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.
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.
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.
Strengthening and Cultivation of Human Resources Compatible with Globalization
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.