Our commitment to the community
A Happy Workforce
Human Resource Development Policy
Our policy is to develop and produce key personnel over the medium to long term who will be responsible for the sustainable development of our Company by incrementally enhancing the mentality and skills required to perform their duties. In addition, we will actively develop job rotations for young and mid-career employees in order to nurture the multifaceted perspective required of management specialists.
Specific Initiatives
We work to develop the human resources who will stimulate growth by interweaving various programs, which include digital training for system personnel, correspondence courses to promote certification acquisition and self-improvement, and DC continuing education aimed to educate employees to plan for a fulfilling life. These programs are hinged on training by rank to encourage interaction through discussion to elevate employee perspectives on themes that respond to changes in the market and values, as well as technical and production-related training to enhance the specialized knowledge of employees in their respective positions. We also aim to further enhance engagement by checking growth through feedback on personnel evaluations.
We received the DC Excellent Company award from the Defined Contribution Pension Education Association, a non-profit organization, in recognition of our ongoing educational activities related to our retirement system and asset building for retirement (FY2019).
| 2019 | DC Excellent Company award commended |
|---|
Progress in FY2022
In addition to the introduction of training to understand one's own attributes using assessments in the training by rank (13 courses in the table below, total 203 trainees), correspondence courses (finance, marketing, innovation fields) and seminars outside the Company (assertive communication, critical thinking) are used in conjunction to provide programs that respond to changes in the market and values.
List of training programs by rank
| Training program name | Program objective | Assessment | Correspondence courses |
External seminars |
|---|---|---|---|---|
| Training for newly-appointed members of the board | Learn management strategy, financial strategy, technological trends in information tools, corporate law, corporate ethics, etc., and acquire the perspective to solve management issues from a higher dimensional perspective. | ◯ | ◯ | |
| Training for executive officer candidates | Enhance the quality of decision-making through discussion exercises with an awareness of the rationale, and learn the perspective expected of department heads. | ◯ | ||
| Management skill training | This course is intended for Management Specialist Class 1 (3rd year after promotion) and Management Specialist Class 2 (2nd year after promotion), and is designed to acquire the necessary knowledge for future executive candidates and to promote understanding of one's own management level. | ◯ | ◯ | ◯ |
| Training for persons promoted to Class 1 management specialist positions | Promote learning of basic management theory and labor management, and increase awareness as an organizational administrator. | ◯ | ||
| Training for newly-appointed branch managers/general managers | Acquire knowledge of the basic attitude of branch managers and general managers and the management of management resources (people, goods, money, information, and time). | |||
| Training for personnel evaluators | This course is intended for those who have been newly appointed to the role of personnel evaluation (management specialists, sales managers, and leaders), and provides a practical mock evaluation to acquire the thinking required for personnel evaluation. | |||
| Training for mid-career employees | This course is targeted at career-track and technical personnel promoted to Class 6, and will promote understanding of job characteristics through assessments, career design for the next 5 years, and understanding of the value creation process through discussion facilitation. | ◯ | ||
| Training for promotion to Class 5 | This course is designed for career-track and technical personnel promoted to Class 5 to examine leadership in small groups and to understand the role of assisting supervisors and senior staff. | |||
| Training for young employees | This course is designed for career-track employees in their third year of employment and those who have been in the workforce for less than five years, to help them take stock of their experience since joining the Company and raise their awareness of their desire to improve their skills so that they can make further contributions to their departments. | |||
| Follow-up training for new employees | This course is for employees in their first year of employment, and is designed to confirm the establishment of basic working skills and to examine the role expected of you in your department in preparation for your second year of employment. | |||
| Educational seminar for young employees | This course is for new employees and heads of departments of career-entry career-track employees, and teaches how to proceed with workplace induction training (use of OJT management sheets and key points of instruction). | |||
| Training for OJT reps | Aim to improve the teaching skills of those in charge, deepen consideration of an environment in which new employees can experience growth, and encourage the accumulation and use of teaching expertise. | |||
| Training for new employees | Acquire the basic knowledge required as an employee, including management philosophy, business history, business strategy, compliance, company regulations, and basic product knowledge. |
In the area of technology and production-related training, the introduction of specialized training (e-learning) into the technology-related training program (114 students eligible to take courses) is being promoted in an effort to link this to innovative technological development, and a system has been established to centrally provide web-based teaching materials that summarize knowledge and experiential rules accumulated within the Company. 164 basic-level Tsurumi Online courses were transferred to the new system in FY2022 in preparation for full-scale operations starting in FY2023.
| Achievement Indicators for FY2022 | Objectives | Performance |
|---|---|---|
| Technical Education Program E-learning (114 eligible employees) |
Total of 651 courses attended | Total of 655 courses attended |
Compliance training
- Safe driving training
- Classes in the Antitrust Law, Act against Delay in Payment, etc., to Subcontractors, and other laws
- Classes in laws concerning antisocial forces, insider trading and international business
In the personnel evaluation feedback for FY2022, we conducted web-based training (personnel evaluation feedback interview training) for all evaluators and promoted confirmation of growth through personnel evaluation feedback.
Of the 861 employees who received feedback, 62.6% were "highly motivated by the feedback interview" and 22.3% were "highly motivated to begin with." We will continue to link this to increased motivation.
Diversity & Inclusion
In order for our group to continue to grow, we consider diversity and inclusion to be important issues, and we promote activities that enhance the value of the workplace, including job satisfaction, such as the promotion of women's success, the realization of a work-life balance, and employment of people with disabilities.
