Action plan for promotion of woman

Working hour status of average overtime working hour of each month (Excluding managers, supervisors, part time workers)

	Apr	May	Jun	Jul	Aug	Sep	Oct	Nov	Dec	Jan	Feb	Mar
over time work hours (legal over time work +legal holiday work)	1432	797	918	871	773	827	866	842	650	669	592	622
Number of subject workers	223	223	224	224	220	221	220	220	220	220	221	220
Average over time work hours, etc.	6	4	4	4	4	4	4	4	3	3	3	3

Female ratio in Managers (Excluding directors)

Manager segment	Position equivalent to Subsection chief	Position equivalent to Manager	Position equivalent to head of department
Total number	29	39	26	94
Female with above	6	3	2	11

The gender wage ratio

Primary factors of disparity：

There is a tendency for a higher number of men to hold managerial positions compared to women. Men also tend to have a higher incidence of both overtime work and working longer hours than women. Male employees are more likely to work in shift schedules, and a larger proportion of them receive benefits such as family/housing allowances, shift allowances, and late-night allowances.

The ratio of basic wages between men and women (permanent employment)

2025/4

5 years from Apr1st, 2021 to Mar31st, 2026.

1. Most of female employees are allocated to management head office as management staff position and it is tend to lean to this assigned office.
2. Share of female in manager position is less. Less female aims for manager position.

Objective1: Allocate more than one person of female employees (including hiring) to unit/department where male employees are mainly team members (Production management, ODM engineering, Facility management, System) and provide diverse work experiences

Initiative content

From Apr, 2021

1. Execute universal knowledge orientation and training of contents of this system/program to overall company
2. Launch of working terms & conditions improvement project
3. Hearing/Interview regarding allocation of female to presently non female allocated unit/department

Since Sep, 2021: Proactive discovery of female employs who has willpower and capability (More than 1 time per annual implementation of company visit meeting)

Since Sep, 2021: Planning of selecting candidate talents for transfer, Building the plan

Since Apr, 2022: Start recruitment /invitation with improved new working terms & conditions

Since Apr, 2022: Implement actual allocation/assignment (Periodical follow-up)

Objective2: Implementation of training as objective of future development

Initiative contents

Since May, 2021: Discover by investigation of challenges/issues and implementation for Mind set change of department leaders

Since Sep, 2021: Select candidate employee of manager development (career training) and planning of training plan

Since Jun, 2022: Study/Examination of training program

Since Jun, 2022: Proactively include female as candidate of successor development plan

Objective3: Increase annual paid leave acquisition ratio gradually and aim for acquiring more than 11 days

Initiative contents

Since Apr, 2021: Implement hearing/interview about personal work system/program

Since Jun, 2021: Include building system/program to be in charge by multiple persons in each department and work act on behalf (support each other) system/program with multifunctional/multi capability and consideration/study of automation