SustainabilitySocietyDiversity
TOCALO has set “Cultivating and actively engaging diverse human resources” as a material
issue (materiality) for our sustainable growth. We also provide employee training and an
internal work environment where employees can actively express their individuality and
abilities.
In addition, we ensure our working conditions meet or exceed the standards
stipulated by laws and regulations. We engage in ongoing dialogue aimed at creating and
preserving a fulfilling work environment and compensation structure, including holding
discussion meetings between company and labor union executives about six times a year.
Diversity Promotion Activities
Promotion of diversity
In July 2020, we launched the Diversity Promotion Committee with the goal of becoming a
company where diverse human resources can work comfortably and enthusiastically. We revised
our internal regulations based on constructive opinions and information regarding improving
our Company received from employees from various backgrounds, genders, ages, and
affiliations. We also proactively produce and distribute pamphlets and posters.
In
February 2022, we established the Diversity Promotion Division, which is dedicated to
further strengthening these activities. Along with our current priority of promoting the
advancement of women, we are taking proactive steps to create a worker-friendly workplace
environment.
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VOICE
Constantly promoting diversity and creating a culture where employees can work with enthusiasm
Yuka Wakabayashi (Diversity Promotion Division, HR & General Affairs Division)
The Diversity Promotion Division established in April 2022 is implementing company-wide measures to promote the active participation of women, establish better work styles, and create a workplace environment with the aim of realizing a company where diverse human resources can work energetically and comfortably.
In fiscal 2022, the division focused on making sure it is operating at full power and on raising awareness of diversity issues, as well as actively promoting public relations through the internal newsletter and presenting participatory events. We also conducted interactive training sessions for managers, and in a survey 90% of managers responded that “the Company’s diversity has improved.” I believe these efforts have greatly improved the level of attention to diversity within the Company and advanced our diversity.
Our aim is not only to create a workplace environment with a good work-life balance, but also to create a culture where human resources of all genders and nationalities play an active role. Accommodating diversity and a wide range of perspectives will be especially important in the future global society. We want to create an open atmosphere where our diversity gives rise to innovation.
During my year and a half in the Diversity Promotion Division, I’ve met people from various departments and occupations. At this year’s family event, I was reminded once again that behind each employee is a family of many people. I want to continue improving our Company one step at a time so we will be a positive factor in all three elements of our employees and their families, the Company, and society.
We publish a General Business Owner Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on the Promotion of Female Participation and Career Advancement in the Workplace.
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| Employment management classification | Female competition ratio (A) | Male competition ratio (B) |
|---|---|---|
| Career track | 3.57 times | 4.20 times |
| Skills and clerical positions | 0.33 times | 1.00 times |
Total number of hours of overtime and holiday work per worker per month in the most recent fiscal year (non-consolidated)
The total of overtime and holiday work is less than 45 hours each month in all employment management categories.
Status of mid-career recruitment and re-employment, such as conversion to regular workers in the last three fiscal years
| Last three fiscal years | Action taken | Number of people |
|---|---|---|
| Fiscal 2020-2022 | A. Conversions to regular workers, hired dispatched workers | 8 (Conversions to regular workers, hired dispatched workers) |
| B. Conversion between employment management categories that contributes to career advancement | 14 (same as above) | |
| D. Mid-career recruitment of females over age 30 as regular workers | 15 (not including the above) |
Supporting work-life balance
Improving our programs and increasing acceptance
Employees and management are working together to improve our programs supporting a balance
between work and life by reducing extended working hours and encouraging employees to take
annual paid leave. We have also established a childcare-leave system to help employees
balance work and child rearing amid Japan’s rapidly declining birthrate and aging
population. In addition, we are improving the work environment to better support health
management during pregnancy and after childbirth.
We are also reforming workstyle options and our workplace culture to support employees
who need to work while caring for family members, and are raising awareness of the available
workstyle options.
In March 2023, we added a condition to support for people balancing work and
infertility treatment by allowing leave for fertility treatment.
Third-party Evaluations
Kurumin Plus Certification
Please see the section ESG Data Collection for data on the percentage of employees taking paid leave and childcare and nursing care leave.