Respect for Human Rights
Basic Approach to Respect for Human Rights
The Company and its affiliated companies express the basic stance on respect for human rights in the following
internal documents. By practicing these principles, we will respect human rights in Japan and overseas, comply with
relevant laws and regulations, international rules, including the spirit of them, and fulfill our social
responsibilities with high ethical standards toward the creation of a sustainable society.
About “Respect for individuals”
"We respect the ideas and actions of the autonomy and independence of our employees and provide opportunities for
them to develop through their work.”
“Respect for the personalities and individuality of our employees and ensuring a good working
environment” provision in the “Charter of Corporate Conduct”
“We will respect the personalities, individuality, and diversity of our employees, and ensure a safe and
comfortable working environment to achieve a sense of comfort and well-being.”
“Respect for Human Rights” provision in the “Code of Conduct”
“We will respect human rights and will not engage in discrimination or harassment.”
“Creating a Bright Workplace” provision in the “TACHI-S Code of Ethical
Practice”
Basic Approach
We will respect basic human rights and individual personalities, treat employees fairly and impartially, and work
to create a safe, comfortable, and rewarding workplace.
In addition, we will comply with labor-related laws and regulations and the spirit of such laws and regulations,
respect collective agreements concluded with labor unions, and strive to maintain and develop good relationships of
mutual trust between labor and management.
Specific Conduct Standards
- Respect human rights and do not discriminate, harass, or tolerate such conditions.
- Observe laws and social norms, and work to remain in harmony with society.
- Put top priority on ensuring safety and hygiene.
- All must understand rules, instructions, and orders correctly and execute them faithfully in the performance of
duties.
- Mutual trust and cooperation to ensure efficient execution of work.
- Any other dishonest or disloyal conduct prohibited by Employment Regulations must not be engaged in.
Initiatives to Respect Human Rights
We continue to provide education regarding “human rights” as part of “compliance education”
and “corporate ethics training” sessions. In addition, with regard to harassment, we have stipulated
“prohibition of harassment” in Employment Regulations in January 2017, we established the “Standards
for the Prevention of Harassment.” In establishing these standards, we conducted group training for managers and
distributed the standards to workplaces. Going forward, we will monitor social trends related to human rights and
promote educational activities for our employees.
Human Rights Policy Development
Based on the founding spirit of "Cooperation through Mutual Compromise" (We value a spirit of mutual compromise in
order to achieve harmony), the TACHI-S Group will practice actions that respect the human rights of all people
involved in our business activities. As a guideline to promote group-wide efforts to respect human rights and fulfill
our responsibilities, we are considering the "TACHI-S Group Human Rights Policy", which is based on the UN "Guiding
Principles on Business and Human Rights" and linked to TACHI-S's purpose.
Labor law-related risks
Every year, the TACHI-S Group conduct a self-inspection of labor law-related risks, including whether there are any
problems due to employee grievances or dissatisfaction in terms of salary, compensation, or benefits; whether there is
any discrimination based on sex, religion, nationality, or other unjust reasons; whether there are any problems with
the labor union; and whether there are any sexual harassment or power harassment problems. We conduct self-inspections
to ensure that there are no problems with the labor union, sexual harassment, power harassment, etc. When problems
occur, improvement measures and plans for improvement are formulated and checked on the improvement management chart
every quarter period.
Respect for Human Rights in the Supply Chain
The TACHI-S Group has established “CSR Guidelines for Suppliers" to promote respect for human rights throughout
the supply chain. We also ask suppliers to respect human rights in our basic transaction agreements and “CSR
Guidelines for Suppliers“.
We plan to implement this program for our global affiliates beginning in FY2022.
Human Rights Due Diligence
The TACHI-S Group has established a human rights due diligence mechanism to identify the negative human rights
impacts of TACHI-S on society, working to create a mechanism to prevent and mitigate such impacts. We also plan to
provide education on human rights to board members and related personnel.
Dealing with Harassment
We have included a section on harassment in our annual internal climate survey to understand the current situation
and resolve issues. We also conduct compliance training for managers every year and work to disseminate company
policies through periodic compliance education and the distribution of compliance e-mail newsletters.
