• Human Rights/Labor

Human Rights/Labor

In order that the employees can develop themselves and can fully exhibit their capabilities toward realization of the Tamura Group's corporate mission, we have been working on improvement of the personnel system and development of human resources while carrying out various initiatives with the emphasis on work-life balance.

Human Rights

Policy for Respecting Human Rights and Eliminating Discrimination
Policy Relating to Employees
The personnel system and human resource development

Labor Standards

Basic Policy for Labor Standards
Efforts in work style reform
Promotion of Diversity
Occupational Health and Safety

 Human Rights

Policy for Respecting Human Rights and Eliminating Discrimination
The Tamura Group has established the Tamura Group Code of Conduct, which provides standards for actions and decisions in business activities and in the performance of duties. The Code of Conduct states that the basic policy for respecting fundamental human rights is to prohibit discrimination on the basis of nationality, race, ethnicity, gender, age, religion, beliefs, social standing, disease, and mental and physical disabilities in all business activities. Its detailed regulations prohibit any discriminatory speech and behavior, act of violence, act that neglects human rights such as sexual harassment, power harassment, and abuses, physical punishment, mental and physical coercion, harsh, inhumane treatment such as maltreatment using violent language, and so on.

Policy Relating to Employees
The Tamura Group attaches importance to “partnership,” “the courage to innovate,” “individuality,” “social responsibility,” and “personal growth.” Employees are evaluated fairly, with praise being offered most to those who achieve results through hard work. We also provide a comfortable and efficient workplace environment for the health and safety of employees and help each of them to enrich his or her lifestyle.

The personnel system and human resource development

◆The New Personnel System that Activates both Employees and Organizations
Aiming to activate employees and organizations, Tamura manages a fair and just personnel evaluation system through appropriately and effectively using three important factors for personnel management: development, assignment, and treatment. Each employee is evaluated fairly and justly based on his or her “behavioral characteristics” and “efforts for achieving their goals.” The Company also requires all managers and supervisors to receive evaluator training in order to ensure the fairness and transparency of personnel evaluations. Further, the job grading system has been introduced for determination of treatment, in which the employees' grades are determined not based on age, educational background, and gender, but based on duties and responsibilities.

The Group revamped the personnel management system in April 2021 in response to the diversification of employees' values and work styles. It expects those at the management level to demonstrate strong management ability and make available an environment that allows employees who work under them to perform exceptionally with no worries. Therefore, it has pro-moted measures with focus on enhancing teamwork, including the introduction of the “psychological safety” concept and the 360-degree feedback. The Group also rigidly defined the roles of highly professional personnel, i.e., their mission is to demonstrate a high degree of expertise in delivering competitive products and services to the market, and they will be remunerated according to their performance. Furthermore, the Group also revamped the evaluation items for behavioral characteristics so that everyone can optimize his/her abilities without reservation regardless of gender or age. As for the job grades for the young age bracket, in particular, the Group cut the number of years for promotion significantly, offering young employees an opportunity to engage in higher-level jobs early on.
By implementing these new systems, the Group will enable employees to choose diverse work styles, thereby boosting job satisfaction.

◆Development of human resources toward a “global enterprise where everyone plays a major role”
The Tamura Group has been operating a personnel system in which expectations for growth of employees as global human resources are clearly defined, and valuable skills of employees with overseas business experience are assessed in a fair manner as the Group’s assets.

The Tamura Group has been carrying out various stratified training programs with the aim of developing global human resources in Japan. For new recruits, the Group has incorporated programs to further cross-cultural understanding and learn the English language in their training course to nurture employees who will be able to play a role on the global stage. Furthermore, aiming to improve English proficiency, TOEIC-IP tests have been conducted every year for employees since FY2010, and approximately 80% of employees have taken them. Employees are required to get a certain score for promotion to managerial position, and an educational program has been put in place to help them achieve this.

With regard to the development of overseas human resources, the corporate philosophy training program has been implemented at overseas bases with the aim of creating unity in the Tamura Group and enhancing motivation among local staff by globally disseminating the corporate philosophy of the Tamura Group. Furthermore, a new corporate philosophy-based personnel evaluation system has been introduced to ensure that outstanding local staff is appropriately evaluated and has opportunities for growth. In addition, personnel evaluation training has been implemented for the managerial staff. The appointment of local staff to managerial positions has been actively pursued at overseas bases, and the percentage of local staff holding managerial positions at overseas bases has surpassed 80% since 2015.

Personnel evaluation training in China

◆Development of management level (Current management level and selected next-generation managers)
Since 2019, seminars for management level have been held for executive officers and division directors who play core roles in the Group’s business. The objective of the seminars is to develop strategy planning, business management, and leadership abilities so that these managers would become capable of performing management at a higher level. The Tamura Group also started a private cram school in 2019 for next-generation executive manager candidates by inviting Mr. Takeo Minomiya (outside director) as chief of the cram school. Although the program was postponed in FY2020 due to the COVID-19 pandemic, it has been resumed in FY2021. The curriculum has wide-ranging contents that include not only management and business science but also psychology and history/culture, the aim of which is to develop human resources who have acquired not only practical learning but also cultural knowledge.
These seminars also provide an opportunity to establish a network of human connections; they also aim to establish and strengthen human connections that go beyond business frameworks.

