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Respect for Employees : Co-Creation of Diverse Talent and Work Style Reform

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Co-Creation of Diverse Talent

In order for the Toyo Seikan Group to enhance its competitiveness and continue to grow over the long term, each employee needs to make full use of their own abilities for their individual growth and for the Group’s development. To this end, it is essential to create a corporate culture in which every one of us accepts both visible diversity, including differences in gender, nationality and disability, and invisible diversity, including differences in perspective.

Focusing on “responding to diversity,” one of the two pillars of the Group’s Long-Term Vision 2050, we are developing a human talent platform that can create new value.

Promoting Active Engagement of Older Workers

While the mandatory retirement age is set at 60, 77.4% of workers at the retirement age in the Group have chosen to continue to work under our re-employment program, which secures opportunities to work up to the age 65.

We are working on the succession of techniques and skills by assigning an educational role to the re-employed, experienced workers. We are also promoting automation in production facilities to reduce a burden of carrying heavy loads so that everyone can continue to work for a long time.

FY2021 re-employment: 455 persons (combined total for seven companies(2))

Supporting Sexual Minorities (LGBTQ)

Our Management Creed states that “we will honor dignity and always strive to be fair and unbiased in every way,” while our Guidelines of Behavior emphasizes respecting human rights, accepting diversity, and prohibiting discrimination, harassment and abuse. We are aiming to create a workplace where the human rights and personalities of all workers are respected.

Specifically, the Guidelines of Behavior, established as common standards to be complied with by all officers and employees in our group, clearly states that “we do not discriminate on the grounds of nationality, race, ethnic group, religion, belief, gender, age, disability or sexual orientation,” which is shared among the employees. In addition to this ethical approach, we are taking a regulatory approach to prevent discrimination. The work rules of individual group companies prohibit anyone from causing distress or disadvantages for other workers or harming the work environment with words or actions related to sexual orientation or gender identity.

We have also established internal and external whistleblowing systems that allow employees to report or consult on any kind of harassment or abuse and any other subject while remaining anonymous.

Inclusion of People with Disabilities

We aim to create a work environment that allows all employees, regardless of disabilities, to comfortably work. For example, we are working on improving facilities in the head office building, including barrier-free, multi-functional restrooms on each floor, and introducing a voice-to-text app for the hearing impaired.

Meanwhile, several group companies and plants recruit people with disabilities through training programs at local special education schools. There is also a group company that provides such people with opportunities to work as its employees on contracted farms to help revitalize local communities.

As of June 30, 2021, workers with disabilities accounted for 2.2% of the total employees of the Group. We will continue with our efforts to achieve the mandatory employment rate for the disabled.

Employing Foreign Nationals

We are recruiting international students, returnee students and other talented individuals who can globally contribute to the development of our overseas operations, without setting any restrictions on application.

We also accept trainees from Southeast Asian nations and other countries for both adding our workforce and providing technical support for developing countries under Japan’s foreign technical internship program.

Encouraging More Active Participation of Women

We are implementing the General Employers Action Plan we have formulated under the Japanese Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children.

Current issues to address

  1. 1)The percentage of women in the total labor force is still low.
  2. 2)The retention rate of female workers with 10 years of service is lower than that of male workers.

Difference in retention rate for personnel with 10 years of service(1)

  • *This chart is scrolled
  Female Male Difference
Total for 7 companies(2) 48% 69% -20%
  1. 3)The average length of service for women is shorter than for men.

Difference in average years of service(1)

  • *This chart is scrolled
  Female Male Difference
Total for 7 companies(2) 13.2 17.0 -3.8


  • 1.As of October 31, 2020
  • 2.The scope of data includes Toyo Seikan, Toyo Kohan, Tokan Kogyo, Nippon Closures, Toyo Glass, Mebius Packaging and Toyo Seikan Group Holdings.
  1. 4)The results of employee surveys have revealed that there are several organizations with problems in the Group.
  2. 5)The percentage of female managers is lower than that of female workers in the total employees.

We have set the following targets to address these issues.

Planned period:

Five years from April 1, 2021 to March 31, 2026


  1. 1)30% or more female recruits
  2. 2)Reduce the difference between the average length of service for men and women within 3 years
  3. 3)Achieve 70% or higher retention rates both for men and women who were hired between 9 to 11 years ago.

Actions to achieve the targets:

We will implement specific measures corresponding to individual workers in different career stages, including at the time of joining the company and during maternity and childcare leave, by facilitating information sharing among group companies, especially by personnel departments. We will also develop a scheme to improve communication skills of supervisors and raise career awareness of female workers themselves.

To continue our ongoing initiatives to increase female recruits, we are introducing equipment to reduce workload in production processes and developing and enhancing systems to accommodate diverse work styles.

Female Workers Playing Active Roles in Production Lines

Toyo Kohan employed additional four women as line operators in fiscal 2020, following the previous year, when the company for the first time recruited female shift workers in the production division. To create a better workplace for women and all workers, the company has been improving workers’ facilities, such as changing rooms and toilets, and the work environment on the production floor by introducing work assist equipment. In fiscal 2020, there was a free talk meeting attended by women in their second year in the production line and the new recruits. They enjoyed talking about various topics from valuable work advice to private life matters.

Work Style Reform

Introducing a system to support various work styles

Group companies are increasingly introducing a telework system and a flextime system. Toyo Glass has also introduced hourly paid leave, aiming to create a comfortable work environment so that each of the employees can fully demonstrate their abilities.

