- TAMURA CORPORATION
- CSR Activities
- 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.
Policy for Respecting Human Rights and Eliminating Discrimination
Policy Relating to Employees
The personnel system and human resource development
Basic Policy for Labor Standards
Labor Standards
Occupational Health and Safety
Promotion of Diversity
Human Rights |
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
◆ Operation of the 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.
◆Development of Human Resources toward a “Global Enterprise where Everyone Plays a Major Role”
Tamura has been operating the 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 Company’s assets.With the aim of developing global human resources in Japan, Tamura has been carrying out various stratified training programs. Tamura has been holding overseas training (in China and Korea) for all new employees since FY2013. Further, aiming to improve English proficiency, Tamura has been holding TOEIC-IP tests every year for local employees since FY2010 and more than 70% of its local employees have taken them.
For 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 the national staff by globally disseminating the corporate philosophy of the Tamura Group. Furthermore, a new personnel evaluation system based on the corporate philosophy has been introduced to ensure that excellent national staff are appropriately evaluated and have the opportunity to grow. Also, personnel evaluation training was implemented for the managerial staff. In addition, the appointment of national staff to managerial positions has been actively pursued at overseas affiliates, and national staff members have been appointed to approx. 80% of managerial positions at overseas affiliates in 2018
Personnel evaluation training in China |
◆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
Labor Standards
◆Improvement of appropriate working environment
◆Support for Mental Health
◆Improvement of appropriate working environment
Efforts have been made to create a working environment where employees can engage in their work in a continuous and pleasant manner by balancing motivation in work with appropriate labor management. As a measure to increase motivation in work, the Company introduced multipurpose leave for childcare, nursing care, and volunteer activities, etc., and paid leave in hourly units. With regard to the adjustment of labor management, training courses on labor management and stress management have been promoted for managers of all business sites and efforts have been made to disseminate compliance-based labor management and to realize a stress-free working environment.
Tamura Corporation will continue to endorse appropriate labor management based on compliance and promote measures to maintain & further improve a pleasant working environment.
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)).
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.
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.
◆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
employees who drive Company cars.
We will continue making these efforts to contribute to a reduction in the number of traffic accidents.
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.
Promotion of Diversity
◆Efforts in workstyle reform
By balancing efforts to improve job satisfaction with appropriate labor management and by building an organization that values communication, we have been working on establishing a company culture where employees can pleasantly engage in work without much stress. Further, we aim to create a work environment that has a system for responding to diversity and various lifestyles so that everyone, regardless of gender and nationality, can continue to work safely for many years. We have been focusing our efforts on taking more positive action for the “promotion of active social participation by women.”
In FY2018, two new seminars were started, as follows:
・Seminar for managers to learn the way of thinking, behavior, and management for the promotion of diversity in general,
including guidelines for active social participation by women
・Seminar for general staff to learn ways of designing their future careers, making and implementing action plans, and building
their foundation so that they may be able to continue working actively in the face of various life events. In addition to the
We will continue making these efforts to contribute to a reduction in the number of traffic accidents.
◆Installation of AED (automatic external defibrillator)
| Winner of the Self-Defense Firefighting Competition |
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| Aiming to minimize damage in the event of a fire, the Tamura Group has established a self-defense fire-fighting unit at each office/factory to which the Fire Defense Law is applicable. At the head office and Tokyo Factory, employees trained in how to handle fire hydrants participate every year in the local self-defense firefighting competition. In 2018, they won the first place in the category of “operation of Type 1 Fire Hydrants.” | ||||
◆Efforts in workstyle reform
By balancing efforts to improve job satisfaction with appropriate labor management and by building an organization that values communication, we have been working on establishing a company culture where employees can pleasantly engage in work without much stress. Further, we aim to create a work environment that has a system for responding to diversity and various lifestyles so that everyone, regardless of gender and nationality, can continue to work safely for many years. We have been focusing our efforts on taking more positive action for the “promotion of active social participation by women.”
In FY2018, two new seminars were started, as follows:
・Seminar for managers to learn the way of thinking, behavior, and management for the promotion of diversity in general,
including guidelines for active social participation by women
・Seminar for general staff to learn ways of designing their future careers, making and implementing action plans, and building
their foundation so that they may be able to continue working actively in the face of various life events. In addition to the
above, seminars on labor management
and stress management were also held, targeting managers in all the business units on a regular basis.
Tamura Corporation will continue its efforts to carry out compliance-based labor management and to fully realize a work environment with minimal stress.
◆Childcare Leave
The Tamura Group has improved its employee childcare leave regulations since 1994, and is encouraging employees to use the childcare leave system actively. 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 76％ in FY2018 (47% in FY2017). 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 FY2018 (also 100% in FY2017), where high use rate of the system has been maintained.
The Group, having been recognized for its initiatives in environmental improvement for greater 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
and stress management were also held, targeting managers in all the business units on a regular basis.
Tamura Corporation will continue its efforts to carry out compliance-based labor management and to fully realize a work environment with minimal stress.
◆Childcare Leave
The Tamura Group has improved its employee childcare leave regulations since 1994, and is encouraging employees to use the childcare leave system actively. 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 76％ in FY2018 (47% in FY2017). 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 FY2018 (also 100% in FY2017), where high use rate of the system has been maintained.
The Group, having been recognized for its initiatives in environmental improvement for greater 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
◆Employment of Persons with Disabilities and Elderly Persons
With the aim of promoting diversity, the Tamura Group has been employing persons with disabilities and elderly persons. As for the employment of persons with disabilities, Tamura has continuously satisfied statutory employment rates since FY2015 through the employment of new graduates, etc. and the employment rate has reached 2.26％ in 2018 (2.5% in FY2017). On the other hand, persons who desire re-employment after retirement are re-employed and the ratio of those re-employed now accounts for over 2% of all employees. Efforts have thus been made in utilizing a wide and variety of human resources.
With the aim of promoting diversity, the Tamura Group has been employing persons with disabilities and elderly persons. As for the employment of persons with disabilities, Tamura has continuously satisfied statutory employment rates since FY2015 through the employment of new graduates, etc. and the employment rate has reached 2.26％ in 2018 (2.5% in FY2017). On the other hand, persons who desire re-employment after retirement are re-employed and the ratio of those re-employed now accounts for over 2% of all employees. Efforts have thus been made in utilizing a wide and variety of human resources.