Fostering a culture that empowers individuals
(Diversity, Equity & Inclusion)
Basic Policy
We believe that the promotion of DE&I is a means of culture reform and that each individual’s unique values and ideas will create unprecedented “creating experiences (Koto-zukuri)” businesses. To this end, we aim to review conventional customs and ways of thinking whenever necessary and create an environment in which people can exchange opinions with each other in peace, recognizing their “individuality” regardless of race, religion, nationality, gender, age, sexual orientation or gender identity, disability, job title, or other attributes.
DE&I Statement (Management Commitment)
“Respect the Individual” is one part of the Alps Alpine Management Approach and the very essence of diversity, Equity and inclusion. The goal is to ensure everyone respects one another and is invigorated in their jobs. The pursuit of this goal gives rise to innovation that spurs the company to further growth.
First, we will look to increase diversity at the decision-making level by appointing more women to managerial positions.
Senior management will also grapple directly with the issues – namely, parental leave for men and matters concerning veteran employees, disabled employees, employees of different nationalities, and LGBTQ+. Alps Alpine seeks to actively promote diversity, Equity and inclusion.
Hideo Izumi
Representative Director and CEO
Ensuring and Fostering Diversity in Managerial Appointments
Alps Alpine develops human resources for promotion to managerial positions in a systematic manner. Ongoing motivational and development support is provided to manager candidates identified in each department.
To raise the level of diversity among our decision makers, we have set a target for increasing the percentage of managers in Japan who are women. We are directing effort into (1) strengthening recruitment and retention of new-graduate women employees; (2) supporting career design for women employees; and (3) promoting the personal development of women employees, including through external training programs.
- Target
- By fiscal 2027, 6% of managers shall be women
| Ratio of Women in Management Positions (Non-Consolidated) |
FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| 3.1% | 3.5% | 4.0% |
Strengthening Recruitment and Retention of New-Graduate Women Employees
To increase the percentage of new-graduate management track hires who are women, Alps Alpine uses various forms of communication to help student jobseekers visualize a career path that a woman might take with the company.
Roundtable discussions between jobseekers and women employees are an opportunity for jobseekers to learn about the diverse careers of Alps Alpine employees and to talk to employees directly about their reservations.
In career workshops, students engage in group exercises focusing on the work and private lives of women employees. This helps them envisage the career they might have after joining the company.
Students participating in an event
| Ratio of Women as New-Graduate Hires in Planning Positions (Non-Consolidated) |
FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| 9.0% | 15.0% | 12.0% |
Career Design Support for Women Through External Training
As an ongoing initiative, Alps Alpine has employees participate in leader development training for women run by a non-profit organization*1. The aims are to have them gain knowledge about diversity and other trends and developments and build networks with women in other companies that they can tap for their own career development. Employees are further motivated by having to report back to the company at large after the training. Through interaction with outside parties, women will acquire leadership skills consistent with external expectations and develop into human resources who can lead Alps Alpine into the future. The company also has an in-house program, Naname 1-on-1, allowing women to consult with women in managerial or engineering roles in other departments about their careers.
At a presentation for the CEO
Diversity Management Training for Managers
In fiscal 2024, we commenced in-house manager training with a view to enabling management of diverse human resources that brings out the talent of each individual employee. Around 100 managers took part in fiscal 2024.
Amid calls within society for diversity, equity and inclusion (DE&I), the training teaches basic knowledge about themes such as unconscious bias, gender, disabilities and LGBTQ+. Through group discussion, participants also shared their opinions on how to address diversity issues in the workplace. The training will be implemented on an ongoing basis.
Alongside changes in the way women view their careers and greater motivation for women, Alps Alpine also recognizes the need for a change in mentality among men. Since fiscal 2022, male managers have taken part in diversity management training for managers hosted by a non-profit organization*1. Participants share and apply what they learned in their workplaces.
*1 J-Win (Japan Women’s Innovative Network) is an NPO that promotes and supports diversity management and women’s leadership development in Japanese companies.
