Human Resources and Diversity
To encourage work style reforms and make workplace environments more fulfilling, T&K TOKA has stipulated in our TOKA GROUP Charter of Corporate Behavior that we will "Realize work practices that will improve the capability of employees and that respect their diversity, character, and personality. Also, provide safe and healthy working environments".
We will therefore respond to growth in the number of employees, increased social demands, and environmental changes by promoting the creation of a corporate culture in which each employee is able to perform their work autonomously. Accordingly, in April 2021, we intend to reform our current human resources system and will introduce a new system that will develop "Human resources who is considerate of the perspective of others, view change as an opportunity, demonstrate their own creativity, and continuously pursue the challenges of taking a step forward".
Employment and recruitment
In fiscal year 2019 we implemented activities to focus on hiring women and non-Japanese persons as a way to acquire superior human resources and promote diversity. We are increasingly hiring women for, and assigning them to, manufacturing-related and outside duty sales-related positions that previously were held primarily by men. From fiscal year 2020 we have introduced the concept of a "desired workforce" in our hiring activities, and of the 11 new employees who joined the Company in April 2020, three were women and two were non-Japanese (one from Vietnam and one from Russia).
In addition, our Shiga Factory, which opened in 2015, has accepted 10 interns from neighboring high schools since fiscal year 2017 as a way of contributing to the local community.
Impartial evaluation and treatment
With the introduction of a new human resources system, we have reformed our way of approaching job grades and positions and evaluation methods, and we have held explanatory sessions covering these and related issues for all employees. Currently, employees are informed of these issues via our intranet, and we are also working to create a new structure for recognizing employees such as giving company awards that will lead to their own growth and the Company's further development, in preparation for the launch of the new human resources system from April 2021.
Education and training
We conduct level-specific training for new hires, mid-level staff, and supervisory staff (assistant managers and section managers).
Training for new hires lasts for one month, and includes business manners, an understanding of the work performed by our customers and suppliers, safety and health, disaster mitigation, and health management, with a one-day follow-up session held six months later.
As employees are promoted, to fulfill the role required by each position, they receive one day mid-level training in their sixth year, two-day managerial training sessions held for assistant managers and four-day leadership sessions held to train section managers in leading their subordinates, with outside instructors brought in for all of these sessions.
Hiring of women
Recognizing the importance of promoting diversity for the Company's continuous growth, we are increasing our hiring of women and working to expand the types of positions that are available to women in an effort to increase the number of women in managerial positions.
We have introduced a system for leave and reduced work hours for employees who need to care for children or provide nursing care to other family members. All persons who have applied for childcare leave or reduced work hours for childcare have been given leave or reduced work hours.
Currently, no employees have applied for nursing care leave or reduced work hours for nursing care, but one employee used reduced work hours for nursing care during fiscal year 2018.
Hiring of senior employees
Our retirement age is 60, and we have a system for rehiring until age 65.
Hiring of persons with disabilities
In April 2018, the minimum percentage of persons with disabilities that companies are legally required to employ was raised to 2.2% from 2.0%, and we have maintained our rate of employment for persons with disabilities at 2.3%. To date, persons with physical disabilities have been hired as full-time ("regular") employees, and for persons with intellectual disabilities, we have a system in place whereby they work as auxiliary with reduced work hours at production sites at the Headquarters or regional locations, instead of setting up a special subsidiary for their employment.
Developing global human resources
The Group accepts trainees from overseas for the purposes of setting up new factories overseas or enhancing the technological capabilities of joint-venture group companies.
We have long accepted trainees from Group companies in Asian countries including China, South Korea, and Indonesia, and more recently from our Group company in the Netherlands which became our subsidiary, as we strive to develop global human resources.
Human resources data
We hold "workplace roundtables" and "joint council" as a framework for exchanges of opinions between management and our employees. At "workplace roundtables," general staff discuss their requests for their departments or the Company through direct exchanges of opinions. In addition, issues raised at workplace roundtables are discussed at "joint council" of representative employees from 21 groups across Japan, with participation of all internal Directors, who give feedback on the decisions made regarding these issues. The minutes of workplace roundtables and joint council are available for all employees to read on the intranet as a way to ensure transparency.
Initiatives related to the human rights of employees
Based on our "Declaration on Prevention of Harassment", "harassment related to pregnancy, childbirth, child care leave, nursing care leave and so on", "sexual harassment", "abuse of authority" and "harassment by customers" are prohibited, and online training is held for all employees, with outside lawyers conducting training as well. We have also set up internal and external consultation desks, and we have built a system that does not disadvantage the consultants.
Reduction of work hours
We operate a system for monitoring the use of paid vacation and overtime work on an individual employee and department basis, and we are able to track this on a monthly or year-on-year basis. Employees can confirm their own status, and department managers can check the status for their departments as a whole and for individual employees. If overtime work is extraordinarily long or if employees are not taking their paid vacation, the general affairs department will urge the department manager to improve the situation.