefecture and one from Mie Prefecture) participated in the Electronic Assembly and Testing division, with one employee winning a gold medal and the other winning a bronze medal.

Kosuke Ono

I am extremely grateful to my coach (manager), who diligently provided me with strict but compassionate guidance, and all the people I work with, who offered me their support as I was preparing for the event. I want to continue to try my best in the hope that I can be a role model for future employees.

Akira Madarame

Thanks to the warm support I received from all the people I work with, who continued to cheer me on and encourage me, I was able to overcome the difficulties of training for the event. My coworkers taught me that, if I put my mind to something, I can accomplish my goals, and I am therefore beyond grateful to them. I hope to return the kindness shown to me by passing on this important experience to the next group of employees who wish to participate in this event.

2. Workplace Assistance for Employees with Hearing Impairment via the Sign Language Supporter System

At DENSO, employees with and without disabilities work together in a fair and equal workplace. To ensure that those with disabilities quickly become accustomed to the work environment, it is extremely important that they are able to communicate effectively with nondisabled employees. For employees with hearing impairment, we have developed the in-house Sign Language Supporter System, which helps these employees communicate with their coworkers. Through this program, we are steadily providing assistance to those with hearing impairment.

Employee providing sign language support
3. Sign Language Club Event

We have established sign language clubs at all of our factories. In addition, we hold a Companywide sign language event once a year, which are planned and managed by the human resources departments and the sign language club members of each factory. This event helps encourage interaction between hearing impaired and non-hearing impaired employees that goes beyond individual factories.

 (Photos: Sign language club event held at Toyohashi General Botanical Park in May 2017)

Group photo (166 participants)
Flower-planting activity

Topic 1: The Diversity Forum 

To foster a style of organizational management that leverages the strengths of a diverse group of employees, we held the Diversity Forum in October 2016, targeting approximately 1,600 employees and managers who are leading the way in promoting our organizational reforms. At the forum, DENSO’s president gave a speech regarding the importance of promoting diversity and inclusion, and comments were made regarding DENSO’s position amid the rapidly changing society. In addition, lively discussions were held on how to provide leadership in terms of resolving the operational issues each business group faces from the perspective of diversity.

The Diversity Forum (October 2016)

Topic 2: Start of Operations at DENSO Blossom

To foster a style of organizational management that leverages the strengths of a diverse group of employees, we held the Diversity Forum in October 2016, targeting approximately 1,600 employees and managers who are leading the way in promoting our organizational reforms. At the forum, DENSO’s president gave a speech regarding the importance of promoting diversity and inclusion, and comments were made regarding DENSO’s position amid the rapidly changing society. In addition, lively discussions were held on how to provide leadership in terms of resolving the operational issues each business group faces from the perspective of diversity.To further expand the role for employees with a wide range of disabilities, we commenced operations of the special-purpose subsidiary DENSO Blossom Co., Ltd. in April 2017. Building on from the special-purpose subsidiary DENSO Taiyo Co., Ltd., which focused primarily on employing people with physical disabilities, DENSO Blossom employs primarily people with intellectual disabilities (currently 20 individuals with such disabilities; responsibilities and duties: delivering and receiving internal mail, floor cleaning, etc.).

Reason behind the name DENSO Blossom

The name DENSO Blossom was chosen based on our desire to have the personalities and abilities of all of the company’s employees, whether disabled or not, bloom to their fullest.

Employees working at DENSO Blossom
Delivering internal mail
Cleaning the floors

Topic 3: Enhanced Support for Adaptive Sports Activities (Deaflympics)

In preparation for the 2020 Tokyo Paralympic Games, there has been a heightened need for strengthening support for adaptive sports. Employees at DENSO and DENSO Group companies have enrolled to participate in the games as representatives of Japan in such events as deaf soccer and volleyball. We are making concerted efforts to provide these employees with the support they need.

DENSO’s top disabled athletes (including domestic Group companies)
1. Women’s deaf soccer
Kota Plant / Haruka Otani
Nishio Plant / Mari Okubo
2. Women’s deaf volleyball
Kyosan Denki / Aoi Yasuda

(2) 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.

In-house childcare facility Tacchicchi House
Support seminar for returning to work after taking childcare leave

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.

Support seminar for returning to work after taking childcare leave


We offer support for a smooth transition back to work after taking childcare leave. For example, we hold a seminar to provide employees with an image of what work life will be like upon returning to the office. Both employees and their spouses can participate in this seminar.

In-house childcare facility Tacchicchi House


We manage Tacchicchi House together with five companies of the Toyota Group. 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.

Introduction of mobile working*

Mobile working can be used in conjunction with our flextime system, which we have been implementing for many years. In this way, we are working to secure flexibility for employees in terms of work location and working hours.

Trial implementation of Morning Shift
(Starting in 2015)


Morning Shift shortens DENSO’s core time by one hour (from 10:10 a.m. to 2:45 p.m.) and also encourages employees who come into work before 8:40 a.m. to leave early. In these ways, Morning Shift raises employees’ awareness of time and encourages them to change the way they work so that they are able to achieve a high level of results in a shorter period of time.

* Mobile working: A flexible workstyle that leverages information technologies to allow employees to work in a manner unrestricted by location or time

Childcare Support

Nursing Care Support

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


Fiscal years








Childcare leave













Nursing care leave













Shortened hours for childcare













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.