Social initiatives

Human capital management

We strive to develop human resources and create an environment that is easy to work in, and expand opportunities for people with awareness of diversity to play active roles.

Human capital management initiatives

Basic policy on human capital management

The group’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.” As economic activities become more globalized and the birthrate in Japan declines and the population ages, we are aiming to become “a group that grasps the situation objectively and acts logically towards the achievement of goals.”
In addition, we raised “We strive to develop human resources and create an environment that is easy to work in, and expand opportunities for people with awareness of diversity to play active roles. We will continue to be a company that is responsible to the employees who will lead the next generation” as one of our basic policies in the 16th Medium-Term Management Plan, which started in fiscal year 2024.

Key themes / ideal situation

１．Respect for human rights
・Understanding and penetration through the continuous implementation of education on human rights and diversity
・Reduction of governance risk by implementing human rights due diligence

２．Activities of diverse human resources
・Creation of accepting and diverse workplaces
・Creation of an organization that allows flexible work styles
・Training and guidance tailored to the individuality of each employee

The creation of rewarding workplaces

Employee engagement surveys

We conduct “engagement surveys” aimed at grasping the current situation and extracting issues for future development.
Based on the results of the fiscal year 2023 survey, we understood that the level of the engagement score overall can be raised by promoting improvements and new measures related to human resource development and personnel evaluations.
We will continue fixed point observation of the state of engagement to grasp issues and changes that need to be resolved with priority, leading to the execution of new measures and the measurement of their effectiveness.

The creation of opportunities for meetings with employees

The company provides opportunities mainly for young employees to regularly meet with Human Resources Division personnel. During these meetings, employees are asked about their physical and mental condition, and the required follow-up is provided.
In addition, we grasp the state of execution of work of each individual and their current issues, consider future development plans, and encourage skill improvement by taking “hierarchical education” and “education by function” as required.

Promotion of diversity

We aim to create an environment in which each and every employee, regardless of race, creed, gender, nationality, age, LGBTQ, religion or disability, can work actively, demonstrating their abilities to the maximum.

Recruitment of diverse human resources

While we carry out human resource recruitment activities continuously, we are working positively on the recruitment of women as well as foreign nationals and people with disabilities.
In particular, we recognize that the employment of people with disabilities is a responsibility that companies should fulfill and view it as an important issue for the creation of new value based on the realization of diversity. For the maintenance and expansion of the recruitment of people with disabilities,
we are conducting internal education and awareness raising activities on consideration and safety measures at the workplace level tailored to individual circumstances, and the recruitment of people with disabilities, and promoting the building and maintenance of an environment in which people with disabilities can work with peace of mind.

Introduction of referral and alumni recruitment

In light of the intensification of competition to procure human resources due to the decline in the working population, as well as the increasingly active job change market and growing mobility of human resources, we started the introduction of “referral and alumni recruitment” in April 2024 as a measure to acquire the human resources the group is looking for stably.
Although still at the trial operation level, we plan to establish a system that will lead to the securing of human resources and improvement of the retention rate, and transition to full-scale operation during fiscal year 2024.

Promotion of female participation

Based on the Act on Promotion of Women's Participation and Advancement in the Workplace, the group has formulated an action plan to create an employment environment in which women can participate, and is implementing initiatives towards its achievement.

There are currently three female managers, but this number is expected to increase in stages. In addition to the positive recruitment of women, this is due to the impact of carrying out fair personnel evaluations and human resources development regardless of gender,
nationality, etc., which we have done for some time. We plan to implement various measures to build a workplace environment that is easier for women to work in, including the establishment of working groups, the implementation of female success awareness seminars and career development education, etc.

Please see ESG data for the ratio of female managers and actual wage differentials between men and women.

Click here for ESG data

Rehiring of seniors

Currently, the Group has introduced a continuous employment system based on the Act on Employment Security of Elderly Persons. In addition, we also continue to employ senior workers of the age of 65 or above by providing them with appropriate jobs and work environments based on their wishes and aptitudes.
Moreover, in anticipation of the obligatory raising of the mandatory retirement age in the future, we are striving to improve the treatment of employees by raising wage levels, establishing work systems considerate of individual circumstances, such as nursing care.

Hiring of foreign employees

Foreign employees from six countries of North America and East Asia are working actively at the group.
In recruitment activities, we conduct fair screening of all applicants, and this also applies to foreign nationals. We hire people in accordance with their skills and experience, regardless of race, nationality, etc.
If hiring foreign nationals in particular, we assist the acquisition of work visas, provide a residence, and support various procedures. In addition, we also accept foreign technical trainees positively, which leads to the invigoration of the company through diversity.

Employment of people with disabilities

Work-life balance

The group 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 group is promoting the establishment of an environment so that employees can work flexibly tailored to individual work characteristics, workloads, etc., including a flexible work hours system, working from home depending on the details of work, and staggered work hours.
Furthermore, in addition to annual paid leave, the company grants “special leave (refresh leave)” in accordance with years of service, and provides “welfare services” that employees and their families can select from a range of content numbering about 3.5 million.
Through the use of such systems and services, we are aiming to realize an environment in which each and every employee can lead a fulfilling life and stay healthy both physically and mentally, thereby enabling them to continue working vigorously with high motivation.

