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
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 OrganizationsAiming 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.
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