Human Resources
Human Resources Strategy Basic Policy
The key to realize TAMRON’s vision and management strategies is the human resource strategy aligned with the management strategies. For this purpose, we will accelerate the priority on revitalizing individuals and organizations, developing systems and environments that enable individuals and organizations to maximize their potential. To adapt to the changing business environments in line with the alternations in business structure and the progress of digitalization, we will upgrade the knowledge and skills of all employees, acquiring and strengthening key jobs and key skills in focused areas, and flexibly deploying personnel according to business environments. TAMRON’s human resource strategy consists of two elements: “revitalization of individuals and organizations” and “improvement of working environment.” For each of the elements, we are steadily working to realize the strategy by incorporating the human resource strategy themes that we have positioned as important based on our management strategy, setting targets, planning, and implementing measures.
Indicators and Targets Relating to Human Capital
| Indicators | Targets | Results (2023) |
|---|---|---|
| Percentage of female managerial staff | 2026: More than 12% | 7.97% |
| Percentage of male employeestaking childcare leave | 2026: More than 80% | 80.0％ |
| Ratio of mid-career hires | 2026: More than 60% | 45.7％ |
| Education and training expenses per employee | 2026: More than 30 thousand yen | 14 thousand yen |
| Percentage of employees receiving detailed examinations | 2026: More than 90% | 50.0％ |
Target・Result
| Key CSR Issues | 2023 Results | 2024 Targets |
|---|---|---|
| Human resource development Providing comfortable workplace environments and promoting diversity /Promotion of DE＆I |
(1) Overtime: 132,000 hours or less per year (Head Office) (Target：115,000 hours or less per year (Head Office)) |
Percentage of female managerial staff: improve year on year |
| (2) Mental health check results:Remained flat year on year (Target：improve year on year) |
||
| (3) Percentage of female managerial staff: 8.0%（Target：10％ or more） | ||
| (4) Percentage of employees with disabilities 2.07%（Target：2.3％ or more） |
Human Resources Development
Human Resources Development
Through a Mission Leadership System where clear missions are defined for each leader and the entire team works to achieve them, TAMRON strives to facilitate the growth of leaders and their employees while strengthening overall organizational capabilities. For managers and employees at similar career levels, we have also introduced the Post Qualification System which determines grades and compensation according to the level of responsibility and difficulty of all roles to be fulfilled as required by management, irrespective of seniority or ability. Employees who have developed a certain level of occupational skills are offered two career tracks under the Post Qualification System, the manager course or professional course. In this way, each employee can attain a working style that fits their aptitude and intentions.
Tiered and Occupation-specific Employee Training
TAMRON offers a range of employee training customized by tier and occupation. For new graduate hires, Tamron provides four-year training program starting from initial recruitment to improve basic job knowledge and formulate mid-term career plans. Mid-career employees are given practical training commensurate with their positions, including the training of junior employees. For managers, we provide training to enhance their organizational management capabilities, goal management training, harassment training and other training to raise awareness of their roles. Technical employees are offered classroom instruction to acquire technical skills and also undergo practical training in related departments as a way of creating opportunities for them to learn how their activities are directly related to actual operations. We also offer a range of employee training programs such as voluntary online English conversation classes in an effort to develop the capabilities of our human resources.
Human Resources Utilization
To enhance corporate value in the medium and long term, it is important for a diverse range of individuals to demonstrate their full potential, innovate and create value. In addition to women, foreign nationals and others bearing diverse attributes, we also believe it is important to attract experienced talents on career paths in other industries and diversity in specialist fields in order to coalesce the diverse knowledge, experience and skills of all employees to enhance TAMRON’s competitiveness.
Women’s Empowerment
Women currently account for around 20% of TAMRON employees, but in keeping with the guidelines for action declared in the Act on Advancement of Measures to Support Raising Next-Generation Children, we aim for at least 25% of new graduate hires to be female. We believe it is essential to empower female employees and raise the percentage of female managers in the face of a declining working population and industrial restructuring.