In-house training
Presentation by training participants
Action Plan for Upholding the Act on Promotion of Women’s Participation and Advancement in the Workplace
In accordance with Japan's Act on Promotion of Women's Participation and Advancement in the Workplace, Alps Alpine has formulated the following action plan for putting in place company environments where women are empowered to play a greater role.
- 《Period Covered》
- April 1, 2025 to March 31, 2028 (3 years)
- 《Objectives》
-
By fiscal 2027, 6% of managers shall be women
Creating Comfortable and Reassuring Workplaces for Everyone (Work–Life Balance)
Promoting Parental Leave
Alps Alpine encourages men to take parental leave, supporting the creation of accommodating workplaces that allow employees, regardless of gender, to raise a family and have a career.
Since fiscal 2024, we have held lectures given by senior managers who have taken parental leave. Parental leave for men was also covered in our in-house training program for managers as we seek to promote use of the system. As a result, 66.2% of applicable male employees took parental leave in fiscal 2024. The average number of days of parental leave taken was 59 days.
| Percentage of Applicable Male Employees Who Took Parental Leave (Non-Consolidated)* |
FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| 37.0% | 53.7% | 66.2% |
| Average Number of Days of Parental Leave Taken by Male Employees (Non-Consolidated)* |
FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| Approx. 48 days | Approx. 67 days | Approx. 59 days |
* Includes all types of childcare leave stipulated by the Company
Flextime for Employees Working Reduced Hours
In 2019, flextime was additionally made available to employees working reduced hours so that all employees, including those with young families, would be able to balance work and private lives.
Various other systems relating to employee work styles are outlined here.
Original Leave Systems Supporting Comfortable Work Environments
In addition to annual paid leave, employees are granted paid multi-purpose special leave. Eligible purposes or reasons include parenting or other family care, fertility treatment, and poor physical health due to menstrual, premenstrual, or pregnancy-related conditions.
Meanwhile, the long-term caregiving leave system allows employees to take a total of one year’s leave over up to six installments, well above the statutory level. With more employees having concerns about caregiving, we have put together a video providing basic knowledge about caregiving, as well as a set of guidelines summarizing in-house programs relevant to caregiving. In 2025, we also held an in-house seminar on balancing caregiving and work.
Creating Workplaces Where Diverse Employees Feel Invigorated in Their Work
Promoting Employment of People with Disabilities and Creating Comfortable Workplaces
Since fiscal 2022, we have been strengthening recruitment of people with disabilities through expansion of employment opportunities, acceptance for work experience, and collaboration with outside support organizations, among other activities.
Additionally, we aim to create environments where employees will be comfortable working once they are hired. This involves allocating multi-purpose special leave to employees with disabilities, installing accessible toilets, using sign language and translation systems in training and meetings, and providing training for employees in workplaces where people with disabilities are placed.
In fiscal 2024-2025, we held an in-house lecture in which people with disabilities discussed their own experience.
Lecture with the presenter using sign language
| Employment Rate for People with Disabilities (Non-Consolidated)* |
FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| 2.45% | 2.59% | 2.65% |
* As of June 1 of the following fiscal year; calculated based on the Act to Facilitate the Employment of Persons with Disabilities
Voice
To Be a Company Where We Can Harness Our Potential Regardless of Disabilities
I am hearing impaired and communicate with others by lip reading and interpreting their expressions. Having impaired hearing tends to result in poor communication and so I advise colleagues and relevant departments about ways they can help. Using email and speech recognition features, we keep one another updated on processes, working to improve operational efficiency. I hope we can make Alps Alpine a company where we value individuality and support one another so that everyone, with or without disabilities, gets to harness their potential.
Mayuki Numata
Quality Planning Dept.
Creating a Comfortable Work Environment for Foreign Employees
We endeavor to create comfortable work environments for employees of any nationality or religious affiliation. This might involve establishing prayer rooms or arranging living environments to accommodate religious identities; the holding of “easy Japanese”* study sessions for coordinators in departments accepting foreign employees; and operating a dual supervisor arrangement for foreign employees.