Approach to Human Resource Management
We believe that it is our corporate social responsibility to respect the ideas and actions of autonomy and
independence of each individual employee who is entrusted to us by society, and to provide them with opportunities to
develop through their work. To this end, we respect the character, individuality, and diversity of our employees and,
by ensuring a safe and comfortable working environment, we will fulfill our responsibilities at work, at home, and in
society. We will promote the creation of a vibrant and rewarding workplace where both employees and the company can
develop together.
Basic employee data (Scope: Japan, as of the end of the fiscal year)
Personnel Evaluation and Compensation System
In FY2017, we introduced a new annual salary-based personnel evaluation and compensation system for managers that
emphasizes the following four points: Correcting seniority-based treatment; reflecting contribution to the company in
compensation; a compensation system based on company, department, and individual performance; and motivation to take
on challenges. In addition, a new personnel evaluation and compensation system for general employees in April 2019 was
introduced, which focuses on early promotion to management positions, raising wages for young to mid-career employees,
promotion and salary increases based on evaluations, and correction of seniority-based treatment. Through these system
reforms, we will work together to encourage employees to take on new challenges, and to create a rewarding workplace
where the company can develop, and employees can have dreams and take pride in their work. In fiscal 2017, we
introduced an annual salary-based personnel evaluation and compensation system for managers that emphasizes the
following four points: correction of seniority-based treatment; reflection of the degree of company contribution in
compensation; a compensation system based on company, division, and individual performance; and stimulation of the
desire to take on challenges.
Overview of the personnel evaluation and compensation system
Introduced a new evaluation system for managers
A new evaluation system for managers will be introduced in FY2022.
A new evaluation system for managers will be introduced in FY2022.
Ensuring that the process of the new evaluation system is implemented will likely lead to motivation, acceptance, and
effective training for the evaluation. The following process will be used to implement the new evaluation system.
Goal-setting session
Evaluators in each department discuss the appropriateness and difficulty of the evaluator's goals with each other and
start the year with a common understanding of the evaluator's goals, leading to a sense of satisfaction by evaluating
the achievement of goals at the end of the year when the evaluators decide on the evaluation.
Quarterly feedback
Every quarter, supervisors and subordinates mutually confirm the process, issues, expectations, and degree of
achievement toward goals to make early awareness and course corrections, and we hope to increase the sense of
satisfaction of the assessee by preventing surprises from occurring in the results of year-end appraisals.
★By changing to an evaluation system that utilizes the above process (goal setting feedback), we will lead to an
improvement in motivation and a sense of satisfaction of the Assessed.
Conducting a meeting to determine year-end performance evaluation results
Through the process of evaluating human assets strictly from two perspectives, performance and value (contribution),
the evaluators' perspectives on human assets (goal setting, evaluation, and contribution) are aligned with each other,
thereby minimizing the possibility of errors between the evaluators.
★The above process (evaluation result determination meeting) will map human resources in relative terms to grasp
individual characteristics (strengths and weaknesses) and link them to the placement of the right personnel in the
right positions and human resource development plans.
To Enhance Employee Satisfaction
In order to think of "work style reform" as "lifestyle reform" and make "the way of life of the company" and "the way
of life of employees" more valuable, we will start full-scale work style reform activities from fiscal 2020, and each
department will start self-propelled from fiscal 2023.We aim to ensure that each and every employee who works at our
company enjoys their daily lives while feeling rewarded, which leads to high results as a company, and enhances both
the value of the company and the happiness of employees
The keyword for improving employee’s job satisfaction is "sharing thoughts and feelings"
We are a manufacturing company, but we believe that the source of everything we do is "people".
Each and Each of our employees has a dream of "I want to become like this!" and "I want to achieve this!“.
We will create Well-being Happiness together by mutually sharing each other's thoughts and feelings.
Example of initiatives
- (1)Survey on employee job satisfaction: Conducted annually.
- (2)Team activities to improve job satisfaction in each department: Based on the
results of (1),we will carry out PDCA activities for improvement on a daily basis.
- (3)Improving the quality of management and making it more rewarding...We have
started implementing tools to improve organizational results. Introducing action learning training for managers,
helping them learn the techniques of ``listening, asking questions, approving, and reflecting,'' and following up
until they put it into practice.
- (4)"Executive Kaeru Meetings" conducted by management: Once a week, discussions on
improving job satisfaction, etc. are being held.