Specific Initiatives
1. Promotion of Women's Success
We aim to achieve our Action Plan based on the Act on the Advancement of Women in the Workplace by establishing an organization in which female employees can continue working for a long time with motivation and can fully demonstrate their individuality and abilities.
Action Plan based on the Act on the Advancement of Women in the Workplace
| Plan term | April 1, 2021 - March 31, 2026 (5 years) |
|---|---|
| Objectives | Assign female career-track positions to all divisions. (The assignment rate of female career-track positions will be 100%.) |
| Initiative 1 | HR-led personnel transfer and development policy for the first three years after new graduates join the company |
| Initiative 2 | Actively recruiting women and changing job groups |
2. Achieving Work-Life Balance
We aim to achieve our Action Plan based on the Act on Measures to Support the Development of the Next Generation in order to support our employees in balancing their work with childcare, nursing care, local communities, and self-development, while fulfilling their duties with a sense of satisfaction.
Action Plan based on the Act on Measures to Support the Development of the Next Generation
| Plan term | April 1, 2023 - March 31, 2025 (2 years) |
|---|---|
| Objective 1 | Raise the rate of male employees taking childcare leave to 40% by improving and reviewing the procedures for taking childcare leave and making the system known to all employees. |
| Initiative 1 | Create interview sheets for male employees to obtain childcare leave and create a workplace environment that allows them to acquire and return to work smoothly. |
| Initiative 2 | The procedures and systems for taking childcare leave will be thoroughly communicated via the intranet to foster a Company-wide culture of support for employees to take childcare leave. |
| Objective 2 | Introduce an hourly paid annual leave system to promote the use of annual paid leave. |
| Initiatives | Establish a system to manage hourly paid annual leave, establish rules and regulations, and create an environment that allows employees to take leave flexibly according to their different circumstances. |
3. Promoting Employment for People with Disabilities
By creating an environment in which people with disabilities can engage in a variety of tasks in the Business Support Department of Tsurumi Technology Service, a special subsidiary established on April 1, 2021, we are working to promote employment that will ensure greater independence and participation in society for people with disabilities.
In addition, as a result of our active efforts to promote a comfortable work environment, we have earned the following certifications.
Assessment results
| Period of certification | Details | Symbol |
|---|---|---|
| 2016 | Osaka City "Leading Company in Women's Participation" certified |  |
| 2018 | Nagoya City "Childcare Support Company" certified |  |
| 2019 | Niigata Prefecture "Happy Partner Company" registered |  |
| 2021 | "Nagoya City Work-Life Balance Promotion Company" certified |  |
| 2021 | Eruboshi "L-star" (2 stars) certified |  |
| Year ending March 31, 2022 | Year ending March 31, 2023 | ||
|---|---|---|---|
| Average age | Female | 41.1 | 41.3 |
| Male | 41 | 41 | |
| Percentage of women among new graduate recruits | 6％ | 22％ | |
| Ratio of female employees | 13％ | 14％ | |
| Percentage of employees taking childcare leave | Female | 100％ | 100％ |
| Male | 57％* | 46％ | |
| Percentage of employees with disabilities | 2.42％ | 2.42％ | |
*The rate of male employees taking childcare leave in the fiscal year ended March 31, 2022 became markedly higher temporarily, as a result of the educational activities conducted in fiscal year 2021 to raise awareness of the childcare leave system, including actively encouraging male employees to take childcare leave and putting up posters regarding childcare leave at each business location. The Company has continued to maintain a certain rate of approximately 50% of employees taking childcare leave in the fiscal year ended March 31, 2023, which suggests that the awareness-raising activities have been successful.
Tsurumi's proactive efforts to employ challenged persons was recognized and commended in September 2020 by the Japan Organization for Employment of the Elderly, Persons with Disabilities and Job Seekers.
Multi-stakeholder Policy
We are committed to appropriate collaboration with multi-stakeholders in light of the growing importance in corporate management of co-creating value not only with shareholders but also with employees, business partners, customers, creditors, local communities, and a variety of other stakeholders.
As a Part of the Local Community
Participation in blood drives
For more than ten years, Tsurumi has organized blood drives through the Red Cross Blood Center as an important activity in support of healthcare in our hosting communities. Learning that blood supplies were running low, we conducted blood drives in FY2021 with ample precautions taken against COVID-19, first at our Osaka Headquarters in October/February and again in December at our Yonago Plant.
Preservation of the natural environment
Tsurumi collaborated in the production of the documentary "SOS! Drain the Pond" that was broadcast by a TV Tokyo affiliate station. The program told the story of a long-neglected pond and the monumental task of cleaning it up, mapping its ecosystem and protecting any endangered species there encountered. Tsurumi's products like our submersible pumps and high-pressure washers were used at the site.
Collaboration in "SOS! Drain the Pond" (Japanese Website)
Activities in the sporting world
The Japan Canoe Federation was founded to obviously promote canoeing as a sport, but it is also committed to protecting waterfront environments by promoting the wonders of nature and clean water campaigns. Their activities aimed at popularizing canoeing sports are premised on the fact that canoeing fosters a healthy mind and body, and can be enjoyed by anyone at any age. As a company that prides itself on "Being water- and people-friendly", Tsurumi supports efforts to popularize canoeing as a sport, as an official sponsor of the Japan Canoe Federation.
Sponsorships
