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Social Initiatives(S)

Makita’s aim is to pursue growth alongside society. While proactively fostering the human resources who will lead our future, we are committed to fulfilling our duty as a responsible global corporation, including ensuring respect for human rights and CSR procurement.

Respect for Human Rights Fostering Human Resources Ensuring Employee-friendly Workplaces
Diversity Promotion Respect for Labor Standards Securing the Safety and Health of Employees
Welfare Program Personnel data CSR Procurement
Quality Assurance Approaches to Local Communities

Respect for Human Rights

Guidelines to the Code of Ethics, which outline the conduct expected of all Group Directors and employees, clearly recognize “respect for human rights” and stipulate the importance of respecting all fundamental human rights and prohibiting discrimination and conduct that harms individual dignity. All employees, including contract employees and part-time employees, are provided with information and training about the Guidelines to the Code of Ethics once a year without fail. This also covers overseas subsidiaries and we thoroughly emphasize respect for human rights across the entire Group.
Furthermore, since we believe that it is important to fulfill our social responsibility for recognizing human rights not just ourselves but alongside all of the businesses in our supply chain, the Guidelines to the Code of Ethics also stipulate that fulfillment of social responsibility and respect for human rights (including working to eliminate child labor and forced labor) are selection criteria for business partners.

Furthermore, as a company operating a business in the UK, Makita provides reports on the Group’s efforts to prevent child labor, forced labor, and human trafficking, pursuant to the Modern Slavery Act of 2015 enacted in the UK.

▶Modern Slavery Statement 225KB

Fostering Human Resources

What supports our growth is nothing other than the talents of the people working at Makita. Based on “If employees are constantly angry at each other, work won’t progress smoothly (don’t be angry). Managers should advise and talk to employees in a persuasive manner (don’t be arrogant). One must not panic in the face of difficult conditions, such as a declining economy or problems with work (don’t panic), or must not mope in such conditions (don’t mope). Panicking and engaging in excessive competition is like signing one’s own death sentence. That doesn’t mean, however, that one should be lax. If you fail, that will be the least productive course of action (don’t give up).” , these life teachings of Jujiro Goto, who helped build the foundation of Makita Corporation together with its founder, Mosaburo Makita, changing it to a “power tool corporation,” we are providing employees with the opportunity to demonstrate their ability to the fullest.
In Japan, we implement various types of training, including stratified training (matched to each employee’s career stage) for new employees all the way through mid-career and management employees, and on-site factory training. Additionally, as a means of supporting self-development, we have programs for correspondence training in subjects such as languages and business skills, where employees can independently select courses from multiple options. Furthermore, since developing human resources capable of being active on a global stage is key for Makita as a company doing business around the world, we actively offer overseas job training and other posting opportunities at bases overseas to young employees to help them experience local workplaces through on-the-job training, in order to build up professional skills.
We are also striving to cultivate human resources overseas, which includes carrying out problem-solving training and manager training to boost leadership skills at the China plant, which is our core production base.


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Employee Evaluations and Feedback

Employees set targets at the beginning of each fiscal year and meet with their supervisors at least twice a year to discuss the targets and results. Appropriate feedback given to employees in interviews helps with the development of our human resources. Basic salaries change in accordance with each employee's evaluation over the previous year, while bonuses (twice yearly) depend on semi-annual evaluations and the Company’s business performance, thus contributing to improving motivation among employees.

Relationship Between Individuals’ Evaluations, Basic Salaries, and Bonuses

Ensuring Employee-friendly Workplaces

In order to allow diverse employees to pursue their work with a sense of purpose, we offer a work environment that includes a childcare leave program, a childcare reduced-working-hours system, as well as other programs as part of our active efforts to create work-life balance. There has been steady utilization of the childcare leave program which we introduced in 1990, even including a good number of employees utilizing the program twice or more. In FYE 2021, 43 employees (4male employees) took part in the program and the return-to-work rate after childcare leave was 100% (21 of 21employees). In 1992, we introduced a childcare reduced-working-hours system, which has now become well established among employees. 50 employees (2 male employees) utilized the system in FYE 2021.

