Promoting an Active Role for a Diverse Group of Human Resources

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.

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.

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.

Message from the Officer in Charge of Diversity & Inclusion Promotion

Keiko Shimokata, Executive Director

DENSO is a global supplier that engages in transactions with customers around the world. To meet the expectations of society going forward and to continue to be a company that is inspiring, our 170,000 employees on a global basis must come together in collaboration. This collaboration represents DENSO’s diversity. As cultures and economic conditions vary by country, we face various diversity-related issues. However, I believe the nature of our diversity-related efforts, which involve understanding those around you, embracing differences, and considering the perspective of others, is the same across the globe. Through our activities to promote diversity and inclusion, I hope we can transform DENSO into a company that believes in the individual potential of employees with diverse personal attributes and allows all employees to leverage the abilities they possess to the greatest extent possible.

Topic 1: Meetings of the Global Diversity & Inclusion Committee

To realize the active role for each of our 170,000 employees around the world, the Global Diversity & Inclusion Committee holds meetings twice a year. At these meetings, regional Diversity & Inclusion officers come together to discuss the best way for DENSO to promote efforts related to diversity and inclusion.

2.  Promotion System and Initiatives [DENSO CORPORARION]

(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)



1,963 1,869

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.

Topic 2: 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)

(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 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.

Interviews before and after taking childcare leave

Providing a position that can lead to future personal development gives employees the motivation to continue their careers even during the hectic period of raising children, when there are limitations on the amount of time one can work. To this end, we believe that discussion between supervisors and their subordinates regarding career development is essential, and, accordingly, supervisors hold interviews with employees before and after they take childcare leave (approx. 300 people interviewed a year).

Seminars for supporting returning to work

To give employees an image of what coming back to work after taking leave will be like, 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 partners toward the importance of teamwork when it comes to balancing work life with raising a child.

Cumulative total of 427 people (80% partner attendance rate)

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 to nursing care-related reasons.

Number of women in executive and management positions [DENSO Corporation]

Seminars for supporting returning to work

Number of New Female Graduates Entering the Company

Fiscal year





2018 April 1


Administrative positions





27 24







Technical positions





51 57







Engineering work*1





69 106







Administrative work





36 29

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.

(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.

*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

(4)Efforts to Employ People with Disabilities

(1) 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

(2) 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 primarily employs people with mental and intellectual disabilities, who perform cleaning tasks and clerical work such as sending e-mails.

In these ways, we promote the employment of people with disabilities at our head office and at these two special-purpose subsidiaries, employing over 700 people with disabilities on a Groupwide basis.

Going forward, as a company that continues to value diversity and be inspiring, we will create positions that accommodate the special characteristics of individual disabilities as we remain steadfast in our efforts to employ and promote the active role of people with disabilities.

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.
Grand opening and entrance ceremony of DENSO Blossom (April 2017)

Trend in employment rate of people with disabilities

Trend in employment rate by type of disability

At the moment, over 600 people with disabilities work at our head office. While the majority of these employees are people with hearing impairment, we also employ people with upper and lower body disabilities, intellectual disabilities, and mental disabilities.

All of these employees work together with employees without disabilities and are involved in the same tasks. To ensure that employees with disabilities can play an active role without feeling restricted in any way, we provide the necessary support and consideration in accordance with the characteristics (type and degree) of individual disabilities.

(3) Efforts to support the activities of people with disabilities

Consideration toward the hearing impaired

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.

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.

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
Writing pad
Tool that converts spoken language into text
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.

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.


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 that 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 Blossom

Two years have passed since the establishment of the special-purpose subsidiary DENSO Blossom Co., Ltd. Currently, the company employs 28 people with intellectual disabilities, three people with mental disabilities, and two people with physical disabilities. These employees distribute mail within the premises of DENSO’s head office and conduct cleaning tasks. 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.

(4) 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.

(5)Efforts toward the LGBT Community

At DENSO CORPORATION, with the aim of realizing a workplace where everyone can play an active role, regardless of sex, gender identity, and sexual orientation, we have established consultation centers and are constantly examining and promoting efforts to support members of the LGBT community as a company.

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.

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

(1)Childcare Support

(2)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.