The TATSUTA Group believes that corporate growth is supported by human resources, which is reflected in paragraph 3 of its Corporate Code of Conduct that reads, “We shall respect the character and individuality of our employees, ensuring a safe and comfortable work environment rich in diversity.” Guided by this ideal, we endeavor to create a vibrant workplace environment in which diverse personnel respect each other’s rights, thrive by taking on the right task, and reach their full potential. As part of this effort, we undertake various measures focusing on three themes: diversity & inclusion; human resources development; and ensuring occupational safety and health.
Human resources management
Respect human rights
As an enterprise doing business globally, the TATSUTA Group respects the rights of all persons affected by our business activities. We create the necessary frameworks and carry on activities needed to raise awareness.
Diversity & inclusion
To grow and develop in a sustainable manner, the TATSUTA Group endeavors to instill diversity and inclusion that are essential to creating a vibrant workplace environment in which diverse personnel respect each other’s rights, thrive by taking on the right task, and reach their full potential. Toward that end, we carry out activities focusing on three themes: promoting female participation and career advancement; furthering employment of persons with disabilities; and encouraging a work-life balance.
Action Plan to Promote Female Participation and Career Advancement and Help Develop Next-Generation Leaders
Female recruitment rate
As part of diversity management, in April 2021 we formulated the Action Plan to Promote Female Participation and Career Advancement and Help Develop Next-Generation Leaders, building on the April 2016 Basic Policy on Female Participation and Career Advancement. Going forward, we will take necessary steps in accordance with the basic policy of hiring women proactively, creating an environment in which they can reach their full potential, dedicating our resources to their education and career development, and thereby actively promoting female participation and career advancement.
With a goal of women comprising 25% or more of our new hires, we promote the proactive recruitment of female employees (both new graduates and mid-career recruits). For the fiscal year ended March 31, 2021, women comprised 20.4% of our new hires and 14.9% of the employees. We make a particular effort to hire women in traditionally maledominated fields, such as sales and technical jobs. In pursuit of the new goal of women comprising 10% or more of managers by the end of the fiscal year ending March 31, 2026 (compared to 6.84% for the fiscal year ended March 31, 2021), we will work even harder to promote female participation and career advancement.
Furthering employment of persons with disabilities
Employment rate of disabled persons
We are focusing on employing persons with disabilities, and striving to create environments that are work-friendly for each person based on his or her characteristics. We have been assessed as an outstanding facility due to our extremely high employee retention rate, and the large number of employment opportunities we provide.
Encouraging a work-life balance
We have established unique standards to help employees maintain a work-life balance (harmony of work and lifestyle). We provide workplace environments that are work-friendly for all where employees can work for many years to come, through measures such as enhanced systems to support childcare, nursing and care for the aged; changes to the Article 36 Agreement (concerning overtime work and work on rest days) based on the Act on the Arrangement of Related Acts to Promote Work Style Reform; and the designation of five paid leave promotion days. In addition, we hold meetings of a specialist committee on working hours composed of company and employee representatives, and deepen dialogue to develop systems that will be utilized for improvement in the future. In the fiscal year ended March 31, 2021, we made official the teleworking scheme that had been discussed by our Diversity Roundtable and other fora, in view of COVID-19 prevention measures.
The TATSUTA Group respects basic human rights, and aims to prevent harassment and create good workplace environments and working environments.
With this aim, we have amended in-house rules, which were previously designed only to prevent specific kinds of harassment such as sexual harassment and maternity harassment, to create and operate in-house rules to prevent all forms of harassment, not limited to specific types. Under the new in-house rules, we indicate examples of the specific actions that constitute the most prominent forms of harassment, including sexual harassment and power harassment, and create an environment that makes it easier for employees to prevent harassment.
