Strengthening Human Capital

We have been working to strengthen our human capital by implementing various measures based on "acquiring diverse talent," "sustainable development," "appropriate allocation," "creating a rewarding workplace environment," "enhancing management participation awareness," and "fostering corporate culture." During MEX26, we will provide priority investment for implementing various measures to "develop individual strengths," "work as a team," and "take on challenges."

Acquiring Diverse Talents

Management, System, and Structure

New Graduate Recruitment
We promote recruitment activities for those who are expected to complete a bachelor's degree at university, a master's or doctoral degree at graduate school, or those who have completed their degrees within the past 3 years.

Mid Career Hire (Experienced Persons)
We hire people with diverse skills and experience, regardless of their industry or job type.

Return Entry System
We support a balance between work and home life through childcare and nursing care by implementing our "return entry" system, which rehires employees who have left us for reasons such as childbirth, childcare, or nursing care within five years of their leaving provided that the employees and the company have mutually agreed.

Goals

Recruitment ratio of female graduates at Maxell, Ltd.: 50％ or higher for administrative jobs, 25％ or higher for engineering jobs

Achievements

Sustainable Talent Development

Education Policy

At Maxell, we have defined three basic education policies and are implementing education by identifying key initiatives.

Basic Education Policies:

1. 1.People are the most important resource for a company, and in addition to fostering a culture of ongoing education,
   we aim to be a company in which people grow and develop.
2. 2.Develop human resources able to identify societal changes, work sincerely toward achieving greater creativity and technological capabilities, and provide value to employees, customers, and society.
3. 3.Develop human resources with a global, diversity, and inclusion mindset.

Key initiatives:

1. 1.Strengthening the linkage between Maxell's business and talent development by involving executive and management layers.
2. 2.Creating new "awareness" through practical and experiential programs in various fields.

Management, Organization, and System

Our talent development follows the basic education policies discussed by the management executives and is implemented through three subcommittees led by the heads of the business divisions: "Global," "Sales & Marketing," and "Technology." Each subcommittee is responsible for planning and executing the necessary education for its respective field.

Goals

・Creation of a skill map for desired talent (by fiscal 2026)
・Achievement rate of the company-wide education plan: 100％, ongoing

Achievements

Fiscal 2024
・Started the creation of a skill map for engineering jobs (ongoing)
・Achieved 100％ completion for the company-wide education plan

Activities

Implementation of Hierarchical and Job-specific Education
In hierarchical education, we provide practical and experiential programs designed to fulfill the roles required at each level in the workplace. In job-specific education, we implement talent development initiatives across three areas: "Global," "Sales & Marketing," and "Technology," offering various educational curricula to cultivate talent capable of creating new value. This includes training tailored to the hierarchy of each specialty, global education such as training programs abroad, and regular updates of educational themes and methods in line with current trends.
For successor development, we have redefined the qualities, abilities, and experiences required of Maxell's executives and select candidates for next and following management executives through our talent council. The education of selected individuals has been revised to prioritize practical workplace training programs, with plans to implement rotations and other initiatives, thereby strengthening the human foundation necessary for creating robust and new businesses.

　

Development of "IoT/AI" Engineers Capable of Creating IoT Businesses
Through the practical education of the "IoT Talent Development Program," we aim to cultivate "IoT/AI" engineers capable of thriving in IoT business creation by acquiring knowledge related to IoT programs. Specifically, we provide opportunities for learning practical programming and mastering the programming language Python, targeting the development of talent that can implement devices and applications using IoT and AI knowledge, with approximately 60 employees participating. By steadily implementing such efforts, we connect needs with seeds based on solid technology and aim to strengthen the creation of new businesses utilizing IoT and AI technologies.
In fiscal 2025, we will continue to implement education and training according to our plan.

