Human Resource Management

Basic Approach to Human Resource Management

Based on its management philosophy of "respecting each and every employee and giving fair contact to all employees," the Sanken Group is working to create an environment that respects employee identity and enables diverse human resources to take on challenges in order to realize growth through a virtuous cycle of business, people, and organizations.

Work style innovation

Under the vision of "Happy Cycle: Sanken Electric and all stakeholders create a cycle of Happy," we are advancing "Human Resources and Work Style Strategies," including institutional reforms, human resource development, and organizational development, as well as the "Sanken DX Strategy," which actively utilizes digital technologies.

This vision was born as a word that touches the mind and encompasses each other as members in charge repeatedly engage in dialogue. Based on this, we will inquire about the ideal form of their work and regularly review them.

Business reform

In October 2019, we fully introduced RPA (automation of operations by robots) in order to improve operational productivity.

Since 2021, we have been working with AI-OCR (Optical Character Reader to drastically improve business processes.

With the concept of "Everyone, Anyone, Anyone, and Anyone Safe" at any time, we actively utilize the the IT tool Office365 as a communication tool that does not take into account the location, time, and position of the company, thus expanding our choices of how employees work.

Institutional reform

As part of our efforts to reform work-related systems, the Company has held the “Council for the Review and Discussion of Work System Reforms” since June 2018 in collaboration with the labor union and the human resources department, with the aim of discussing and promoting more efficient and flexible ways of working. As a result of these discussions, we introduced a telework (work-from-home) system in April 2019, a staggered working hours system (selective working hours) in August 2019, and a flextime system without core hours in October 2021.

In addition, the Company positions the prevention of excessive workloads and the appropriate management of working hours as important management issues. Our basic policy is to comply with local laws and regulations regarding working hours and overtime in each country and region where we operate. We continuously monitor and manage both regular and overtime working hours, and when long working hours exceed defined thresholds, supervisors and the human resources department review the situation and implement corrective measures as necessary.

Furthermore, through initiatives such as ensuring adequate intervals between workdays and promoting the use of annual paid leave, we strive to curb excessive working hours and to realize a work environment that gives due consideration to employee health and well-being.

Unit: Hours

	2020	2021	2022	2023	2024
Total hours worked per person(per year)	1,790	1,804	1,884	1,834	1,839
Total working hours per person(converted to daily)	7.61	7.61	8.40	8.40	8.30
Monthly Average Overtime Hours per Employee	8.40	11.50	14.00	14.00	12.57

Human Resource Development

It is said that "a company is a person," but creative ideas and advanced technologies come from people.
With a strong commitment to human resource development and skill development, our company promotes a multifaceted, multistage development plan based on an individual skill map when forming employee career plans.
Based on our policy of providing support for growth through the creation of an organization in which each employee takes the initiative to continue learning and refining, we systematize required education and systematically conduct training every year.
We conduct periodic reviews.

Human Resources Development Policy

● The Company will provide opportunities for growth, develop a culture of learning and nurturing while actively supporting the growth of each employee based on self-study, on-the-job training and training.
● Managers are responsible for supporting the growth of their subordinates. They foster motivation for growth, provide opportunities for growth, provide feedback, take initiative, and strive for personal growth.
● Employees take responsibility for their own personal growth and work proactively and systematically.
● Strengthen the ability of managers to develop subordinates and support employee growth and independence.

Education system diagram

Based on the idea that the growth of our employees leads to the growth of our company, we have been actively conducting educational training since fiscal 2023 by revamping our education system.

Training and Attendance (FY 2024)

Item	Contents
Sanken Nexus School（Technical School）	Based on the philosophy of “Nexus—connecting each employee to drive the next generation of individual and corporate growth and success,” the Company established its Technical Training School in April 2023. The school provides foundational education on power semiconductors, the Company’s core business, designed to be accessible to employees regardless of academic background, including both technical and non-technical fields. In addition, it offers specialized courses aimed at enabling engineers to acquire advanced technical expertise and deepen their professional skills.
Flex Study Program	With the aim of strengthening employees’ fundamental business skills, the Company has been implementing an education program since fiscal year 2023 that utilizes digital learning content (video-based programs). Through this initiative, employees are encouraged to learn anytime and anywhere, experience the enjoyment of personal growth, and develop sustainable learning habits that support continuous skill enhancement.
Manager Training Program	Since fiscal year 2020, the Company has been selecting candidates for future executive leadership positions and has systematized a training program designed to develop the knowledge, perspective, and leadership capabilities required of senior management. This program is implemented on a continuous and planned basis to support long-term leadership development and effective succession planning.
Digital Transformation (DX) Training	To realize the Sanken Digital Vision, the Company launched a DX education program in fiscal year 2021 that enables all employees engaged in business operations to participate in digital transformation initiatives. The program is designed to allow employees to progressively enhance their skills, starting from foundational education and advancing in stages, and is aimed at systematically developing DX-capable human resources across the organization.

Organizational Development

In organizational development, our mission is to cultivate meaningful and dynamic connections between people and the organization, from general employees to executive management, in order to enhance collective energy and engagement.
Guided by the key themes of “psychological safety × communication,” “team-based dialogue and critical thinking × strategic design,” and “social connection × innovation,” the Company is working company-wide to transform its organizational culture into one in which employees proactively create the future they aspire to achieve.

Organizational Transformation

① Employee Survey–Driven Organizational Transformation
With the objective of driving organizational transformation, the Company has conducted an Employee Satisfaction (ES) survey annually since 2018.
By leveraging the survey results, the Company shares insights on organizational strengths, areas of dissatisfaction, and underlying challenges with all employees. Through this process, employees collectively discuss the desired future state of the organization and actively participate in shaping it.
To foster open dialogue and shared understanding, dialogue sessions led by executive management, as well as workplace-level dialogue meetings, are regularly conducted.

② Group Coaching for Trust-Based Dialogue and Leadership Development
In order to build an organization in which employees are connected through trust-based relationships, regardless of role or position, and can engage in substantive dialogue through active listening, questioning, and constructive feedback, the Company has implemented group coaching for managers since fiscal year 2022.
This initiative aims to strengthen leadership capabilities and promote a culture of open communication and meaningful discussion across the organization.