Amid the various restrictions on and changes to business activities resulting from the spread of COVID-19, the TATSUTA Group’s policy is to expand business opportunities by promoting digital transformation. We are pushing forward, swiftly and proactively, encouraging change without fearing failure, across five major themes: (1) strengthening BCP systems, (2) reforming our style of sales and marketing, (3) reforming our style of operations, (4) reforming production efficiency and quality, and (5) reforming organization and human resources.
We do not expect the trend of digitalization to change in the future; only to accelerate. We will continue to enhance the digital environment and address issues based on the foundations of DX that we have built, to enable the reform of business styles and business models, and to create new added value.
Human resources development
We have established a unique training system to pass on expertise and techniques developed by TATSUTA to the next generation, expand on them, and develop personnel into valuable “human resources,” including specialized technical education, graded education, correspondence courses, and external training. We will implement effective training based on human resource development plans.
Education and training system
Career development support
In the behavioral change training in preparation for promotion to a management position, employees are urged to acquire management skills in human resources and technology utilization. We intend to strengthen initiatives to develop young managers and potential managers who will lead TATSUTA in the future, by expanding the scope of eligible employees to include those in their mid-30s, and reviewing training to focus on behavioral change.
At the Electric Wire & Cable Division, the Production Coordination Department and the Technical Education and Training Center play a central part in guiding young employees. We also cultivate the necessary technical capabilities within each workplace through on-the-job training.
Meanwhile, at the Electronic Materials & System Equipment Group, we are engaged in joint research with partners including the Nara Institute of Science and Technology, in order to acquire advanced technologies and enhance our specialized technologies. In addition, we are focusing on language training necessary for global business, and have launched initiatives including overseas study support.
Next generation development education
Since September 2014, we have implemented the next-generation development education, primarily aimed at unearthing the next generation of leaders, promoting a deeper understanding of management policy, and a mutual understanding of business issues through interaction between participants.
We select around 10 participants for each training, which is held over four months (a total of eight times). Consultants at our partner education providers assess participants through discussions on each theme of the training (organizational management, marketing, accounting, etc.) and presentations on issues designated by the participants themselves. The results of the assessment are reported back to the individual participants and their supervisors, and we endeavor to gain a good understanding of the abilities and challenges of each participant.
The establishment of a cycle of bottom-up proposals through presentations to senior management, assessment, and feedback; and the facilitation of horizontal coordination between participants; are significant achievements from this training so far. At the same time, we consider creating a strong core that links employees together across different divisions and business specializations is a challenge for the future. Since the fiscal year ended March 31, 2019, we have been engaged in reviewing the points we need to strengthen for each level of training in tandem with our 2025 Long- Term Vision.
Ensuring occupational safety and health
At TATSUTA, we promote various measures for safety and health, in accordance with our view that safety and health form the foundations upon which businesses are built, and the mental and physical health of each individual employee of the entire Group is at the core of all management measures.
- Implement safety and health improvement plans without delay
- Establish key initiatives for safety and health activities
- Engage in activities to foster a culture of safety
- Comply with safety and healthrelated laws, regulations, and other necessary provisions
TATSUTA’s Safety and Health Committees, which consist of the company and employee representatives, make active efforts to prevent occupational accidents and illness, among other issues. At the same time, our Risk Management Committee monitors and manages the status of safety and health risks to which employees are exposed.
Status of occupational accidents, etc.
Safety and health targets and results (results are for the TATSUTA Group)Target revised to 90% or less of the average over the previous three fiscal years
Holding of a safety lecture
On February 4, 2021, the second TATSUTA Group safety lecture was held online via livestream. Entitled “The Future of Safety Management That Reflects Workplace Realities,” the lecture was delivered by Specially Appointed Professor Masayoshi Nakamura of the Tokyo Institute of Technology.
The event was participated by 170 or more TATSUTA personnel, including officers, managers, and section heads. Professor Nakamura explained to them the responsibilities and roles of senior management, managers, and supervisors in safety management, from the perspective of his own experience and safety engineering. In the post-lecture questionnaire, many participants gave positive feedback, such as “the lecture was very informative” and “the gist of the lecture was easy to follow.” We thus consider that the lecture was valuable.
