Promoting Respect for Human Rights and Diversity in Hiring
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, and striving to cultivate the human resources who will support business growth going forward.
Recognizing that respect for human rights is an important social responsibility for companies, the Tsubaki Group has established the Tsubaki Group Basic Human Rights Policy to promote and fulfill its responsibility to respect human rights throughout the entire Tsubaki Group. The Policy is to be thoroughly promulgated throughout all Tsubaki Group companies, and is based on the United Nations Bill of International Human Rights, the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work, and the UN’s Guiding Principles on Business and Human Rights.
Respect for Human Rights
To ensure that nobody involved in its businesses is subject to any form of discrimination or harassment that violates individual dignity including on the grounds of race, ethnic group, nationality, social status, origin, gender, disability, health status, thoughts and beliefs, sexual orientation, or difference of job type or employment status, the Tsubaki Group is implementing measures to enhance ethics awareness among employees.
We have designated February of every year as Corporate Ethics Awareness Month while conducting activities designed to promote strict adherence to laws and rules in the Group’s countries of operation (24 Group companies in Japan and overseas took part in these activities in the fiscal year ended March 31, 2021). At the same time, we have codified a Tsubaki Group Basic Human Rights Policy, and are promoting initiatives on respect for human rights throughout the Group as a whole.
In addition, we have established the Corporate Ethics Hotline, to which we have appointed an employee to be in charge of consultations on any topic. The hotline handles not only risk matters regarding laws and regulations and compliance but also routine matters, as we advance the development of a comfortable working environment.
Promotion of Diversity
The Tsubaki Group is working to develop a workplace environment where a variety of people can work positively and vigorously and with peace of mind while being fairly evaluated without regard to nationality, gender, or age. Based on our traditional work-focused emphasis on capabilities and results, we are promoting personnel system reforms focusing on diversity. Tsubakimoto Chain has been promoting work style reforms since the fiscal year ended March 31, 2019, to enable diverse employees to fully realize their individual talent. We are carrying out a range of measures for realizing efficient and flexible work styles.
At the Labor/Management Joint Committee, we are working together to implement initiatives to reduce excessively long work hours and promote the utilization of paid vacation time.
In response to the COVID-19 pandemic, we offered special leave and promoted teleworking for parents following emergency school closures. We also revised office layouts to facilitate communication and operational efficiency, including through the introduction of flexible seating system at headquarters and our Osaka and Tokyo offices.
Composition of Employees by Region
(as of March 31, 2021)
Ratio of Paid Leave Acquisition (Tsubakimoto Chain, non-consolidated)
(1) Active Participation of Women
At Tsubakimoto Chain, at an early stage we made the wages of men and women equal, and we have put in place a human resources system where women can comfortably continue to work even during life events such as pregnancy and childbirth.
We are also working to create workplaces where women can work to the fullest of their abilities. We aim to increase the percentage of women at the company from 8.9% (as of April 1st, 2020) to 10% by the end of FY 2020. Toward this goal, we are actively encouraging applications from various high schools and universities. At the same time, we are enabling women to deepen their understanding of our work environment through efforts that include women introducing their jobs at explanatory meetings. In addition, we are advancing the promotion of women by proactively providing opportunities for promotion to outstanding employees, irrespective of gender.
By creating an environment where it is easy to take childcare leave and promoting work-style reforms, in FY 2019 we saw an upswing in the number of male employees taking childcare leave, and FY 2020 maintained the same level. In the past two years, the rate of return to work after taking maternity/childcare leave has been 100%, clearly indicating that we have succeeded in creating a workplace environment that facilitates women returning to work after giving birth.
Number of Women in Managerial Roles / Ratio of Women in Senior Roles (Domestic)
Number of Employees Who Acquired Childcare Leave (Tsubakimoto Chain, non-consolidated)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Women 7 6 7 1 5 Men - 1 - 5 4
(2) Promotion of the Employment of People with Disabilities
Here at the Tsubaki Group, we are striving to expand employment of people with disabilities in a wide range of fields (including manufacturing worksites, administrative work, and health management) by developing a workplace environment that allows them to engage in work that utilizes their individual talents and aptitudes. In FY 2020, we established a special subsidiary that succeeded in promoting further employment to ensure legally compliant employment rates at Tsubakimoto Chain.
An Outline of Our Special Subsidiary (Tsubaki Support Center Co.)
Tsubaki Support Center is a Tsubakimoto Chain subsidiary that was established primarily to handle welfare and outsourced operations. In FY 2020, it was certified as a special subsidiary of Tsubakimoto Chain, and initiated business services by persons with disabilities. The company provides a comfortable working environment and jobs that allow each individual to play an active role according to his or her abilities and talents. It also has a support system in place that allows each employee to demonstrate his or her abilities. (Currently employs three trainers and four disability vocation and lifestyle counselors.)
The content of the company’s work includes printing, scanning, cleaning, and so on, but going forward we will be expanding into the services area. By proactively employing people with disabilities, we are fulfilling our responsibility to society.
(3) Active Participation of Seniors
On April 1, 2020, Tsubakimoto Chain introduced an Age 65 Retirement System, extending the retirement age for Tsubakimoto Chain employees from 60 to 65 years old. The company introduced an age 60 retirement system in 1946, soon after the end of World War II, we introduced a progressive a reemployment system in 1991, in which the age of 65 is the upper limit, and a system in 2003, in which all people who wish to work for general jobs can do so until the age of 65. In 2016, we worked to expand employment opportunities up to the age of 70, creating an environment in which many seniors can continue to work to the full potential of their abilities if they so desire.
Amid a decline in the working population due to falling birthrates and an aging society, we have introduced this extension of the retirement age as part of our efforts to develop a rewarding environment in which diverse human resources can actively participate, rather than simply as a response to the labor shortage. We have also improved employment conditions and continuously applied the benefits provided to employees before age 60. The aim is to enhance the sense of solidarity of all employees and lead them to the full use of our comprehensive capabilities by raising awareness as core personnel and creating an environment in which senior employees can work more vigorously by making use of their knowledge, skills, and abundant experience accumulated over many years.
With the introduction of a new retirement age of 65, we’ve also improved our treatment of older employees, and since the introduction (in FY 2020) of the new retirement age it has been taken up by 96% of eligible employees.
We also enhanced our career training program for employees at the age of 50. The content has been revised to encourage people to maintain their desire to work and to continue learning until age 65, and we also provide support by raising awareness of the opportunities available.