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Diversity Promotion


Increasing Presence of Female Employees

At Makita, we believe that it is essential to be a company that allows all employees to actively work and exercise their talents to the maximum degree, regardless of gender. As such, in our hiring, placement, promotions and other personnel practices, we do not discriminate based on gender and we strive for equitable treatment of employees. Additionally, we are dedicated to establishing a work environment in which female employees can actively participate with peace of mind, which includes creating a childcare leave program and childcare reduced-working-hours system. As a result, Makita female employees in Japan now have an average employment longevity that is roughly the same as male employees. In FYE 2021, average employment longevity for female employees was 16.8 years, while that number was 17.2 years for male employees. Furthermore, the Makita Group as a whole has more than 190 women in management positions actively supporting our global business foundation in many divisions.
Moreover, for further promotion of female workers, Makita has rolled out a training program to inspire our female workers to design their careers and the next steps in their lives. Participants in the program were asked to explore their strengths, weaknesses, and value priorities, design their own careers, and identify the challenges that need to be solved so they become key to success.

Training program to inspire women to design their careers

Hiring of Foreign Employees

Approximately 80% of Makita Group employees are hired overseas and international students are also hired in Japan. As a company that emphasizes a local, on-site business philosophy, we have promoted the localization of our business practices for many years, including respecting the diversity of employees working in our local bases and actively appointing local staff to senior management positions in local subsidiaries. Employees of different nationalities make active contributions, including employees of overseas subsidiaries having been promoted to corporate officer positions at Makita Corporation.

Hiring of People with Disabilities

As of June 1, 2021, the proportion of people with disabilities employed by the Company fell slightly below the mandatory proportion set by the government. However, we will strive to increase and maintain this rate by employing new graduates and mid-career workers in FYE2022.

Hiring of the Elderly

We offer re-employment until age 65 for employees who have reached the mandatory retirement age of 60, but who wish to continue working. Currently, approximately 80% of our retirement age employees wish to be re-employed, and we offer opportunities for many employees to remain active. As of April 1, 2021, 218 employees have been re-employed through this offer.


Respect for Labor Standards

We comply with the Labor Standards Act, including limits on overtime work and work on days off. At the same time, we also pay all employees at least the statutory minimum wage, regardless of the type of work, and revise our wages whenever the minimum wage is increased. In FYE 2021, there were no material violations of the Labor Standards Act.
Additionally, the Guidelines to the Code of Ethics, which outline the conduct expected of all officers and employees, prohibit sexual harassment, power harassment, and all other forms of harassment. We also regularly work to ensure awareness of the prohibition on harassment among employees, and provide training or education to new hires and newly appointed managers. In such ways, we are working to eliminate harassment.


Securing the Safety and Health of Employees

Makita’s Safety and Health Committee members carry out regular patrols at each of our business bases in Japan. The Safety and Health Committee reports the results of those patrols and supports improvement measures for safer and healthier worksites. Additionally, following plans from the Safety and Health Committee, each worksite engages in activities to preemptively prevent occupational accidents. Furthermore, in terms of employee health, we provide influenza shots in house, while the Okazaki Plant has distributed Makita cordless fan jackets and also set up water coolers to help deal with hot weather. Through these and other efforts, we are striving to improve the work environment and ensure the health of employees Company-wide.
As preventative countermeasures against COVID-19, we are encouraging all employees to check their temperature every morning and wash their hands, while also wearing a mask from the time they leave home in the morning to when they return in the evening, and avoiding unessential business trips and meetings. If an employee develops a fever, cough, or other signs of feeling unwell, we ask that they refrain from coming to work and we increase ventilation and sanitize shared spaces. We will continue trying to ensure the safety and health of customers, employees, and their families as we maintain our business activities and take ample measures to prevent the spread of infections.