◆Education and Training System

In order to allow its employees to acquire knowledge and skills required for their jobs and to develop managers and executives, Tamura Corp. provides training by organizational and skill level.

 Labor Standards

Basic Policy for Labor Standards
The Tamura Group has established the Tamura Group Code of Conduct, which provides standards for actions and decisions in business activities and in the performance of duties. Its detailed regulations for respecting fundamental human rights prescribe the following:
・Respect for the freedom of association: Respect the freedom of association abiding by the laws and ordinances of the country involved and rights such as joining labor unions
・Prohibition of unfair labor practices: Prohibit forced labor, debtor's labor, slave labor, involuntary prison labor, and child labor

Efforts in work style reform
By balancing efforts to improve job satisfaction with appropriate labor management and building up an organization that values communication, we have been working on the establishment of a company culture where employees can pleasantly engage in work without much stress.

Development of a working environment where employees can concentrate on work in a pleasant way
Through efforts to increase job satisfaction along with appropriate labor management, we have been working on the development of a working environment where employees can concentrate on their work continuously in a pleasant way.

As part of measures to improve job satisfaction, we have introduced systems that enable employees to take multipurpose leaves for childcare, nursing, volunteer work, etc. as well as hourly-paid leave. Furthermore, a system is also in place in which past employees who retired for a specific reason, such as childcare, nursing, or spouse’s job relocation, are re-employed by the Company. Thus, in the environment where employees’ values and work styles are diversified, we have been providing support to establish good work-family balance. Furthermore, it introduced work-from-home arrangements while enhancing infrastructure by strengthening its enterprise server to handle increased access and office regulations as well. While extending support to individual employees' self-directed work style, it focuses on providing guidance on management methods and mental healthcare so that teamwork is not eroded even if opportunities for face-to-face communication decrease.

With regard to optimization of labor management, seminars on labor management and stress management have been held for managers and supervisors, promoting efforts to fully spread compliance-based labor management and realize a less stressful work environment.

As we encourage teleworking to create a comfortable working environment, opportunities for face-to-face communication are decreasing and this makes it difficult for employees who have just joined the company to form personal connections and receive OJT in the workplace. To reduce those difficulties, in FY2021 we conducted communication skills and self-care training. In addition, since employees who are assigned overseas may have difficulties to make themselves adjusted to different lifestyles, values, and work procedures, we have implemented online counselling for them.

[Certified as Excellent Health Management Corporation 2022 (large-scale corporation division)]

In recognition of the above-mentioned efforts, Tamura Corporation was certified by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi as "Excellent Health Management Corporation 2022 (Large-scale Corporate Division)“ for three years in a row since 2020.

Improvement of ICT environment
Responding to the diversification of employment and work style, efforts have been made to improve the ICT (information and communication technology) environment so that employees experiencing various situations (location/time/distance) can work in a flexible way.
With regard to the work-from-home system that had been introduced but limited to only some employees, we were planning to implement it to cover the whole company. As one measure to prevent the spread of COVID-19, we launched the system in FY2019 ahead of schedule. Under the system, through data sharing in cloud environment, Web meetings, etc., many employees have become able to work in almost the same environment as the office. Particularly for employees with children who need to be home due to temporary school closure, this system allows them to practice childcare while doing their job and is effective also from the standpoint of business continuity.

Efforts at Boosting Work Efficiency
The Tamura Group has been working on boosting work efficiency in a business process re-engineering (BPR) project led by President Asada as the chief executive officer in FY2021. As results have been produced by the unit that deployed robotic process automation (RPA) ahead of the pack, the Group is deploying RPA horizontally on a company-wide basis, automating routine tasks, and shifting employees to high value-added tasks.

Support for Mental Health
In order to maintain appropriate work environment, mental health training and e-learning (“Mental Health (Line Care)”) have been performed for managers and supervisors so that they can acquire basic knowledge of mental health care, prevent employees from developing mental disorders, and detect such disorders in the early stage.

In addition, from the perspective of health management and appropriate initial response, both consultations with an occupational physician and stress counseling with a professional counselor are available for employees on a monthly basis. Further, a support system available to employees and their superiors is being developed in cooperation with an outside organization (Employees Assistance Program (EAP)).

Further, based on the amended Industrial Safety and Health Act, Tamura now requires its employees to undergo a stress check, which was made mandatory in FY2016. Employees identified with high stress were able to consult an occupational physician if they so desire and the results of group analysis of each organizational unit are fed back to the organizational unit itself. Through these efforts, we expect to achieve a high-quality work environment.

Group-wide joint summer evening festival
With the aim of promoting friendships among employees, a joint summer evening festival is held every other year on a group-wide basis. The employees themselves take the initiative in planning and managing the entire process, including venue decoration and preparation of foods/drinks/programs, such as entertainment and lottery, as well as facilitation on the festival day. The festival welcomes employees’ families as well, and it has evolved into a major event filled with much festivity.