Appropriate Placement

Management, Organization, and System

In fiscal 2021, we revamped the personnel treatment system for managerial positions and redefined the roles expected of Maxell's managers. This was established to make it easier for each manager, who is expected to be a leader of transformation at Maxell, to recognize the standards of work they should practice. The role definition explicitly states that "committing to value as a prerequisite means managing the organization, creating a path to achieve objectives, and responding to customer demands and values, which in turn generates corporate value." This awareness is thoroughly instilled.

Roles Expected of Managers

1. 1.Strengthening organizational foundation
2. 2.Building implementation processes
3. 3.Creating customer value
4. 4.Creating corporate value

Goals

・Talent management system: Introduce to the Group companies by fiscal 2026
・Education for personnel evaluators: 2 times/year

Achievements

Fiscal 2024
・Renewal of Talent Management System
・Personnel evaluator training: 2 times/year

Activities

Renewal of Talent Management System
In fiscal 2024, we revamped our talent management system with the aim of supporting the growth of each individual employee and maximizing the power of the entire organization. The new system has expanded the scope of coverage, which was previously limited to certain areas, to enable centralized visualization and management of human resource information such as employee skills, work experience, and career aspirations. Going forward, we will establish a system that will enable more appropriate human resource allocation, support for career development, and advancement of training measures.
By fiscal 2026, this system will be rolled out in phases to all group companies to strengthen the coordination of human resource information and training capabilities across the entire group.

Fostering a culture of challenge

Management, Organization, and System

At Maxell, as part of our efforts to support the career development of each employee, we conduct career intervews for all employees. Through these intervews, we grasp the career visions and growth aspirations of our employees, and by providing support tailored to each individual's goals, we aim to achieve sustainable growth and create a rewarding workplace.

Goals

・Career interview implementation ratio: 100％
・Improve job satisfaction score in employee awareness survey: 90％ or higher (FY2026)

Achievements

Fiscal 2024
・Career interview implementation ratio: 100％ achieved
・Improve job satisfaction score in employee awareness survey: 66％.

Activities

Career Support Initiatives Utilizing Talent Management Systems
At Maxell, we are committed to supporting the growth of each employee and striving for the sustainable development of the organization by leveraging a talent management system for human resource development. As part of these efforts, we have focused on improving the implementation rate of career interviews and have established a framework to engage with all employees.
By utilizing the e-learning function of the talent management system, we ensured that both evaluators and those being evaluated could reaffirm the significance and objectives of the interviews, thereby raising awareness of their importance. Furthermore, through monitoring using the system's questionnaire function, we assessed the status and quality of the interviews and worked on continuous improvement.
As a result of these initiatives, we successfully achieved a 100％ implementation rate for career interviews across all employees. Moving forward, we will continue to enhance this framework and promote human resource development through dialogue.
By providing each employee with opportunities to think about their career and engage in discussions with their supervisors, we aim to achieve both individual growth and organizational strength.

Improving engagement through employee awareness surveys
At Maxell, we conduct an employee awareness survey once a year.
We established seven new elements for engagement: "enthusiasm," "immersion," "dynamism," "positive feeling in the workplace," "a sense of future engagement," "a unified direction," and "satisfaction with the current situation." We achieved a score of 66% compared with our target score of 90％ or higher of positive respondents. To reach our goal, we will work on policies as a company, mainly initiatives such as talent management to enable individuals to build their careers and acquire the skills they need, organizational invigoration through communication initiatives, and management. In addition, the survey report includes countermeasures for each department, and we are working on improvements at the workplace level.

Creating a Rewarding Work Environment

Management, System, and Structure

Maxell has created a diverse work system, enabling all employees to engage in flexible workstyles according to their lifestyle and life stage. Notably, we have established a system that exceeds the legal level of childcare and nursing care to ensure a balance between work and home.
With regard to the use of childcare leave by men, we have offered five days of new paid childcare leave for a child's birth since fiscal 2023; this had a usage rate of 42％. We have established a KPI of a 100％ usage rate in fiscal 2024, and are promoting the creation of workplaces in which it is easy to take leave.