* Easy Japanese: Japanese that has been paraphrased into words and expressions that are easy to understand, considering ease of understanding by foreign employees.
study sessions on "easy Japanese"
Expansion of Professional Name Eligibility
In fiscal 2024, we expanded eligibility to use a professional name to employees with foreign roots and to sexual minorities, in addition to employees who are married or divorced. Eligible employees can choose the name they wish to be called at work.
Voice
To Be a Company Where Our Differences Are Our Strengths
I applied for a job with Alps Alpine to improve my language proficiency and gain experience working for a Japanese company. I was hired by Corporate Communication in 2019. My duties included curating the online site for in-house communications and creating pamphlets. Now I work for the Human Resources Department, hiring foreign personnel and following up to help them settle into their placements. Believing our differences make us strong, I want to create workplaces where all employees, of any nationality, find no obstacle to their working together as colleagues.
Veera Still (from Finland)
Human Resources Dept.
Pride Parade Support and Participation
Alps Alpine encourages understanding about LGBTQ+ and aims to foster a culture of mutual respect for the individuality of colleagues among employees.
Since fiscal 2024, the company has been supporting both Tokyo Pride (formerly Tokyo Rainbow Pride) and the Miyagi Nijiiro Parade. In June 2025, a group of 20 corporate officers, employees and family members gathered for Tokyo Pride.
Aiming to be an LGBTQ+-friendly company, our efforts have included creating a rainbow logo and extending eligibility for welfare programs to de facto partners and same-sex partners, as well as their children.
Employees who participated in the TRP parade and their families
Employee Ally* Network
Employee-run ally network FriendALLY aims to make Alps Alpine a company where all employees can be themselves, invigorated in their work. Sensing the importance of being a company where employees respect one another’s individuality, regardless of sexuality and membership of the LGBTQ+ community, the network organizes study sessions and events and engages in other related activities.
As an employee-led movement, we will continue to break down organizational barriers to expand our ally activities through a network of empathy.
* An ally is a person who empathizes with, wants to be part of, and supports the LGBTQ+ community.
Members of the FriendALLY employee network
Establishment of a Diversity Consultation Desk
Alps Alpine has set up an in-house consultation desk to field consultations regarding age, disability, diversity management in the workplace, use of company systems by employees with same-sex partners, and SOGI*.
* Sexual orientation and gender identity
DE&I Enhancement Periods
Alps Alpine started holding a “D&I Expo” in fiscal 2023 as an opportunity to raise awareness about the importance of DE&I as a concept and to learn about the diverse sets of values represented in the company.
In fiscal 2025, we held employee-run lectures and study sessions on the topic “Why is D&I important to Alps Alpine now?” A total 2,600 employees took part, considering the importance of DE&I efforts.
We will continue our awareness-raising activities to ensure we are an organization that draws on the abilities of diverse human resources.
DE&I lecture by DNP Managing Director Minako Miyama
| FY2023 | Lecture by J-Win Board Chair Yukako Uchinaga |
|---|---|
| Lecture by Alps Alpine outside director and Audit and Supervisory Board member Yuko Gomi | |
| Lecture by NPO Tokyo Rainbow Pride co-chairperson Fumino Sugiyama | |
| FY2024 | Lecture for discussing experiences relating to disability |
| Talk by employees rehired on mandatory retirement | |
| Easy Japanese language course (sentence writing) | |
| External diversity management training presentation | |
| LGBTQ+ study session | |
| FY2025 | Lecture by Dai Nippon Printing Co., Ltd. Managing Director Minako Miyama |
| DE&I basics study session | |
| Talk by employees rehired on mandatory retirement | |
| Lecture on promotion of women’s empowerment | |
| Briefing by outside training (J-Win) participants | |
| Introduction to visual assistive device development by visually impaired personnel | |
| Lecture by male managers who have taken parental leave | |
| Roundtable discussion on the appeals of global business | |
| Lecture by people with lived experience of developmental disability | |
| Seminar on balancing caregiving and work | |
| LGBTQ+ study session | |
| Unconscious bias study session |