Tamura Group joint summer evening festival 2019 (held in July 2019)

Promotion of Diversity

One of “Tamura Group Mission” guidelines is “great importance to individualities”.
By establishing a system that can respond to diversity and a variety of lifestyles, we aim to develop a work environment where everyone regardless of gender or nationality can continue to work with peace in mind for a long time.

◆Promotion of women’s participation and advancement in the workplace
Efforts have been made in the recruitment, appointment, and continuous employment of talented human resources regardless of gender. In response to the “Act on Promotion of Women’s Participation and Advancement in the Workplace”, Tamura has set its target and action plan for FY2021. The action plan aims to “endeavor toward changing the awareness of both workers and the organization”, “establish an environment where women can work proactively”, “support working women’s careers”, and “engage in the active promotion of women”. The Tamura Group aims to increase the proportion of female managers to 6% by the end of FY2021.
By implementing various measures, such as improvement of personnel system, awareness-raising, and education, in a strategic manner, the Group will continue to promote the empowerment of women.

[Activities implemented in FY2020]
・An in-house counseling desk was introduced, where a qualified female counselor offers career development consultation to young employees.
・A new flexible work system was implemented to allow employees who are raising a child or caring for a family member to choose work from home days or working hours.

Childcare Leave
The Tamura Group has been constantly improving its childcare leave system, which is highly accessible for its employees, and has been encouraging employees to use the system. Since FY2013 the proportion of female employees who took child care leave after giving birth was 100%, and that of male employees taking child care leave increased to 80% in FY2020 (73% in FY2019). Further, the female employees who returned to work after child care leave and those who chose to utilize the reduced working hours system for child care both accounted for 100% in FY2020 (also 100% in FY2019), where high use rate of the system has been maintained.
The Group, having been recognized for its initiatives in environmental improvement for reater compatibility between work and childcare, has received the “Kurumin” certification from the Ministry of Health, Labour and Welfare as a “Childcare Support Company” (“Kurumin” mark certified company) under the Act on Advancement of Measures to Support Raising Next-Generation Children.

[Activities implemented in FY2020]
・A new flexible work system was implemented to allow employees who are raising a child or caring for a family member to choose work from home days or working hours.
Employment of persons with disabilities and the elderly
With the aim of promoting diversity, the Tamura Group has enhanced the employment of persons with disabilities and the elderly. As for employment of persons with disabilities, the employment rate was 1.99% in FY2020 (2.10% in FY2019). Furthermore, all persons who desire re-employment after retirement are re-employed, and the ratio of those re-employed now accounts for over 5% of the total number of employees. Efforts have been made to utilize a wide variety of human resources.

Occupational Health and Safety
In order for a company to continue to exist, it is most important to ensure the health and safety of employees and create and maintain an appropriate work environment. The Tamura Group has established Occupational Health and Safety Committees at all its business sites, which are required to do so under the Industrial Safety and Health Law. Thus it identifies problems from the viewpoint of preventing work-related accidents, traffic accidents, pollution, and fires and takes steps to prevent them. Further, aiming to practice the Group’s safety and sanitation management in a unified way through systematic operation of safety and sanitation management, information sharing among different factories, etc., the Group-wide Occupational Health and Safety Committee meeting is held biannually, which is also participated by domestic associated companies. 

◆Prevention of occupational accidents
The Tamura Group Occupational Health and Safety Committee was established, which is made up of persons in charge of the Group companies’ health and safety at various bases in Japan. Cases of occupational accidents at respective bases and risk assessment results are shared to take measures to prevent recurrence. The occupational accident frequency and severity rates for FY2020 were 0.5 and 0.002, respectively.

◆Efforts to Prepare for Disasters
Various drills have been conducted, assuming natural disasters or other emergency situations. Every year, each business site carries out an evacuation drill and a safety confirmation drill. The Company’s intranet has a portal site that explains the evacuation routes and the storage locations of disaster stockpiles, etc., for each business site.

Initiatives for Traffic Safety 
In order to record an accident and raise drivers’ safety awareness, drive recorders were installed on all company vehicles in every business office/factory. The installation of drive recorders has reduced both the number of traffic accidents and the number of reckless driving incidents, generating a positive effect. In FY2020, in addition to sending traffic safety e-mails to the entire workforce, the Tamura Group introduced a self-analysis/diagnosis program for those who commute by car or bicycle, using a self-check sheet as part of activities to educate them. A dashboard camera has been deployed on all company vehicles since 2019, which has helped increase awareness of safe driving. As a result, the Tamura Group reported no accident that caused injury or death or accident resulting in property damage in FY2020.

Installation of AED (automatic external defibrillator) 
An AED is installed in every factory of TAMURA CORPORATION and an AED operation drill is conducted at regular intervals. A notice has been put up at every guard station indicating that an AED is available for use by community residents.