Welfare Program

In order for each and every employee to work energetically, we believe it is essential to establish a welfare system that supports a comfortable working environment and satisfying lifestyles. As such, Makita provides all full-time employees with complete social insurance as a matter of course, and also offers bachelors’ dormitories and company housing. In addition, as a system for supporting asset formation, Makita also has an employee stockholding association plan that enables employees to purchase the Company’s shares for fixed amounts at fixed times (1,506 employees, or approximately half of the total employees of Makita Corporation, participated as of March 31, 2021), as well as a corporate-type defined contribution pension plan. In these ways, Makita has a substantial benefits plan in many different respects.

Bonus Twice a year (June/December)
Pay raise Once a year (April)
Holiday Annual paid leave (20 days), multipurpose leave, congratulatory or condolence leave, maternity leave, invigoration leave, refreshment leave, childcare leave, nursing care leave, etc.
Insurance Health insurance, employees’ pension insurance, employment insurance, worker’s accident compensation insurance, etc.
Systems Employee stockholding association, property accumulation savings, corporate-type defined contribution pension plan, regular investment, home loan, Makita corporate pension fund, mutual aid association, group insurance, culture/sports/recreational activities, support for correspondence education, etc.
Housing, etc. Dormitories for singles, company housing, contracted recreational facilities, etc.


Dormitory Sumiyoshi (dormitory for singles)

Personnel data

Makita Corporation (Non-Consolidated)

  FYE2017 FYE2018 FYE2019 FYE2020 FYE2021
Number of employees 2,853 2,877 2,906 2,958 3,086
(Male employees) (2,325) (2,343) (2,359) (2,387) (2,497)
(Female employees) (528) (534) (547) (571) (589)
Average years of
18.3 18.5 18.3 17.8 17.1
(Male employees) (18.5) (18.7) (18.5) (18.0) (17.2)
(Female employees) (17.5) (17.6) (17.4) (17.1) (16.8)

Number of female managers

0 0 0 0 2

Turnover rate within 3 years of employment

13% 8% 13% 4% 12%

Number of labor union members

2,629 2,650 2,664 2,717 2,832
Labor union
participation rate*
100% 100% 100% 100% 100%

* Labor union members / number of persons qualified to join the union

Consolidated (Employee ratio by region)

  FYE2017 FYE2018 FYE2019 FYE2020 FYE2021
Japan 19% 18% 18% 18% 17%
Europe 19% 20% 23% 23% 25%
North America 6% 6% 6% 6% 6%
Asia 48% 48% 45% 45% 44%
Other regions 8% 8% 8% 8% 8%


CSR Procurement

Basic Approach

Makita is striving Company-wide to deliver safe, highquality products to our customers to ensure that they can enjoy peace-of-mind when using our tools.
In working to achieve this objective, we consider it important not just to comply with relevant laws and regulations but to conduct transactions with business partners fairly, equitably, transparently, and honestly, and strive to build relationships with them as partners, as well as promote procurement activities focusing on social aspects, including environmental concerns, respect for human rights, prevention of corruption, and respect for proper hiring practices, etc. We stipulate this in our Master Transaction Agreement and Basic Policy on Procurement.
One pillar of this effort is our pursuit of responsible procurement activities, including annual surveys of the environmental protection activities of our business partners.

Basic Policy on Procurement

  1. Compliance with laws and regulations and social codes
    The Makita Group conducts procurement activities in compliance with relevant laws and regulations, as well as in accordance with social common sense, such as prohibiting the provision of profits to antisocial forces, to meet social requirements.
  2. Consideration to reducing environmental impacts
    The Makita Group promotes the procurement of parts, materials, and equipment with low environmental impacts from environmentally conscious business partners, with the aim of providing people- and Earth-friendly products to customers.
  3. Provision of fair and equitable transaction opportunities
    The Makita Group provides fair and equitable opportunities to do business with us to all business partners who wish to do so, regardless of nationality, company size, previous record of business transactions, or lack thereof. Then, we determine whether to commence and/or continue transactions with business partners, while comprehensively taking into consideration factors, including their environmental responsiveness, social responsibility, management stability, technical development capabilities, and ability to ensure stable supplies, in addition to economic rationale of quality, prices and delivery times.
  4. Coexistence and coprosperity based on mutual trust
    The Makita Group positions business partners as its partners through procurement activities, facilitates communications with them, and promotes coexistence and coprosperity based on mutual trust.
  See here 242KB for details.

