Employee Relations

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
Labor Standards
Occupational Health and Safety
Promotion of Diversity

 Human Rights

Policy for Respecting Human Rights and Eliminating Discrimination
The Tamura Group has establishedthe 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.
This personnel system is operated not only within Japan but also in overseas corporations of the Tamura Group to carry out personnel management according to global standards.

◆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. In FY2016, an overseas training (in China & Korea) was held for new employees as part of the young employee program. 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.
With regard to development of overseas human resources, a corporate philosophy education program was implemented in Taiwan for all employees. In Myanmar and Bangladesh, discussions with executives were held in order to activate the company’s organization and enhance incentives so that local staff could be the main players. Through these efforts and the global adoption of the corporate philosophy of the Tamura Group, we have aimed to develop a sense of unity as a group and to increase the motivation of local staff members. Further, the recruitment of local staff as managers has been actively pursued in overseas affiliates and the ratio of local staff holding managerial positions has reached approx. 80% in 2016.

Management philosophy education held in Taiwan

Discussion held in Myanmar

◆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

Establishment of appropriate working environment
We are making efforts to create a working environment in which employees can continue engaging in their work in a pleasant manner by achieving both increased worthwhileness of working and appropriate labor management. Especially with regard to labor management improvement, efforts have been promoted through the implementation of labor management training and stress management training for managers of all business establishments towards full penetration of compliance-based labor management and realization of work environment with less stress. In addition, by improving the attendance management system, we have established a system that enables prompt reporting/management of everyday working hours. Further, through the introduction of the in-office time management system that allows checking of working hours objectively, a structure that enables timely and accurate management of working hours of individual employees has been realized at all workplaces of Tamura Corporation.

With regard to the actual introduction of this new system, we held information sessions for all employees. The aim of these sessions was for all employees to reconfirm the method of managing appropriate working hours and to understand that the activation of workplace communication and the buildup of a favorable organizational environment are important for improving work efficiency.

Tamura Corporation will continue promoting measures and policies to maintain and improve favorable workplace climate by diffusing appropriate labor management based on compliance.

Voice of a human resource (HR) officer> 
Naokazu Sueda,
Exective Officer, General Manager of Human Resources & General Administration Div.

Our work involves creating a system in which individual employees can confirm their own working hours and performance as well as shaping a climate where reporting-contacting-consultation to/with superiors, subordinates, colleagues, and other divisions are more valued than ever. Creating a work environment where work can be effectively performed without stress will lead to increased worthwhileness of working and favorable work-life balance. Further, regarding the Company’s personnel system, by designing a system to support various life events, such as marriage and childbirth, our efforts are geared toward developing environments where employees, regardless of gender, can continue working for many years to come.

Support for Mental Health
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. 

◆Implementation of Disaster Prevention Drills
Various drills have been conducted, assuming natural disasters, etc. In FY2016, an evacuation drill and a safety confirmation drill were conducted at each business site.  In addition to the above, an in-house overnight drill was conducted by using stockpiled emergency food and emergency goods, and the stockpile was further increased.

Initiatives for Traffic Safety 
In preparation for an unexpected accident and with the aim to raise drivers’ awareness of safety considerations, drive recorders were installed on all the company vehicles of every business office/factory in FY2013. Both the number of traffic accidents and the number of reckless driving incidents have decreased after installation of the drive recorders, showing a favorable effect. In FY2016, traffic safety classes were also held at individual business offices/factories for car users, in which case studies using video images from the drive recorders and a driving aptitude test were introduced to further enhance awareness of prevention of traffic accidents. Further, since April 2015, traffic safety e-mails containing useful information have been sent four times a year to employees who drive Company cars. 
We will continue making these efforts to contribute to a reduction in the number of traffic accidents.

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. 

Promotion of Diversity

Promoting empowerment of women
The Tamura Group has been promoting efforts to recruit, appoint, and sustain employment of excellent human resources regardless of gender. In response to the enforcement of the “law aimed at promoting the role of women in the workplace” in April 2016, we have set target figures in three years’ time and devised an action plan. The action plan has specified the following objectives: “to raise awareness on the individual level and the organizational level for promoting empowerment of women,” “to improve work management in order to create a work environment that would promote empowerment of women,” “to establish a new process that would support women’s career and promote employment continuity,” and “to increase proactive appointment of women.” Tamura has set the target of doubling the ratio of women managers by FY2019 as compared to that in FY2015. Through various measures associated with system development, awareness improvement, education, etc., we will continue to promote the empowerment of women. 

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. In FY2016, 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 as well (67%, 120% of the previous year). 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%, 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 2.4% in FY2016. 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.

Wakayanagi Tamura Corporation Certified as a “Youth Yell Company”

In August 2016, Wakayanagi Tamura Corporation was certified as a “Youth Yell Company”. It is the second company in Miyagi Prefecture and the 69th in Japan to receive such a certification. “Youth Yell Certification” is a system whereby the Minister of Health, Labour and Welfare awards small and medium-sized companies with an excellent employment management status of young people based on the Act on Promotion of Youth Employment.