Balancing support systems

Balancing of work and childcare

Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, the group formulated and is implementing an action plan to build an environment in which all employees can work vigorously, demonstrating their abilities to the full, and balance work and the raising of children.

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 shorter work hours system for employees to provide nursing care for family members.

Labor practices

Initiatives for overtime work

Based on the enforcement of the revised Labor Standards Act, the group emphasizes the “understanding of actual work hours,” the major premise in the management of overtime.
The eyes of all of society are currently turned towards “overtime cap regulations,” but working towards work style reforms without taking stock of workloads and work methods, and eliminating unreasonable, wasteful and redundant work may also conversely increase unpaid overtime and other compliance risks.
Because of this, the group has a common understanding that “work style reform cannot be realized overnight,” and is working firstly to grasp the current situation, gather opinions, and reform the awareness of each and every employee.

Addressing long work hours

Long work hours can cause chronic lack of sleep and fatigue, which can reduce productivity and increase the risk of unforeseen accidents.
To address this issue, the group concludes “36 labor agreements” through labormanagement discussions and has employees undertake interviews with industrial physicians.
Labor and management have agreed to limits on overtime work to 45 hours per month, with a maximum of 75 hours per month and 720 hours per year, and managers are responsible for thorough employment management.
In addition, to encourage employees to take their annual paid leave, we have set a target for employees to take at least nine days of annual paid leave, and are striving for the realization of an environment that is easy to work in.

Premium wage rate

Under the Labor Standards Act, the premium wage rate for overtime work is at least 25 percent, but the company’s premium wage rate is 30 percent.
Similarly, we have also set premium wage rates above the statutory rates for holiday work at 40% (above the statutory rate of 35%) and late-night work at 30% (above the statutory 25%).

Leave systems

Annual paid leave

Under the Labor Standards Act, if an employee's attendance rate is 80% or more six months after joining the company, the company must grant them 10 days of annual paid leave, but the group grants 12 days of annual paid leave from the time of joining the company.
Moreover, we have set the maximum number of days of annual paid leave granted at 23 days, which is above the statutory 20 days.
In addition, although legally, unused annual paid leave expires after two years, the group has established a “conserved annual paid leave” system that allows employees to accumulate up to 50 days of expired annual paid leave.

Refresh leave

For employees who have been reached 10, 20, 30 or 40 years of service, we grant two days of special leave known as “refresh leave,” and give them 100,000 yen as funds to refresh.

Good relations with the labor union

The company and the Topre Labor Union strive for the maintenance and strengthening of sound labormanagement relations by engaging in thorough communication at all times.
Specifically, we hold labormanagement meetings twice a year overall and at plants to discuss issues in matters such as working conditions and production activities, and to communicate with each other.

Human resource development

Education and training systems

The group's education and training are divided into three major categories in accordance with the purpose of implementation: “divisional education;” “hierarchical education;” and “education by function.” We clarify the knowledge and skills required for each division’s work, including specialized knowledge and skills, and draw up 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.

Improvement of the management ability of managers and the career awareness of all employees

① An organization that uses diversity and the improvement of people management abilities
② Support for employee career autonomy
③ Systematic development of next-generation human resources

We are rebuilding our company-wide education system under the three key themes above.
With regard to “An organization that uses diversity and the improvement of people management abilities,” which we emphasize in particular, we provide opportunities for organization leaders to recognize the differences in values and thinking styles in an organization with diverse human resources, and to refine their human skills centered on communication ability.
In addition, for “Support for employee career autonomy,” we provide training opportunities by age for new employees in their 20s, mid-career employees in their 30s, and veteran employees in their 40s and 50s, and have prepared a system for people to think about their careers in life from various perspectives, which enhances their independence and leads to the improvement of work performance.

Development of global human resources

The group implements overseas training mainly for young employees.
By experiencing and learning practical business in a global business environment, participants develop a broad perspective, the ability to think freely, an international outlook and leadership skills. Such training is aimed at developing systematically the human resources who will become the core of the group in the near future.

Next generation production human resources development program

Aimed at the steady passing on of “Topre's unique strengths” mainly in manufacturing concepts and methods, and at the further improvement of the skills of manufacturing human resources, we have prepared multiple training programs that employees who wish to can participate in.
Some of the programs are taught by executive officers, and because anybody can participate regardless of affiliation, qualifications, or responsibilities, etc., it produces the effects of raising skill levelscompany-wide, and promoting the sharing of information and functional collaboration across divisions.

Development of employees who have acquired skills

We are making efforts towards the continuous development of employees who have acquired skills through the implementation of 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.

Human resource development policy and company environment improvement policy

last updated：2025/01/29　Update the content of the initiative