Flexible Work Systems
We aim to create a workplace where employees can flexibly choose their work style according to their life stage by introducing flexible work hours and telework.

Goals

・Encouragement for men to use childcare leave: 100％ usage rate (FY2024)
・Reduce the total annual working hours of employees: 2.5％ reduction compared to FY2023 1,850 hours (FY2026)

Achievements

Maxell has established various work systems to enable all employees to work flexibly according to their lifestyle and life stage. In particular, to support the balance between work and family life, we have systems that exceed legal standards for childcare and nursing care. In fiscal 2024, 83％ of male employees took paternity leave.

Employees Taking Childcare and/or Nursing Care Leave

	FY2020	FY2021	FY2022	FY2023	FY2024
Childcare leave, etc.*	9 employees	14 employees	15 employees (5 male,10 female)	16 employees (12 male,4 female)	13 employees (10 male,3 female)
Nursing care leave	1 employee	0 employees	1 employee	1 employee	0 employee

Activities

Maxell is implementing the following initiatives to create a more comfortable company for all employees.

Work-Life Management (Support for Balancing Work and Life Events)

Since fiscal 2016, we have introduced a telework system to help employees balance work with life events such as childcare and nursing care. In fiscal 2018, we created guidelines for work and rest, and held explanatory meetings and workplace study sessions to broadly promote work-life management among employees. To deepen understanding of caregiving, we distributed a "Handbook for Balancing Work and Caregiving" to all employees, supporting the balance between life events and work.
In fiscal 2019, we conducted telework trials in some departments regardless of the reason, promoting understanding of the system from both supervisor and subordinate perspectives.
Additionally, we set a "No Overtime Days" once a month, strongly promoting leaving work on time across the company to improve work-life management for all employees. We are also promoting a "Monthly Paid Leave" program, encouraging employees to take at least one annual paid leave every month.

Creating a Comfortable Communication Environment for Work

1. 1.We formulated telework guidelines, updating them as needed based on the results of the telework trial conducted in 2019 and societal needs, balancing infection prevention and business activities. Internally, we promote more efficient work styles using online communication tools.
2. 2.By establishing "Meeting Operation Methods Review and Email Etiquette," we are working on the following:
   ・Meetings should be limited to less than 1 hour.
   ・Use paperless meeting materials.
   ・Avoid sending emails during nights and holidays.
   ・Omit greetings in internal emails.

Promoting Digitalization to Assist Work Style Reforms
To strengthen our management foundation, we are carrying out business reforms and revamping our core systems to standardize operations, moving away from the current form of management in which each domestic and overseas site establishes its own operational foundation individually. In this way, we are working toward lower operation costs, stronger corporate governance, and optimized utilization of human resources. Particularly in indirect departments such as general affairs, accounting, and business operations, we aim to achieve as much automation and operational efficiency as possible. By promoting the following digitalization initiatives, we strive to improve productivity and reduce costs.

Digitalization Measures for Work Style Reforms and Productivity Improvement
・Establish and strengthen telework environments
・Standardize, streamline, and stabilize online meetings, promoting efficient meeting formats
・Promote paperless operations
・Promote the use of cloud services
・Digitize approval and circulation procedures
・Improve operational efficiency and digitalization using RPA (Robotic Process Automation)
・Strengthen security for the expanded use of cloud services and telework

Enhancing Management Participation Awareness

We are aiming to increase management participation awareness and continue raising our corporate value through employees holding company shares, as well as furthering value-sharing with shareholders. With these goals in mind, we have introduced a share-based remuneration system to deliver restricted stock and an employee shareholding association system.

Management, System, and Structure

Share-based Remuneration System
We grant restricted stock with a five-year transfer restriction once a year to the managerial level employees of Maxell, Ltd.

Maxell Group Employee Shareholding Association System
We have introduced a shareholding association system for employees and post-retirement employees of Maxell, Ltd. and the domestic group companies.

• Diversity Promotion Initiatives
• Health Management
• Occupational Safety

• Social | Sustainability