The Tsubaki Group believes that employees trying out a variety of jobs and growing, leads to the growth of the company itself. In order to cultivate and strengthen human resources, our greatest corporate resource, we strive to create a work environment where diverse employees of all nationalities, ages, and genders can shine, as well as increase employee motivation.
The Tsubaki Group positions human resources as the most important component of our corporate foundations and seeks to maintain a safe and comfortable workplace environment that motivates employees.
Development of human resources
“Be the one who takes the initiative.” Aiming to be a leader in our fields, we seek human resources that (1) continue to challenge themselves out of a desire for change, (2) continue to seek out high-level skills and work to improve them, and (3) take responsibility for their actions. By offering a variety of educational opportunities regardless of profession, we are working to foster young and global human resources, as well as promote the work and skill development of women.
Training and Educational System
The driving force behind the growth of the Tsubaki Group is our technical strength, which we have developed as a manufacturing company since our founding in 1917. In order to pass these capabilities on to the next generation and further improve them, we started the Tsubaki Techno School in April 1998. Since then, we have worked to flesh out its skills and sales curriculum.
In FYE 2018, we reworked and further improved its curriculum, dividing the school into a Techno School for engineers, a Skills School for technicians, and a Business School for clerical and sales workers. By combining function-specific training and transdisciplinary level-specific training, a positive cycle has been created in which both employee attitudes and technical strength is improved.
Cultivating Young Engineers
The Tsubaki Techno School offers practice-based training using an original curriculum. It includes 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. The intermediate course not only heightens knowledge and skills but also problem-solving abilities by, for example, having participants choose a workplace issue and implement solutions.
In addition to training, through the “Technology Forum,” in which departments present their newest technologies, we are widening opportunities for employees to share ideas, interact with each other, and engage in co-creation in a way that transcends departments.
|Techno School||Technology Forum|
Improving Manufacturing Skills
The Tsubaki Group works to pass down and strengthen the art of manufacturing through (1) cultivating technicians, (2) a processing training program that, via hands-on instruction in basic technologies and skills, aims to pass down our company’s unique assets, and (3) cultivating next-generation employees by establishing the qualification of “Meister,” the highest ranking qualification for technicians, as well as “Trainer,” a job that provides technical skill instruction.
Since 2012, the Tsubaki Technical Skills Olympics has served as an opportunity for people to polish and present these technical skills. Our group’s outstanding technicians assemble to compete in eight events for all operation categories, such as “Engine lathe operation,” “Welding,” “Measurement,” and “Hand-Drawn Drafting” (trade skill test levels 1 to 2). Those with outstanding scores are given gold, silver, and bronze medals. Starting in 2016, overseas group companies began participating. It addition to heightening technical skills, this event also contributes to organizational vitality via technical exchange that goes beyond national borders. In FYE 2019, there were seventy participants, including those from four overseas group companies.
|Processing training program
(Materials Handling Division)
|Patches given to
Meisters and Trainers
Developing Personnel Who Can Compete on the Global Stage
Tsubaki Group’s overseas sales ratio grew from 37.5% in FYE 2008 to 55.5% in FYE 2018. Our operations are rapidly becoming globalized. This has been accompanied by an increase in the percentage of overseas employees. At the end of FYE 2018, of the Group’s 8,358 employees (consolidated basis), 54% were at overseas subsidiaries.
In this situation, the cultivation and strengthening of global human resources has become extremely important for the Group. For this reason, we introduced a global trainee system in FYE 2011. In this system, young employees are dispatched to overseas subsidiaries for training. It aims to help them learn foreign languages and international business manners, as well as understand other cultures. As of March 31, 2018, we have dispatched eighty-six young employees overseas, and are considering doing so in even greater numbers in the future.
We have also begun holding training for overseas subsidiary employees in Japan. In this way, the Tsubaki Group is working as a whole to develop human resources that can be active on the global stage.
Promoting Diversity in Hiring
With our longstanding job-centered emphasis on division of roles and results as a foundation, the Tsubaki Group has been promoting reforms to our human resources system with diversity in mind. We are working to develop a workplace environment in which, regardless of nationality, gender, and age, a variety of people are fairly evaluated and can work comfortably and shine.
Facilitating the Work of Women
Quitting due to marriage, pregnancy, or childbirth is a thing of the past. At Tsubakimoto Chain, at an early stage we made the wages of men and women’s be equal, and have put in place a human resources system where women can comfortably continue to work even during life events such as pregnancy and birth.
Furthermore, we are also working to create workplaces where women can work to the fullest of their abilities. We aim to increase the percentage of female employees at the company from 8.4% (as of April 1st, 2018) to 10% by FYE 2021, as well as women in top positions from 2.0% (as of April 1st, 2018) to 5%. We are holding seminars for women as well as actively seeking out new female employees from high schools and universities. As part of our effort to increase the percentage of women in leadership positions, we actively provide outstanding employees with opportunities for advancement.
Employment of People with Disabilities and Senior Citizens
We are developing a workplace environment where people with disabilities can engage in work suited to their individual abilities and aptitudes, and are working to increase employment opportunities in a wide range of areas, including manufacturing worksites, administrative work, and health management.
Also, we introduced a pioneering re-employment system in 1991 for senior citizens. In 2003, we put in place a new employment extension system due to the aging of society and changes in the social security system. Since then we have gradually fleshed it out by, for example, making it possible for individuals to choose to work shorter hours or less days. In 2017, we made it so that individuals could work as regular employees until sixty-five years old, as well as subsequently be rehired up through age seventy. In 2017, the re-hiring rate was 84.2%. Many people are working as senior citizen employees even after the retirement age.
Work-Life Balance and Working Practice Reforms
The Tsubaki Group has been working to put in place an environment in which people can work in a variety of ways.
We have introduced flextime and discretionary labor systems, introducing a greater degree of freedom into how employees work. We have also constructed mechanisms that enable employees to work in a stable fashion. Employees can continue to work while raising children or caring for older family members, as well as take time off or leave as necessary.
Furthermore in FYE 2017 we launched a working practices reform project team both to increase productivity via heightened work efficiency as well as promote a labor environment that is healthy and motivating for employees. In April 2018, we established the Work Style Reform Department, an organization under direct supervision of the president. It thoroughly promotes greater work efficiency throughout the company as a whole, cultivates healthy working practices in which employees both “work hard” and “rest hard,” and is continually working to create an environment at which employees find meaning in their work.