- (5)Supporting employee self-actualization: Introducing internal recruitment and FA
system to support career development for employees' self-actualization.
- (6)Improvement of working environment: Activities to improve facilities and
equipment at factory sites and indirect offices are being implemented by employees.
Human Resource Development
Basic Approach to Human Resources Development
We define the “human resources we seek” as follows.
Human resources sought by TACHI-S
Under our “Transformative Value Evolution (TVE)” medium-term management strategy for 2021 to 2024
period, the TACHI-S Group will continue to enhance corporate value with our “One Global Team” and aim to
be a “Continuously Selected Company” based on the trust of our customers. Furthermore, we will promote
the expansion of global business while clarifying the image of the human resources that the TACHI-S Group aims for,
transcending differences in countries, regions, cultures, climates, and companies.
- Sympathize with the spirit of “Cooperation Through Mutual Compromise” *1
- Product results while embodying the “S” *2 in TACHI-S, the starting point of our business.
- Pride in being an employee of TACHI-S and the ability to compete globally.*3
- We are human resources who embody the concept of “All in the world are under the same sky*4” and
develop together with the company.
- *1.“Cooperation Through Mutual Compromise” is a teaching of our founder,
Nobuyoshi Saito. Basic values based on trust and the bonds we share created through mutual respect and communication
that have been handed down since the company was founded.
- *2.The “S” in the TACHI-S name refers to the founding spirit (which also
begins with “s”) of Spring (growth), Spiral Up (continuous improvement), Sympathy (empathy), etc.
The “S” for employees refers to Social (social contribution), Sustainability, Safety, etc. The
“S” for worksites means Sorting, Setting in order, Shine, Sanitization, Standardization, and Sustaining
discipline.
- *3.“the ability to compete globally” means that all employees, including
those in Japan, must aim to be among the best in the world.
- *4.The phrase “All in the world are under the same sky” is from the
“Book of Five Rings” by Musashi Miyamoto, and expresses a mindset of working tirelessly with the same
goal in mind.
The behavioral characteristics necessary to be an “All in the world are under the same sky” type of
human resource
Values of TACHI-S: “5 Attitudes and 5 Actions”
Human resource requirements for creating unique added value for TACHI-S
Human Resource Development Program
We have established the HRD* Committee with the aim of promoting human resource development efficiently
and effectively, and examines systems related to human resource development and formulating and implementing a skill
development plan (an annual education plan).
We are building an environment in which each employee can develop his or her career autonomously.
*HRD = Human Resources Development
Tiered education
We aim to improve skills to understand the "roles" and "behavioral characteristics" of each hierarchy and utilize
them in business execution.
Corporate-wide education
We provide compliance training and information security training to cultivate a legal compliance mindset among
employees and support their self-development.
Departmental Education
To become a professional in each department (job category), we aim to improve technical skills.
HRD Education System Chart
FY2022 Educational Performance Data
Company-wide education
Tiered training
*Competency training (leadership, problem solving, facilitation, management,
presentation)
Departmental Education
Training hours per person
*Time for regular employees to attend training courses sponsored by the Human Resource
Development and Promotion Department.
Employee Reward System
We have established a commendation and award system to recognize employees and organizations that have achieved
outstanding results through their work, and that have brought honor to the company.
Employee reward system list
Companywide Award
Department Award
| Award name |
Award subject |
| Outstanding Plant Quality Award |
For excellent quality plants
(Evaluated and selected based on the Outstanding Plant Quality Award evaluation criteria) |
| QC Circle Award |
For circles that practiced excellent QC (K2) circle activities
(Evaluated and selected based on the QC circle activities evaluation criteria) |
| Excellent Workplace Productivity Award |
For workplaces that have achieved high productivity (plant nomination) |
| Department Special Award |
For employees or organizations that have contributed to significant performance improvement in their
department
(Evaluated and selected based on each department’s evaluation criteria) |
Achieving Work-Life Balance
Achieving Work-Life Balance
The Group aims to create an attractive workplace where both employees and the company can grow together by improving
the working conditions and environment, processes and systems, and workplace communication, to create a rewarding work
environment where employees can balance work and family life, and where increased employee motivation leads to
increased added value and productivity (creating value and producing results). Specifically, we conduct educational
activities and ensure compliance with labor-related laws and regulations, work with labor and management to curb long
working hours, have NO OVERTIME DAY at each business site, and we conduct activities to promote the use of paid leave
and set up days to promote such use.
