At the Tsubaki Group, we view human resources as the most vital component of our management base. We are establishing an environment where people from various backgrounds can work positively and vigorously while striving to cultivate the human resources who will support business growth going forward.
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.
Respect for Human Rights
To ensure that nobody involved in our businesses is subject to any form of discrimination or harassment on the grounds of race, gender, age, nationality, religion, disability, or other reason, the Tsubaki Group is implementing measures to enhance ethical awareness among employees. We regularly carry out compliance education and promote activities aimed at eradicating legal violations, discrimination, and harassment. We have designated February of every year as a “Strengthening Corporate Ethics Month” while conducting activities designed to promote strict adherence to laws and rules in the countries that Group companies operate in. In FYE 2019, 51 Group companies in Japan and overseas took part in these activities. Moreover, we have established a routine consultation system to respond to a variety of consultations from employees in Japan, thereby advancing the development of a comfortable working environment.
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.
Enhancing our Training and Educational System
The drivers of the Group’s growth are the technological capabilities and advanced technical skills we have continuously refined as a manufacturer since our founding in 1917. With the aim of passing on expertise to the next generation and reinforcing technical skills, we launched the Tsubaki Techno School in April 1998 for young engineers. Subsequently, we expanded the curriculum to include technical and sales categories. In FYE 2018, we reorganized the curriculum by dividing it into a Techno School for engineers, a Skills School for technicians, and a Business School for office and sales staff. In doing so, we expanded and improved the respective courses. By combining training by function with level-specific training across all job categories, we have generated a positive cycle in which we increase the awareness of employees and enhance technological and technical levels. In addition to training, through holding a Technology Forum for engineers in which departments present their latest technologies, we are widening opportunities for employees to share ideas, interact, and engage in co-creation in a way that transcends departments. We hold the Tsubaki Technical Skills Olympics for technicians which sees the Group’s outstanding technicians assemble. In addition to heightening technical skills, this event helps to invigorate the organization via technological exchange among employees, different business divisions, and between Japan and overseas.
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.
◎Tsubaki Technical Skills Olympics
|Measurement||Welding||Engine lathe operation|
Cultivation of Global Human Resources
In FYE 2019, 59.4% of the Group’s total net sales came from overseas, a substantial increase from 34.9% in FYE 2009, demonstrating the rapid globalization of our operations. The ratio of Group employees positioned overseas stands at 55%. This situation has made the cultivation and strengthening of human resources compatible with globalization a task of extreme importance for the Group. We introduced the global trainee system in FYE 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. By the end of March 2019, we had dispatched 95 young employees under this system. From FYE 2020, we have launched month-long over-seas foreign language training for new employees. In addition, we have also begun inviting employees from overseas subsidiaries to undergo training in Japan. In this way, we are cultivating and strengthening Groupwide human resources compatible with globalization.
|Global trainees (United States)||Foreign language training for new employees (Philippines)||Overseas employees receiving
technical guidance at a new
|Number of Trainees||13||13||11||14||9|
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, senior employees over the age of 60 are expected to undertake activities that make the most of their experience and skills and provide education for younger employees. 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 2018, the re-hiring rate was 84%. Many people are working as senior citizen employees even after the retirement age.
|Ratio of Employment After Retirement||77％||71%||82％||84％||84％||84％|
|Number of 65-70 years old employees||―||―||―||21||27||29|
Initiatives Toward Work Style Reforms
In order to develop an environment where employees can harness their abilities, it is important to have an organizational culture that encourages new challenges and a work-life balance based on appropriate working hours. In FYE 2019 we established the Work Style Reform Department, and we have pursued the development of systems for strengthening time management as well as changing the mindsets of employees and managers. We have promoted activities that result in reduced working hours, such as “shut down time,” establishing rules on meetings and emails, and time-management education. In FYE 2020, we are proactively expanding improvement activities aimed at optimizing the efficiency of work duties.