Ensuring the Success of Mid-career Hires
In addition to graduate recruitment, TAMRON has established an internal system to hire mid-career employees with a wide range of knowledge and experience and developed environments in which they can demonstrate their capabilities. Mid-career hires account for around half of all employees, and integrating them with new graduate hires helps to boost the corporate value of TAMRON.
Empowering Senior Employees
Starting 2021, Tamron established the Meister Program, a new positional system for employees who are reemployed after reaching the mandatory retirement age, giving senior employees further opportunities to flourish. For employees who possess advanced expert insight, technical capabilities, know-how, exceptional knowledge and skills, we have established Senior Meister and Meister positions. By giving these employees responsibilities and appropriate compensation, we encourage them to pass on their knowledge to successors and motivate them to be even more active.
DE&I Promotion
To increase corporate value in the medium- or long term, it is vital that we continually innovate as this is a source of added value. We understand that a diverse workforce interacting with each other is significant factor in accomplishing this. This means it is necessary to proactively ensure that our workforce is diverse in terms of knowledge, experience, gender, age and nationality. We are monitoring the staff composition (by gender, age group, nationality and career level at the time of recruitment) as an indicator of the results of efforts to hire and retain personnel.
Promoting Flexible Workstyles
Flextime Scheme, Telework/Working from Home
At Tamron's head office, the flextime program allows employees to flexibly set their working hours according to their preferred work and personal hours, on the condition that they work during the four core hours and work the prescribed number of working hours each month. We have introduced systems so that they pose advantages to both individuals and the company, such as allowing employees who were previously working under a shortened working hours scheme to raise children to switch to the flextime system, enabling them to work full-time. In addition, we introduced a one-month temporary teleworking program in September 2023. This allows employees to choose to telework temporarily for childcare reasons, such as the need to look after their children due to a temporary school closure or it being difficult to commute due to an injury.
Initiatives to Reduce Overtime
TAMRON strives to improve productivity and works to reduce overtime hours based on the basic policy of achieving year-on-year reductions. In the future, we will continue working to improve the work efficiency of each employee, and strive to reduce overtime hours through initiatives such as the visualization of work attendance data and the through management of targets.
Various Systems to Achieve Work-life Balance
- Childcare leave
- Shorter hours for childcare (for employees with children up until the end of April when their child graduates from elementary school at the longest)
- Caregiving leave
- Nursing care leave
- Paid leave in hourly increments
- Telework / working from home
- Flextime scheme (4 hours core time, calculated over a monthly period)
Support for Achieving a Balance Between Work and Childcare
At TAMRON's head office, we have the in-house TAMRON Kids Daycare Center. As a small daycare center licensed by the Saitama City Government, it is open not only to employees but also to local residents. It not only enables women employees to return to work quickly but also enables male employees participate in childcare. One hundred percent of female TAMRON employees in Japan who have had a child have made use of maternity leave before and after childbirth and the parental leave system, and subsequently returned to work. We have constructed an environment in which the spouse childbirth leave (special paid leave) and short-term childcare leave are accessible to male employees whose spouses have recently given birth to children by informing them and their superiors through the human resources section on a case-by-case basis. When the law was revised in 2022, we made it well-known across the company to ensure the strict implementation of notifications to individual employees reporting that they or their spouse have given birth to a child regarding childcare leave and other programs and checking their intent to take childcare leave to encourage them to take advantage of these programs. Since 2020, we have seen an increase in men taking long childcare leave for more than a month and taking childcare leave at birth (commonly known as Postpartum Maternity Leave for Fathers). Going forward, we will continue to support both male and female employees in finding a balance between work and childcare responsibilities.
Health Management
TAMRON believes that employees being able to work in good physical and mental health and with job satisfaction is one of the most important factors directly linked to improved corporate value. This is not limited to considerations for employee safety as required by law. Proactively working to maintain and advance employee health creates passion and vigor on the part of employees and leads to a more energetic organization. We have continued to conduct annual mental checks, relay results including stress levels by age group and organizational level to department managers, and reflect those activities in improvements to the workplace environment. In consideration of privacy, we have also launched a program that allows employees to privately consult with a specialist organization without notifying the company.
