Relationship with employees

Relationship with society

Relationship with employees

Basic approach (HR policy)

Our HR policy is to foster "people who take ownership in everything, always have a bird's eye view of the situation, and work logically."

With economic activities becoming globalized, the declining birthrate, and aging in Japan, we are at the stage where we should reconsider past customs and ad hoc work practices.

Although it is not easy to educate adults whose personalities are formed as "individuals," we are working to develop human resources who understand the situation objectively and act logically toward their goals.

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.


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.

Promoting the active role of women

In order to increase the number of female employees and to improve the employment environment in which women can play an active part, we have established an action plan based on the Act on Promotion of Female Participation and Career Advancement in the Workplace, and are implementing the plan toward achievement.

Action plan based on the Act on Promotion of Female Participation and Career Advancement in the Workplace
Planned period April 1, 2021 to March 31, 2026
Target 120 or more female regular employees
Re-employment of retired employees due to childcare, nursing care, spouse transfer, etc.
Career training for female employees to develop managers
Content of initiatives Actively introduce activities of female employees at briefing sessions for jobseekers
Promote the system for shortened working hours for female employees who are raising children
Improve labor productivity through “time management”
Active assignment of women in the workplace that was previously centered on men
Promotion of consultation hotline for and appropriate response to harassment, etc.
Promotion and realization of flexible working styles through the flex-time system and working from home

Balancing childcare and work

Based on the Act to Advance Measures to Support Next-Generation Child-Rearing, we have established and implemented an action plan to enable employees to balance work and childcare and to enable all employees to fully demonstrate their abilities.

Action plan based on the Act to Advance Measures to Support Next-Generation Child-Rearing (5th term)
Planned period April 1, 2021 to March 31, 2026 (6th term)
Target Male employees: 10 or more people to take childcare leave within the planned period
Female employees: Maintain a 100% childcare leave taking rate within the planned period
Content of initiatives Disseminate the purpose and outline of the system regarding support for balancing work and childcare in company newsletters, etc.
Promote the understanding of employees and the workplace by disclosing the childcare leave system as part of labor management through internal education.
Maternity leave and childcare leave taking status
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Number of employees who took maternity leave 2 2 2 5 5
Maternity leave taking rate 100 100 100 100 100
Number of employees taking childcare leave 1 3 2 6 6
Childcare leave taking rate 100 100 100 100 100

Re-employment system for retired employees

We have introduced a re-employment system for retired employees in order to utilize their career, experience, and abilities.

Re-employment rate for retired employees
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Number of retirees 19 24 23 27 11
Number of re-employed employees 15 14 16 21 10
Re-employment rate 79% 58% 70% 78% 91%

Work-style reform

Based on the enforcement of the revised Labor Standards Act, our first priority is to "understand actual working hours," which is the major premise of this initiative. At present, the world is paying attention to the "limit regulation," but if you engage in work-style reform without having a complete picture of the amount of work done by each employee, how work is carried out, overwork, waste, and duplicate work, it could lead to excessive "overtime without pay" that was seen in the past.

For this reason, we recognize that "work-style reform" cannot be achieved overnight, and we believe that such a situation should be avoided. As such, we are working to understand the current situation and collect opinions. It may take some time for this to happen, but we are working to raise the awareness of each and every employee, including managers.

Human resource development/diversity, etc.

Main education and training

  1. Education by department: Education and training of knowledge and skills required for work by department and section
  2. Hierarchical education: Education of knowledge, technology, and skills at each level from new employees to managers
    1. New employee training
    2. Mid-level and core employee training
    3. Chief training
    4. Section manager training
    5. Department manager training
  3. Job-specific training: Education of knowledge, technology, and skills required for each job
  4. Overseas training
    1. Overseas training for young employees

Education and training methods

  1. OJT (workplace training)
    We use all opportunities and methods to develop and improve workplace abilities, regardless of group or individual, for employees who are directly managed and supervised by the superiors, managers, and supervisors of each department within the company. We also provide safety education programs during training.
  2. OFF-JT (group training)
    We get away from the workplace and work, and gather the target employees at certain places inside and outside the company for a certain period of time.
  3. External training
    We carefully examine the contents of training such as education and training, lectures, and seminars, etc. conducted by external organizations, and have the target employees attend such trainings from time to time.
  4. Self-development support
    We provide assistance for necessary expenses when employees acquire various qualifications according to instructions from the company.


We do not hire so-called "generalists" or "general employees" by course, and we also actively hire international employees. Regarding the employment of people with disabilities, we employ them directly rather than at a special subsidiary company, do not use the special system for minimum wage reduction, employ with the same working conditions as other employees, and each employee works regardless of nationality or disability.

Regarding the employment of the elderly, we have introduced a continuous employment system under the Act on Stabilization of Employment of Elderly Persons, and looking ahead to a future mandatory retirement age, we are working to improve the treatment of retired employees by raising the wage level of those who are retired and improving the working system in consideration of individual circumstances such as nursing care.

We have some employees who are 65 years of age or older and who are still working based on their wishes and suitability.

Main data

Number of employees (consolidated)
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Number of employees 3,574 3,856 4,248 5,546 6,099
Number of new graduates hired
  FY 2017 FY 2018 FY 2019 FY 2020
Number of hires 21 23 25 36
Number of employees leaving 1 3 0 1
Employee turnover 5% 13% 0% 3%
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Average age 38.3 37.6 37.5 37.8 38.1
Average years of service 15.7 14.8 14.5 14.4 14.5
Average annual salary (thousand yen) 6,776 6,822 6,612 6,424 5,925
Number of mid-career hires
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Number of employees 103 83 85 53 20
Number of employees with disabilities
  FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Number of employees 3 3 6 1 1