There are currently people with various disabilities working actively at the company. Rather than take the simpler tasks of daily work and promote the hiring of people with disabilities only as a “quota for hiring disabled people,” we establish work roles in accordance with people’s characteristics such as their personality, experience and skills.
Our goal is not to hire people with disabilities, but to create a work environment in which people can continue to work actively for a long time in cooperation with each division that accepts them.
In addition, from January 2022, we began using a farm, part of a social farm, and started on an initiative to create a new point of contact for the employment of people with disabilities.
We are currently operating this farm smoothly. Further, we also provide training to division general managers to promote understanding of the employment of persons with disabilities.
In future, we will continue to create a work environment so that people with disabilities can play active roles, and will promote the employment of people with disabilities positively.
Human resources
Social initiatives
Promotion of diversity
We aim to create an environment in which each and every employee, regardless of race, creed, gender, nationality, age or disability, can work actively, demonstrating their abilities to the maximum.
Promotion of female participation
Based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace, the company has formulated an action plan to increase the number of female employees and create an employment environment in which women can participate, and is implementing initiatives towards its achievement.
| Planning period | April 1, 2021 to March 31, 2026 |
|---|---|
| Target | Employ at least 130 full-time female employees |
| Establish "time management" and eradicate unpaid overtime work to achieve work within the 36-hour agreement. | |
| Support measures | (1) Secure substitute personnel during childcare leave, and review the details of work and work systems |
| (2) Implement initiatives to improve the abilities of employees after childcare leave | |
| (3) Promote the use of a shorter work hours system and flexible work hours system for employees after childcare leave |
Please see ESG data for the ratio of female managers and actual wage differentials between men and women.
Rehiring of seniors
With regard to the employment of the elderly, we have introduced an ongoing employment system based on the Act on Stabilization of Employment of Elderly Persons. In anticipation of the raising of the mandatory retirement age in the future, we are making efforts to improve the treatment of rehired retired employees by raising the wage level of retired employees and developing work systems considerate of individual circumstances such as nursing care.
Even if they are above 65 years old, we will continue to employ employees in an environment where they can continue to work in accordance with their wishes and aptitudes.
Hiring of foreign employees
Regardless of race or nationality, the company selects people in accordance with their experience and skills. We do not implement special selection for foreign nationals as we conduct recruitment activities with an awareness of equal employment for all applicants.
When the employment of foreign nationals in Japan is decided, we support them in the acquisition of a work visa, provision of a place of residence, and through the various procedures.
In addition, we accept foreign technical trainees positively, which leads to the invigoration of the company through the realization of diversity and acceptance.
As of November 2022, foreign employees from six countries of North America and East Asia are working actively at the company.
Employment of people with disabilities
Work-life balance
The company is striving to enhance leave systems and welfare programs so that each and every employee can enjoy their daily work and life comfortably.
Support for flexible work styles
The company is supporting flexible work styles by introducing a flextime system that matches the workload and nature of each employee.
In addition, if COVID-19 infections occur, we recommend employees work from home or work in staggered hours in accordance with the type of work they do to prevent infections.
Balancing support systems
Balancing of work and childcare
Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, the company formulated and is implementing an action plan to enable employees to balance work and the raising of children and allow all employees to demonstrate their abilities to the full.
| Planning period | April 1, 2021 to March 31, 2026 |
|---|---|
| Target | Male employees ... More than 30 employees take childcare leave during the plan period |
| Female employees ... Maintain 100% taking of childcare leave during the plan period |
Number of employees taking childcare leave
(non-consolidated)
Rate of taking of childcare leave and return to
work rate (non-consolidated)
Balancing of work and nursing care
We have a system under which employees can use nursing care leave up to three times within a total of 93 days for each family member who needs nursing care, and a short work hours system for employees to provide nursing care for family members who need it.
Initiatives for overtime work
Based on the enforcement of the revised Labor Standards Act, the company raises “understanding of actual working hours,” the major premise in the management of overtime, as the most important matter. In general, attention is paid to “overtime cap regulations,” but if we make efforts towards “work style reforms” without knowing the workload of each and every employee, work methods and unreasonable, wasteful and redundant work, it could lead to the rampant unpaid “service overtime” of yesteryear. We believe that we should avoid such a situation and are striving to grasp the current situation and gather opinions. It is conceivable that it may take time to realize this goal, but we are striving to raise awareness among all employees, also including managers.
Human resource development
The company’s human resource policy is to cultivate “human resources who are independent in everything, always have a bird’s-eye view of the situation, and work logically.”
With the globalization of economic activities and the declining birthrate and aging population of Japan, we are at a stage where we need to rethink past practices and ad hoc work methods.
We strive for the development of human resources who grasp the situation objectively and act logically towards goals.
Policies for human resource development and internal environment development
Development of global human resources
The company implements overseas training centered on young employees aimed at the development of the human resources who will support our global system in the future. By experiencing and learning about overseas realities and practices, we are aiming to cultivate an international sense and improve the quality of employees so that they can respond to the expansion of our global system in the future with a broad international perspective and free thinking.
