As part of our sustainability strategy to achieve our long-term vision of the "Ideal situation for 2050" we have positioned the 'realization of job satisfaction' for each employee as a key pillar of our human resources strategy and are globally promoting 'Work Fulfillment Reform.'
In Japan, where diversity is relatively low compared to our overseas bases, we aim to become a company that meets the expectations of global stakeholders by actively promoting women, non-Japanese employees, and mid-career hires to managerial positions, thereby striving to ensure diversity in our workforce.

To measure the effectiveness of reforms, from FY2022 we have been conducting engagement survey covering
26 domestic and overseas companies and about 2,700 people. The score for FY2023 improved to 56% from 49% in FY2022 (+7pts). The survey's participation rate has also improved from 60% to 80%. From here on out, we will continue analyzing the voices of ever more employees as we work to realize environments for working energetically with fulfillment.

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. The event was postponed for a while due to the COVID-19 pandemic, but in 2023 it was able to be held for the first time in four years, with many employees participating and the summer festival being a huge success.

As a measure to respond to diverse work styles, we have introduced a system that allows employees to take multi-purpose leave such as for childcare, nursing care, and volunteer work, as well as paid leave on an hourly basis. In addition, we have established a system to accept employees who have left the company for certain reasons including childcare, nursing care, and the relocation of their spouse, for supporting both work and family. We have also introduced a telecommuting system to improve infrastructure including the IT environment and regulations.
To ensure that teamwork is not compromised even when face-to-face communication opportunities are reduced, we are focusing on initiatives to improve management skills suitable for remote environments and mental health care. We provided training on communication skills and self-care for new employees who had difficulty building personal connections or receiving on-the-job training in the workplace. In addition, since employees who are assigned overseas may be confused by differences in lifestyles, values, work methods, etc., we have built a system that allows them to receive counseling online at any time.
In addition, we conduct labor management training and stress management training for managers and supervisors and promote efforts to ensure proper labor management based on compliance and to realize a stress-free workplace environment.

Tamura is focusing on efforts to recruit and promote excellent human resources regardless of gender and create conditions so that they can continue working for the Company. As of April 1, 2024, our ratio of female managers will be 9.9%. In our Action Plan up to FY2024, we set out to "reform the mindset of people and organizations," "create a work environment that enables diverse work styles," "support women’s careers," and "aim to actively promote women." We aim to increase the ratio of female managers to 10% by the end of FY2024.

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 childcare leave after giving birth was 100%, and that of male employees taking child care leave was 70% in FY2023. Further, the rate for female employees who returned to work after childcare leave and chose to utilize the reduced working hours system for childcare was 100% in FY2023, indicating that the high use rate of the system has been maintained.

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 2.53% in FY2023. 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.

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 create an environment that allows employees who work under them to perform exceptionally with no worries. Therefore, it has promoted measures with focus on enhancing teamwork, including the introduction of the "psychological safety" concept and 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.

In conjunction with the introduction of a new personnel system in April 2021, Tamura Corporation reviewed its education and training system with the aim of fostering autonomous human resource development and early career path formation. In addition to conventional training programs, such as company selection-based training and language training, we have introduced e-learning to encourage the growth of each and every employee.

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.

Emergency Drills

At business sites, including overseas locations, we simulate various emergency situations and accidents that could affect the environment and work through a risk management system built around two pillars, preventative measures, such as daily inspections and facility maintenance; and emergency measures in the event of an accident.
Furthermore, we have formulated basic and detailed procedures for initial response in the event of an emergency or accident, and have been conducting drills annually as a way of confirming and reviewing the effectiveness of these procedures.

Initiatives for Traffic Safety

Drive recorders are installed in all Company vehicles at each business site as a preparative measure for accidents and to improve drivers' awareness of the importance of safe driving. 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 FY2021, 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. We also conduct awareness-raising activities through online-based safe driving training.
These activities contributed to raising awareness for safe driving, and Tamura Corporation reported no traffic accidents in FY2023, the same level as in FY2022.

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.