In particular, for employees in factories, we promote development of multi-skilled human resources and the
introduction of a relief man system to create an environment where employees can systematically take paid leave.
Total annual working hours (unit: hours)
Annual paid leave usage rate (unit: %)
Support system for childcare, nursing care, and work-life balance
Initiatives to improve the working environment
- Strategies and measures to increase parental leave utilization
- Automatic computer on/off capture for proper management of overtime hours
- Measures to improve the rate of paid leave taken (Information on days before and after long vacations to promote
paid holidays, automatic distribution of e-mails to those who have not taken paid vacations, etc.)
Trends in the number of users of childcare and family care support systems (unit: persons)
Other benefit programs
About attaining Childcare Leave/Shortened Working Hours
During Childcare
( Naito Kobayashi, IT Strategy Section, Information Technology Department)
I have been granted 4 weeks of postpartum paternity leave from the date of my wife’s discharge in January
2023.
It is easy to consult with my supervisor, and I can consult with HR about things I don't understand before I
leave for paternity leave, I was able to go on paternity leave without any problems because of the care I was
given.
During paternity leave , the child repeatedly sleeps and wakes up day and night, so I and my wife take turns
sleeping while the child is awake and doing household chores when the child is asleep,
It was quite a hard day.
If I had not taken paternity leave , my wife would have had to do most of this on her own. I felt that it was a
good thing that I was able to take the paternity leave .
We were also able to spend a lot of time with our unborn child, which was very valuable to us, as we were able
to notice the daily changes.
I wanted to make sure that not only women but also men took paternity leave .
( Daiki Sato, Quality Control Section, Musashi Plant)
In September 2022, twin girls were born and I took 6 months of paternity leave .
Before taking childcare leave, I was worried and felt guilty that taking time off from work would increase the
burden on the members of my department. However, I received warm words of support from everyone, both inside and
outside the school, and I actively focused on raising my child.
Since they were twins, it was a difficult day and I had to keep an eye on them day and night. However, by taking
paternity leave, I am glad that I was able to spend time with my children as close as possible, as they grow and
do more things with each passing day.
Benefits paid to regular employees but not paid to non-regular employees
Allowances that are standard for regular employees but not for non-regular employees include the following (TACHI-S
non-consolidated)
- retirement allowance
- severance (termination) pay
- accident compensation
- long service leave
- employee stock ownership plan
- employee petty cash loan program
- others
Minimum notice period for business changes
As a general rule, personnel changes are to be communicated to the labor union and the individual concerned at least
one week in advance (or two weeks in advance if a relocation is involved). In addition, the labor union is to be
notified and consulted at the earliest appropriate time regarding the establishment, consolidation, or reorganization
of new business sites or offices that would involve the reassignment, transfer, or relocation of a large number of
union members.
Occupational Safety and Health
Basic Approach to Occupational Safety and Health
We are striving to instill safety into our organizational culture by including it in our Code of Conduct and
President’s Policy.
The entire TACHI-S Group is promoting initiatives to prevent occupational accidents and
improve working environments based on the Code of Conduct.
Code of Conduct for Ensuring Health and Safety in the
Workplace
We will prevent accidents and ensure safe and comfortable workplaces with the understanding that safety takes
precedence over all other operations.
“President’s Policy”
Safety takes precedence over all else
(excerpt from the President’s Policy for this year)
Promotion System Related to Occupational Safety and Health
We have established the Central Safety and Health Committee (secretariat: Human Resources Department) to deliberate on
important matters related to safety and health management, prevent occupational accidents, and improve working
environments. This committee is chaired by a Director and Executive Managing Officer, and has two deputy chairs, a
representative from each business site, Labor Union Three Highest Ranks and Executive Officers, for a total of 29
members. The committee meets twice a year in April and October. In addition, a Health and Safety Committee has been
set up at each business site. They meet monthly to maintain and improve matters related to employee health and safety,
such as improving the work environment and preventing accidents.
Central Safety and Health Committee organization chart
Targets and Achievements
We are working to achieve our goal of “zero occupational and commuting accidents” through our occupational
safety initiatives. In fiscal 2021, both occupational and commuting accidents occurred. However, both the frequency
and intensity of the accidents were below the manufacturing industry average. In light of this, and to achieve the
goal of “zero accidents,” we will steadily promote the following “activities to eliminate
occupational accidents” and “activities to eliminate commuting accidents.”
