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 (TACHI-S business locations in Japan) (unit: hours)
・Target: Full-time employees (general positions)
・Excludes employees on leave
・Excludes employees who joined or left the company mid-year
Annual paid leave usage rate (TACHI-S business locations in Japan)(unit: %)
・Target: Full-time employees (management positions), full-time employees (general positions)
・Includes employees on leave
・Includes employees who joined or left the company mid-yea
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 (TACHI-S business locations in Japan)(unit: persons)
Other benefit programs
About attaining Childcare Leave/Shortened Working Hours
During Childcare
(Kouhei Yoshida, Financial Management Section, General Accounting Department)
My first daughter was born, and I took approximately four and a half months of parental leave.
Thanks to the company-wide promotion of paternity leave and related education initiatives, the atmosphere was very supportive and made it easy to take the leave.
In particular, the understanding and cooperation of my supervisor and colleagues were invaluable. I received warm words of encouragement, which allowed me to take the leave with peace of mind. Although my absence temporarily increased the workload for others, I am deeply grateful for the support I received.
During my leave, I took full responsibility for household chores for the first two months, including postpartum care for my wife, while also caring for our child. It was a challenging adjustment to a new lifestyle, but the daily growth and cuteness of our baby gave me strength and helped me get through it.
By sharing the same direction and emotional commitment to parenting, I feel that the bond between my wife and me has grown stronger.
I strongly encourage all future fathers to take at least one month of parental leave.
(Nobuyasu Koyanagi, Manufacturing Section No.1, Musashi Plant)
I took 1 year and 4 months of parental leave, from December 15, 2023 to March 31, 2025.
Until then, I had hardly ever used paid leave and had never taken such a long break from work, so I felt very sorry toward everyone. However, thanks to the warm words and encouragement from my supervisor and colleagues, I was able to focus fully on childcare.
Since my first children were twins, the challenges increased as they began to stand, crawl, and roll over. But I’m truly glad I took parental leave, as I was able to witness precious moments that I wouldn’t have seen if I had been working.
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.
Living Wage
We review the starting salary for employees hired by our company to ensure that it does not fall below the minimum wage in Tokyo, regardless of their working style or location. Additionally, we negotiate with labor unions regarding wage increases and work to improve living wages through measures such as responding to price increases and benchmarking against companies of similar size in terms of sales revenue, operating profit, market capitalization, etc.