Approach to dealing with the issue of conflict minerals

Regarding mining of some of the minerals (tantalite, tin, gold and tungsten) produced in the democratic Republic of the Congo and its surrounding area, various problems, including human rights abuse by armed forces, have been pointed out. These minerals are known to be distributed widely throughout the world, serving as a source of funds for the armed forces, and are therefore called “conflict minerals.”
Recognizing this issue of conflict minerals as an important social problem, Makita will keep a responsible management system, and collaborate with relevant departments, overseas plants and suppliers to deal with the issue and strengthen its supervision over it. In addition, Makita will ensure transparency of its supply chain by investigating whether or not minerals used in its products contain. By doing so, Makita is building a responsible material procurement system, aimed at making its products free from conflict minerals – a source of funds for armed forces.


Makita has joined the Responsible Minerals Trade Working Group of the Japan Electronics and Information Technology Industries Association (JEITA) as part of its efforts to strengthen cooperation with industry groups. In addition, Makita has participated in the Conflict-Free Sourcing Working Group of JEITA and joined hands with the automobile industry in unifying methods for investigating the use of conflict minerals in their products, launching a full-fledged probe into the issue in FYE 2014.
Makita has joined the Responsible Minerals Sourcing Inquiry Briefing, organized by JEITA, as one of the facilitators.


Regarding the EU Conflict Minerals Regulation that will take effect in 2021 and human rights issues that are raising growing concerns, the areas, risks, and minerals subject to regulations in association with conflict minerals issues are expanding further. The Makita Group will prepare for and respond to such requirements in cooperation with industry groups. As part of this effort, we added cobalt as a conflict minerals.


Makita will continue to work with suppliers and relevant organizations to make continuous and proactive efforts to achieve the goal of eradicating conflict minerals — a source of funds for armed forces — from our products and ensuring the transparency of supply chains and responsible minerals sourcing.


Quality Assurance

We have built a system that guarantees quality in all processes from design to mass production. During development, we emphasize designing-in and employ design that prevents the occurrence of defects. Then, we perform evaluation from perspectives such as laws and regulations, functionality, and durability, and confirm that the product will satisfy our customers.


Fundamental Policy Regarding Product Safety

Makita has established a system for providing safe products to our customers (users and consumers), and our whole company is dedicated to ensuring that customers can enjoy peace-of-mind when using our products.
In the unlikely event of a major unforeseen product accident, we will work to speedily and accurately gather information regarding the accident, and to disclose that to customers and all related parties, both inside and outside the Company.

* Makita has established a Product Safety Voluntary Action Plan based on the "Fundamental Policy Regarding Product Safety" above.


Approaches to Local Communities

By cooperating in sports and cultural activities and providing disaster support, we aim to grow together with society through activities tailored to each region.

Volunteer Activities at Local Nursery and Elementary Schools (Thailand)

Our employees have donated resources to local nursery and elementary schools in order to support the healthy growth of children in local communities.

Supporting a Woodworking School Project(Netherlands)

In order to increase interest in craftsmanship, we have supported students from a woodworking school in a project to build a boat from scratch.

Sponsoring Sporting Events (United States)

We have sponsored a snowmobile tournament to contribute to the promotion of local sports.

Visiting Local Junior High Schools (Japan)

As part of our social contribution activities, we have visited a nearby junior high school for lectures to help students learn more about the SDGs.

Response to the COVID-19 pandemic

Although our face-to-face activities have been limited during the COVID-19 pandemic, we have been able to resolve local issues by offering online training for vendors and agents on subjects like how to use and maintain Makita products, product knowledge, and repair.