To prevent the spread of COVID-19, the lecture was held online. This format was received well by many participants, who noted that the online format allowed them to see the slides better and hear the lecturer more clearly. As such, this event reaffirmed the benefits of online lectures—namely, no limits on venues or participant numbers—that in-person lectures cannot provide.
To achieve zero accidents, we plan to implement the various practical safety activities introduced in the lecture.
Provision of communication skills training
The TATSUTA Group provided its first-ever communication skills training, having Mr. Masaya Saeki of Sanno University as the instructor. Titled “The Key to Workplace Management That Increases Members’ Safety Awareness,” the training was participated mainly by managers and supervisors at production sites. (Webinars provided simultaneously to participants at multiple locations, in October and November 2020.) This training program views fostering a risk-resilient workplace culture as the foundation for managing any risk, including one of work safety. A risk-resilient workplace culture is paramount to ensuing employees work with composure, which in turn enables them to not only concentrate under normal circumstances but also make prudent judgments under difficult circumstances. Hence this training was provided for managers and supervisors to consider ways of urging subordinates to focus their attention on the task at hand, in day-to-day interaction. After the training, the instructor commented, “I noticed many participants typically communicated in a gentle and considerate manner, which is admirable in principle. However, there were times when I felt that speaking with greater authority in a timely manner would make it more certain to command the workplace.” To achieve zero accidents, we intend to incorporate learning from this training into efforts to create risk-resilient workplaces (safety-first workplace culture).
Safety and health improvement investments
The TATSUTA Group believes that preventing serious disasters and accidents calls for an increase in the inherent safety of equipment and operational processes. Based on this belief, we select and list potential safety and health investments; thereupon, in consultation with the relevant departments, the potential investments are prioritized in terms of importance, urgency, and so forth with a view to creating a safe workplace environment. (Of a total of 109 safety and health improvement investments, 47 have been completed.)
Risk assessment case study
When installing new equipment, a joint team composed of members from the Company and the labor union conducts a risk assessment of potential dangers and hazards. Based on the result of this assessment, we implement the necessary measures, and strive to prevent occupational accidents arising from equipment and machinery. We also conduct risk assessments for existing equipment and chemical substances whenever appropriate.
Initiatives to prevent accidents
Managers and section heads of manufacturing divisions and members of the Environment & Safety Administration Department carry out patrols for disaster and accident eradication at major intersections. We also hold forklift safety seminars, and work to further enhance safety awareness.
Mental wellbeing has recently become a social issue, and we have expanded our mental health initiatives accordingly. We endeavor to promote employees’ awareness through annual stress checks, and identify improvements in workplace environments that will reduce sources of stress through group analysis. Based on the findings from the group analysis, two training programs were provided in the fiscal year ended March 31, 2021: training for managers on remote-work communication skills; and an e-learning program for workplace leaders regarding harassment prevention and support for subordinates’ mental health.
Consultations with industrial physicians and counselors
- Industrial physician consultations
- Industrial physicians conduct consultations for employees at each major facility, including post-health check interviews, medical consultations, consultations regarding leave, return to work, and stress check responses. In particular, in order to prevent health disorders resulting from excessive workload, industrial physicians carry out interviews and guidance for employees who engage in overtime work exceeding a designated level.
- Mental Wellbeing Counseling Rooms
- We opened a Mental Wellbeing Counseling Room in 2011, where counselors provide consultations and guidance to prevent the occurrence of mental health disorders, and support employees returning to work after illness. Another Mental Wellbeing Counseling Room was opened at the Sendai Works in April 2020.
To tackle the challenges posed by COVID-19, the TATSUTA Group established an Emergency Response Headquarters, working hard to ensure both business continuity and the safety of employees and their families. Moving forward, we will continue strict COVID-19 measures in an effort to ensure the safety of employees, business partners, and other stakeholders, prevent the spread of infections, and meet our duty to supply customers.
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