Environmental Approach

The Tsubaki Group positions human resources as the most important component of our corporate foundations and seeks to improve individual employee motivation through a variety of learning forums in addition to maintaining a safe and comfortable workplace environment in which employees can shine.

Basic policy

The Tsubaki Group believes that creating a workplace environment in which employees can fully demonstrate their potential and grow through their work leads by extension to the growth of the company itself. We guarantee equal employment opportunities and strive to retain a diverse range of employees regardless of nationality or gender. In addition, by shaping a personnel system and corporate culture that support employees in innovation and taking on new challenges, we promote a vibrant and comfortable workplace.

Manpower development

In the belief that nurturing outstanding employees is the key to the Tsubaki Group's growth, we invest proactively in manpower development. As indicated by our brand message, "Innovation in Motion," we want people who realize the importance of innovation, are always ready to tackle new challenges, and make good on their promises.
Nurturing and making the best use of employees means fostering young and global human resources, facilitating the contributions of women, and creating an environment where everyone can demonstrate their abilities and gain a sense of job satisfaction.
As one step in this direction, we are constructing a system based on fairness, transparency and consent, where job satisfaction is readily attainable. To raise individual motivation by duly reflecting effort in conditions based on clear and objective assessment standards, we employ mechanisms such as a role-based qualification and wage system, performance-based bonuses that reflect corporate performance to a higher degree, and absolute evaluations. We also promote stable livelihoods after mandatory retirement through a re-employment system targeting all employees, and focus on creating workplaces where employees can be confident of livelihood support in the event of injury or illness, comprehensive fringe benefits, and other measures.

Aiming to improve skills

The driving force behind the growth of the Tsubaki Group is manufacturing activities differentiated by quality and technology, and we proactively conduct in-house development of personnel, who form the foundations of the superiority of our manufacturing capabilities.
At the core of these efforts are the Tsubaki Techno School, which opened in April 1998, and the Tsubaki Technical Skills Olympics, which started in 2012. As a place to train young engineers, the Tsubaki Techno School offers a comprehensive curriculum that includes the following courses: A beginners' technology course, which deals with basic technologies and processing technologies; an intermediate technology course, which covers materials engineering, control engineering, and computer science; and a skills course, which aims to improve student capabilities in management and supervision. The Tsubaki Group emphasizes the link between training and work not only to ensure employees continue to utilize the skills acquired in their daily work but also to improve employee awareness of techniques and technical skills.
Meanwhile, the Tsubaki Technical Skills Olympics consists of a total of eight events designed to test employees' skills in areas that support manufacturing within the Tsubaki Group. In the 4th annual competition, which was held in October 2015, a total of 62 elite employees and five teams assembled from Tsubaki Group companies around Japan and engaged in fierce competition over five days. It is expected that these initiatives will further reinforce our manufacturing foundations by improving employee motivation and encouraging technological exchanges between operating segments. We hold this tournament each year and hope to develop it into a global event in the future so that overseas group companies may participate as well.

Tsubaki Technical Skills Olympics

Strengthening and Cultivation of Human Resources Compatible with Globalization

Tsubaki Group Global IT Summit

In the fiscal year ended March 31, 2017, 54.9% of the Group’s total net sales came from overseas, a substantial increase from 37.4% in the fiscal year ended March 31, 2007, demonstrating the rapid globalization of our operations. In addition, the number of Group employees positioned overseas has increased greatly; on March 31, 2017, 52% of the Group's 7,886 employees (consolidated basis) were at overseas subsidiaries.
This situation has made the cultivation and strengthening of human resources compatible with globalization a task of extreme importance for the Group. For this reason, we introduced the global trainee system in the fiscal year ended March 31, 2011.
This system allows young employees to be dispatched to overseas subsidiaries for training, and is designed to teach them foreign languages and international business manners as well as help them to better understand other cultures.
In addition to dispatching domestic employees overseas, we have also begun inviting employees from overseas subsidiaries to undergo training in Japan.

Employee Breakdown by Region
Trends in Employee Numbers

Pursuit of work–life balance

In Japan, the Tsubaki Group is proactively developing an environment that is conducive to employees hoping to work while raising children or nursing family members. To this end, we have introduced flextime and discretionary labor systems. In addition, we encourage employees to take consecutive days off, which has resulted in a rise in leave acquisition, and are striving to shorten work hours. We are also working to cultivate a workplace atmosphere that is understanding toward employees taking childcare or nursing leave, and have instituted a plethora of measures to help employees work stably at the company. For example, we allow employees to take leave for periods that exceed the legally-mandated minimum and have introduced systems under which paid leave days that have expired are accumulated and made usable for special purposes, such as nursing family members.

Employee diversity and respect for human rights

The number of non-Japanese employees working at overseas subsidiaries has increased in line with the growth of our international sales ratio and now accounts for 54% of the Tsubaki Group's approximately 8300 workforce.
Aiming to become a truly global company, we will strive to create a workplace environment where employees can work with confidence by prohibiting discrimination based on nationality, gender, religion, and other factors in addition to proactively employing personnel with a diverse range of values regardless of nationality.
Tsubakimoto Chain has also introduced ahead-of-their-time systems such as equal pay for men and women and an employment system for the aged. Based on the introduction of these systems, we conduct regular training and internal communications to foster an appreciation of human rights suitable for a global corporation. Moreover, we have designated February as Corporate Ethics Enhancement Month and conduct educational activities aimed at wiping out sexual harassment and workplace bullying involving abuse of rank.

Employment of people with disabilities

We strive to increase employment opportunities for people with disabilities. We are working to maintain a workplace environment where people with disabilities can engage in work suited to their individual abilities and aptitude, and e mploy disabled individuals in a wide range of fields including manufacturing worksites, administrative work, and health management.
In the fiscal year ended March 31, 2017, employees with disabilities made up 2.00% of all employees on a non-consolidated basis. In the future, we will aim to improve our support for people with disabilities and to increase employment opportunities while providing individual attention whenever possible.