FY2022 target
Challenge target (What should be aimed for):
“0” occupational and commuting accidents
FY2022 result
Occupational accident occurrence
Activities to eliminate occupational accidents
- Safety training for new employees (standardization/unification of training methods)
- Consideration and implementation of initiatives to improve safety awareness on a daily basis
- Safety patrols conducted by members with expertise in the domain
Activities to eliminate commuting accidents
- Preventing commuting accidents when going to work (act with plenty of time to spare)
- Accident/damage prevention (Danger prediction training)
- Re-enforcement of traffic safety education for employees
Initiatives to Ensure Employee Safety
To ensure the occupational safety of our employees, we provide in-house education on occupational safety and health,
including safety and health training for site managers (six times per year), safety and health training for new hires
(new and mid-career employees), and lifesaving first aid training, to help employees acquire proper knowledge and
raise awareness about safety and health.
In addition, we continuously conduct safety diagnosis (risk assessment) of facilities and operations and conduct
improvement activities based on the diagnosis. Based on this, the Health and Safety Committee meets once a month at
each business site and conducts activities to ensure the safety and health of employees, including safety patrols,
disaster information dissemination, health information notifications from the medical office, and the sharing of
production status in the workplace. Furthermore, the Central Safety and Health Committee conducts annual labor safety
patrols to prevent occupational accidents, raise awareness of safety, and strengthen occupational safety activities
that incorporate the perspective of “cultivating awareness.”
In addition, on top of traffic safety education, labor and management jointly conducts traffic safety inspection
activities (seat belt inspections, driving etiquette, bicycle driving etiquette) during traffic safety weeks in spring
and autumn to raise safety awareness.
Initiatives to Promote Employee Health
To ensure the health of our employees, we conduct annual medical examinations and special medical examinations for
our employees and provide health guidance and health consultation services. In addition, nurses and industrial
physicians interview and provide guidance to employees who are suspected of overworking to manage their mental and
physical health. In addition, we measure the working environment once a year at workplaces that handle substances
subject to laws and regulations to prevent the generation of hazardous substances and ensure their proper
management.
In addition, to maintain and improve the health of our employees, we have established smoking areas to prevent passive
smoking and provide the following health support.
Conduct health seminars (on-demand delivery)
The "Workplace Health Promotion Program (on-demand version)" is distributed to support employees' health by helping
them to reduce physical inactivity and refresh themselves in their spare time due to the increase in telecommuting.
Refreshing Health Festival
Although it has been postponed due to Corona, every year the company, labor union, and health insurance union co-host
a project to create a "healthy, bright, and energetic workplace" that will generate the power to foster a bright and
energetic corporate identity and culture through exercise and strengthen solidarity and unity between the company and
its employees, including employees and their families. The program is held to help create a "healthy, bright, and
energetic workplace. (Walking, bowling, and other recreational activities)
Health Support System
As part of health management, we aim to further raise employees' health awareness by providing a full menu of health
care benefits, including physical examinations, milestone checkups, gynecological checkups, and family checkups (for
dependents).
Distribution of childcare support magazines
As part of our childcare support program, we send several childcare support booklets free of charge for a certain
period of time to help families lead healthy lives.
Promotion of Activities for Diverse Human Resources
Toward Promotion of Activities for Diverse Human Resources
As the working population continues to decline due to the declining birthrate and aging population, we believe that
creating an organization that employs diverse personalities and abilities is essential for survival as a global
company. We are actively promoting the hiring of women, but the ratio of female employees (including managers) is not
high, and we have no female executives. Therefore, to create a workplace environment where women can play an even more
active role, we have formulated a three-year action plan (2020-2022) consisting of three priority goals, and we are
strengthening and promoting our initiatives.
Ratio of women in managerial and general positions
Action Plan for Promotion of the Advancement of Women
(April 2020 to March 2025)
- Objective 1.Increase the percentage of women in hiring to at least 30%.
- Objective 2.Increase the percentage of women in management positions to 10% or more.
- Objective 3.Set the rate of telework use to 50% per month.