Development of employees who have acquired skills
We are making efforts towards the development of employees who have acquired skills such as education on the “Topre way of manufacturing” for the certain transfer of manufacturing knowledge and skills to occur, “superior education for section managers, plant managers and leaders by rank” and “education on practical improvement methods” aimed at the improvement of productivity.
Initiatives towards career formation
In addition to implementing our human resources policy thoroughly and ensuring proper understanding of employees’ own responsibilities, we make efforts aimed at the acquisition of the knowledge, technology, skills, planning ability and judgment required to perform duties accurately and promptly, and the development of broad.
Career training
The company has three main training systems, which can be divided into “education by division,” “hierarchical education” and “education by function” based on the aim of the training. We clarify the education required for each division’s work, including specialized knowledge and skills, and implement educational plans.
Training courses include: “divisional education,” which provides education and training on the knowledge and skills required for work by division; “hierarchical education,” which provides education on the knowledge, technology, skills, management, etc., required at each level from new employees to mid-level employees, core employees and managers; and “education by function,” which provides education on the knowledge, technology, and skills required for manufacturing, quality control, compliance, etc.
Labor practices
Fair evaluations and treatment
The company uses a human resources evaluation system that evaluates the processes and results of employees’ roles and reflects these in compensation through salary increases, promotions and bonuses. For general positions, the system as a whole is divided into 10 grades, and the system is such that the higher the grade, the more important the results evaluation is. There is no gender gap at the same level, and we implement appropriate evaluations of clearly defined roles. In particular, we ensure transparency by holding feedback interviews with direct supervisors in each evaluation, and by engaging in dialogue on matters such as the reasons for evaluation results and future growth issues. For managers, targets are set at the beginning of each fiscal year in accordance with the three grade levelsand we have introduced a target management system that evaluates managers based on their own evaluations. We implement clear evaluations based on results in the same way as general positions, with managers confirming target progress and their level of achievement through feedback interviews.
In addition, we do not handle wages, work conditions, transfers, education, etc., in a discriminatory manner based on reasons such as nationality, creed, external status, race, gender, religion or age.
Good relations with the labor union
The company and the Topre Labor Union respect each other’s differences of position and ways of thinking, emphasize communication and strive for the maintenance and strengthening of sound labor-management relations.
We hold labor-management meetings twice a year at plants and overall to discuss issues in matters such as work conditions and production and to communicate with each other.
In-house unique system
We have established a system that exceeds laws and regulations in light of the fact that the laws based on various labor-related laws such as the Labor Standards Act are "minimum standards."
Annual paid leave
：According to the Labor Standards Act, six months after joining the company, if the attendance rate is 80% or more, annual paid leave is given for 10 days, but at Topre, we give 12 days. In addition, the maximum number of days granted is 23 days, where 20 days is the legal requirement.
In addition, although the legal prescription of annual paid leave expires after 2 years, we have a "conserved annual paid leave" system with which employees can accumulate up to 50 days of annual paid leave for the expiration of this prescription.
"Refresh" leave
For employees who have been employed for 10, 20, 30, or 40 years of service, we give two days of special leave as a "refresh" leave, and provide 100,000 yen as a "refresh" fund.
Overtime wage rate
According to the Labor Standards Act, the premium for overtime work is 25% or more, but our premium rate is 30%. Similarly, the premium rate for working on a holiday is set at 40% (statutory 35% or more), and the premium rate for nighttime work is 30% (statutory 25% or more), higher than the legal premium rate.
Other
In the unlikely event of a work-related disaster, the Industrial Accident Insurance Act cannot cover all of the wages previously paid (it generally covers 80% of the wages). We provide compensation for the difference and welfare and survivor compensation according to the degree of disability. (In addition to benefits under the Industrial Accident Insurance Act, there are also company benefits for commuting accidents).
In addition, we also take out GLTD (group long-term disability insurance), which is a comprehensive group term insurance through a private insurance company and compensation for living when employees are unable to work including non-occupational injuries or diseases.
In addition to the childcare and nursing leave stipulated by law, we have paternity leave (3 days paid) as our own system.
The creation of rewarding workplaces
Implementation of employee awareness surveys
The company conducts “employee satisfaction surveys” and “potential assessments” in some divisions aimed at the creation of rewarding workplaces.
Enhancement of the remote work environment
Topre has created a remote work environment that allows employees to work without having to go to the company. We are promoting various work styles in conjunction with the “work from home system.”
The creation of opportunities for meetings with employees
The company provides opportunities mainly for young employees to meet with Human Resources Division personnel. During these meetings, employees are asked about their physical and mental condition, which connects to handling such as daily follow-up, and leads to understanding of the capabilities and levels of each individual, and to the implementation of appropriate “hierarchical education” and “education by function.”
last updated：2023/09/29 Update the content of the initiative