Fundamental Approach

Aiming to continue progressing as a truly global enterprise, the AGC Group conducts human resource management in accordance with the ideals set out in the Group’s 7 Key Principles for People. Under the headings “coworkers,” “health,” “work,” and “learning,” this section provides close-ups of our activities based on these key principles.

Coworkers: Empowering Diverse Personnel

With the aim of strengthening and unifying the recruitment brand message that we communicate globally as a group, we have unified our recruitment websites in Japan, Europe, and Thailand. Further, when hiring new graduates for career-track positions, AGC has been hiring Japanese and non-Japanese graduates of overseas universities as well as non-Japanese graduates of Japanese universities since 2010. In fiscal 2020, the Company hired five such graduates. In 2013, the Group established AGC Asia Pacific in Singapore as a regional headquarters to accelerate the development of new businesses and markets in the Asia-Pacific region, which is strategically important for AGC’s businesses. This regional headquarters hires ambitious, highly talented people regardless of their nationality from both inside and outside the region.

Coworkers: Empowering Diverse Personnel

Also, to systematically develop management personnel who will lead our global businesses in the future, we identify suitable personnel from all over the world, regardless of nationality and gender, and train these diverse personnel at global, national, and regional levels. Further, in a manner that reflects the current situation of each business and region, we are localizing the management of respective regions’ Group companies by assigning prospective leaders to positions and projects outside their home countries and by conducting training and on-site training Groupwide.

Health: Enabling Employees to Continue Working with Vitality

Based on the belief that maintaining and promoting employees’ physical and mental health is one of the fundamental aspects of a sound human resource strategy, we are focusing efforts on health and productivity management.
For many years, we have been developing and implementing a set of health-related initiatives, including a walking event called the AGC Walk, mental health care, and the AGC Swan Project, which is aimed at preventing passive smoking and reducing the percentage of employees who smoke. In 2020, we established key performance indicators for health management—such as the percentages of employees receiving secondary health checkups and stress checks—to heighten the health awareness of employees, encourage their health improvement efforts, and give us a more accurate understanding of employees’ health. Also, a centralized in-house system strengthens coordination among our industrial physicians and nurses at each operating base and facilitates the formulation and implementation of Companywide measures. Thanks to this system, we have been able to take prompt action to ensure and improve the health of employees during the COVID-19 pandemic.

Health: Enabling Employees to Continue Working with Vitality

In July 2021, we introduced the AGC Health Point Plan, which awards points that can be exchanged for a range of products and services to employees whose activities and achievements are in line with the AGC Health Management Policy, which calls on employees to take responsibility for their own health. At the same time, we introduced a health support app to help employees maintain and improve their own health.

Some of the healthy activities of AGC Group employees in countries and regions worldwide

Some of the healthy activities of AGC Group employees in countries and regions worldwide

Work: Developing a Better Organizational Culture

Since 2005, the AGC Group has been regularly conducting employee engagement surveys, focusing on the themes of individuals who are highly motivated to work, and becoming a company that fosters a better organizational culture. In these activities, we have always placed importance on dialogue in all aspects of everyday work and sufficient recognition and praise for excellent work. By maintaining this emphasis, we aim to foster an organizational culture in which highly motivated personnel can take on challenges boldly.

Sharing Good Practices for Engagement Enhancement

We share examples of Group companies that have significantly improved their engagement levels and study the measures that underly such improvements.

Sharing Good Practices for Engagement Enhancement

Emphasizing In-House Communication through Dialogue

Members of the senior management team have engaged in ongoing dialogues with Group employees by visiting operating bases worldwide and, more recently, by making effective use of online meetings. Such efforts have led to the spontaneous formation of cross-divisional communities centered on young employees, as well as the initiation of dialogue-based activities focused on assuming and continuing to evolve AGC’s organizational culture.

Emphasizing In-House Communication through Dialogue

Creating an Organizational Culture of Recognition and Praise

With a view to creating an organizational culture in which employees respect each other and praise each other’s achievements and efforts, the AGC Group annually presents awards to employees worldwide through the AGC Group CEO Awards System. In 2021, for the first time we held the awards event online. Going forward, we will continue using online formats to instill a culture of recognition and praise among our employees.

Creating an Organizational Culture of Recognition and Praise

Learning: Developing AGC’s Third Place

Aimed at promoting exchanges that transcend national and divisional boundaries, AGC’s Cross-Divisional Network Activities (CNA) offer the “Third Place,” which 4,600 employees a year use for learning activities at their own discretion. CNA come in many different forms, including seminars, study groups, and manufacturing challenges. The activities are structured around a “Skill map” of 40 registered employees Skills (areas of expertise). In 2020, we began theme-based JUKU activities.
Launched in 2011, CNA changed in 2015 when the TOP managements recommended that the activities should be freer and not results-driven. Since then, CNA have developed into spaces where employees can pursue their interests. In this way, the activities have become the Third Place that is neither the home nor the workplace and which allows employees to have challenging while learning.

Learning: Developing AGC’s Third Place

Comments from CNA Participants

  • “I think the best thing about CNA is that they are lively, challenging activities.”
  • “People from an array of different countries and divisions participate in CNA, which helps broaden my horizons.”
  • “The online format has encouraged more people to take part casually. I was even able to take a factory tour at one of our overseas bases via a live broadcast!”

In 2020, the COVID-19 pandemic led us to introduce online CNA, making it easier for employees from all over the world to participate in them. Also, we extended the range of activities by inviting outside lecturers from overseas to give talks and by using cameras to provide on-site broadcasts. Going forward, we will further evolve AGC’s Third Place by encouraging individuals to learn and grow through the use of the resources that are available around the world.