- Objective 4.Achieve a paid leave usage rate of at least 70% per employee.
Employment of People with Disabilities
We actively promote employment of people with disabilities, whether in our offices or on manufacturing floors.
In addition, ongoing education is provided for managers to promote employment and further their success in the
workplace.
Number of employed people with disabilities (unit: persons)
Promoting Employment of Senior Employees
As individual awareness of employment changes with the diversification of life plans, we introduced a system that
allows individuals to choose their own career paths, and we completely support people staying in their jobs until the
age of 60. We are striving to improve lifelong job satisfaction by providing highly satisfactory reemployment
opportunities that meet individual needs through enhanced training programs. By doing this, we aim to motivate veteran
and younger employees and revitalize the organization.
Second career related systems
Number of re-employed senior employees (unit: persons)
Promotion of National Staff Activities
As a result of our rapid global business development, our consolidated net sales (198,500 million) and employees
(12,421), including those of our overseas businesses, have greatly exceeded the net sales (83,000 million) and number
of employees (1,277) of our domestic (non-consolidated) businesses. There is an urgent need to develop National Staff
(local) to entrust management of our overseas business bases.
To do this, we are actively promoting the development and success of our National Staff by deliberately assigning them
to top management positions in overseas operating companies, dispatching them to Japan on a fixed term basis, and
selecting them for human resource development programs.
Active participation of overseas employees
A Stationed Official, from Mexico to Japan
Over many years, TACHI-S has worked sincerely to develop overseas management, and we have endeavored to promote
diversity at the managerial and decision-making levels within the organization.
My stay in Japan has been a challenge for TACHI-S to learn how to embrace diversity at the upper levels of the
organization. Personally, it has been a challenge for me to bring new perspectives and value to the company
while dealing with different countries. I am pleased to have the opportunity to be involved in this type of
initiative at such a great company.
Transferred from a Vietnam Affiliate to Production Engineering Department at Headquarters
My Japanese colleagues were very kind and eager to help me, and thanks to them I learned how to work in Japan, and
about CAD operation work and design. I look forward to absorbing more knowledge and working on more projects in the
future. As for living here, the environment is quieter than in Vietnam and public transportation is well developed.
The cost of living is higher here than back home, but I can find everything I need and am satisfied with my life.
Seconded from Mexico Affiliate to the Program Management Department at Headquarters
Japan and Mexico are very different, so this move was an entirely new experience for me. I was able to show my
skills and learn so much from the other members. The differences between the two sides have created various ways of
working. I am very happy working at TACHI-S.
Everyone is very kind and they look for ways to share the different parts of our cultures. I hope that this program
will be continued and evolve over time. I think we still have many things to learn from each region to become a
great company.
Global Group Initiatives
Outstanding employee award ceremony to increase motivation (China)
Approximately 120 employee representatives from each department will participate in the event, and awards will be
presented by each department head and executive committees to outstanding teams and employees.
Event held to promote the activities of women (China)
This event was participated in by about 50 female employees who were taught to draw folding fans by a professional
instructor.
Including a half day off for Women’s Day, each company presents commemorative gifts and holds activities
specially for their female employees.
The purpose of this program is to foster teamwork and improve cooperation between departments, with the
perspective of promoting the activities of women and preventing turnover.
Team building activities as in-house training (China)
We conduct activities to foster better teamwork and improve communication skills across departments by organizing
excursion events and educational training programs as part of “Cultivating Competence and Developing
Potential” training, in which about 32 core employees from management and each department participate.
Awards event to increase employee motivation (Mexico)
At each TACHI-S Mexico plant, awards are presented monthly to employees who have demonstrated quality (zero
defects), perfect attendance, zero accidents, and excellent performance and improvement activities. At the award
ceremony, the Plant Manager expresses appreciation for achievements and product quality, and congratulatory videos
from the families of award recipients are shown.
At the end of the event, the Manager present awards from the company and a commemorative photo is taken to
motivate the employees.
2021 Value Penetration Activities (China)
In 2021, five companies in the China Region, including TACHI-S China Co., Ltd., conducted activities to spread
the Values, and examples of how they are connecting My Values to their work were collected, other than on-site
activities and the Net Questionnaire, and awards were given to the best examples in each category. They also
posted photos of each company's activities on the intranet of TACHI-S China Co., Ltd.