Reducing Long Hours Working

Based on labor-related laws of relevant countries and labor-management agreements, our work regulations set rules concerning appropriate working hours, rest periods, overtime work and leave. We have been taking various measures to reduce long hours working, aiming to achieve a better work-life balance for individual employees and higher productivity.

Among the measures is the improvement of attendance management systems by group companies in Japan to prevent employees from working long hours. With the enhanced systems, they have improved the accuracy of attendance management, established and promoted flexible work hours and telework systems to allow diverse work styles, and set specific days to encourage employees to take paid leave as well as “no overtime work” days.

Selected as “100 Telework Pioneers” in Government-Led Initiative

In 2019, Toyo Seikan Group Holdings was selected as a “Telework Pioneer” in the initiative led by the Ministry of Internal Affairs and Communications, and in October 2020, it was awarded as one of the “100 Telework Pioneers,” which are given to companies who have established a certain level of teleworking conditions.

To achieve work-life balance and increase productivity, the company has been fully implementing its telework system since fiscal 2017, advancing its work style reform, including streamlining operations, paperless work, widespread use of web conferencing, and setting up satellite offices with group companies. As a result of encouraging all employees to actively use the telework system, the company has also been successfully operating the system as an emergency measure to secure business continuity under the COVID-19 outbreak.

Taking Action Based on the Results of Workplace Environment Survey

In October 2019, Tokan Kogyo conducted a workplace environment survey by questionnaire for all its employees in order to identify the actual status of the work environment and step up efforts for improvement.

In fiscal 2020, after sharing the survey results with the employees by using the company newsletter, the company implemented the following actions.

  1. 1.Position specific educational programs
    The e-learning programs to prevent harassment and abuse were conducted for managers and for general employees. (February 2021)
  2. 2.Stricter compliance with company rules
    Since there were many cases of violating rules particularly related to non-smoking hours in the workplace, individual divisions took measures for encouraging self-control by employees for stricter compliance.
  3. 3.Training program for the staff operating the internal reporting system
    Inviting an external lecturer, a training program was conducted for the staff managing the internal reporting system to acquire necessary skills as well as to learn the points of the internal reporting system, such as confidentiality. (December 2020)
  4. 4.Further dissemination of the internal reporting system
    The company promoted the dissemination of the internal reporting system by creating posters to encourage employees to use the system to report harassment and other non-compliance in the workplace.

Tokan Kogyo also plans to hold a conference for plant managers and managers of sales offices and other departments to discuss and share opinions to eliminate harassment, during fiscal 2021.

Support for Balancing Work and Elderly Care

We have prepared the “Book for Working While Caring” and distributed its copies to those who wish to have one. We have also posted its content on our company newsletters and our intranet to make it fully known and always available to anyone who needs it. We continue to work on retaining employees who have to care for family members by improving our support systems, aiming to create a work environment where everyone can balance work and care.

Seminar to Support Back-to-Work from Child Care Leave

The Group conducted a back-to-work support seminar for employees who returned from child care leave and their managers from four group companies. The program provided an opportunity for them to think about future career development and to share honest views and opinions from the perspective of each side. There were various feedbacks from participants, including “Well understood the need of career development efforts even while child rearing” and “Desperately felt the importance of mid- to long-term talent development with consideration to an employee’s life events.”

Senior Life Plan Seminars

Amid the declining birthrate and aging population, TOMATEC’s head office and Osaka Plant held a Life Plan Seminar for employees aged 55 and over, with the aim of encouraging their active participation after the age of 60 and their preparedness for a post-retirement life. The seminar invited an external lecturer with the cooperation of Tokan Kyoei, to discuss the details of public pension systems and the necessity and effect of life planning, and the participants were able to experience a life plan simulation.

The company will continue to hold such seminars on a regular basis to provide opportunities for employees to learn about life planning methods.

Promoting Digitalization

Promoting working from home since the first state of emergency was declared in April 2020, Nippon Closures has recognized digitalizing work processes as an urgent issue and been enhancing infrastructure and developing systems to promote digitalization. In fiscal 2020, the company introduced the Zoom platform as a communication tool, changing the company-owned cell phones to iPhone for Zoom meetings, and purchased additional iPhones and iPad tablets to facilitate meetings online. It has also introduced an electronic fax system to enable sales office workers to work from home, as they handle paper documents with customers, and begun operating an electronic approval system for digitized application procedures without personal seals. There are also plans to start operating an electronic seal system and to replace internal infrastructure systems during fiscal 2021.

Remote Work Skills Training Program

With its management philosophy focusing on valuing all employees and seeking continuous creation and innovation, Nippon Closures recognizes that the development of human resources is one of the most important issues in management. The company conducts educational programs on selected themes several times a year under its talent development system, NCC Learning Support Program, for employees who apply on a voluntary basis. In fiscal 2020, there was a remote work skills training program for employees working from home, inviting an external lecturer who is an expert in online communication with a unique background as a TV announcer. The participants learned about self-management to stay motivated when working from home and online communication skills for higher performance. The total of 28 participants, including new recruits and general managers, vary in age and experience at NCC but are all beginners when it comes to telework. The workshop, a little unique compared to ordinary programs designed for specific ranks, gave them an exciting and valuable experience.

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