Initiatives for Employees
Human Resources Policy
We recognize that the diverse individuality and creativity of our employees are the most important resources for management, and we respect the autonomy and individuality of our employees. Based on the recognition that employee health is the foundation for creativity and healthy growth, we strive to create a comfortable working environment that takes into account the health and safety of employees. By developing work-styles that take the human body and mind into consideration, as well as human resource development (education, training, and career development), we aim to be a company where each and every employee and team organization can grow sustainably. We strive to be a company that can demonstrate its full potential through a variety of working styles.
Respect the basic human rights and individuality of our employees.
We respect diverse personalities and values without discrimination based on race, religion, nationality, gender, sexual orientation, gender identity, disability, etc.
Create a work environment that is not only easy but worth working in.
We take into consideration the health and safety of our employees, create a working environment where employees can work with a sense of value, in ways that suit them best.
We support the growth of our employees, teams, and organizations.
We provide opportunities for growth through challenging jobs aimed to suit the individual tasked and human resource development (education, training and career development).
The type of people we look for
- People who have a strong personality, take the initiative in their expertise and creativity, contribute to teams and organizations, and work hard to respond to the expectations of customers and society.
- People who constantly expand their knowledge, skills, and senses, take on challenges, grow and transform, and are willing to support the growth of their teams and organizations.
- People who value their own health and value the health of each and every member of the team or organization.
We respect the basic human rights of applicants and conduct fair recruitment screening based on the applicant’s aptitude and ability. In addition, we conduct recruiting by looking at who strongly sympathizes with our management philosophy and vision, and who is willing to work hard and continue to work hard to make that a reality.
- Passion (the tenacity to persevere) – Tan (red)
- Wisdom (expertise, knowledge and skills) – Sei (blue)
- Creativity – Tansei [Tan Qing]
- Teamwork – Sha (Company)
Human Resource Development Policies
Based on the idea that work nurtures people, we respect and support our employees’ willingness to learn and grow on their own. Providing the best-suiting work experience and on-the-job-training (OJT) as the basis for our human resource development, we support growth through placement, rotation, as well as formal off-the-job training and education. We also support the autonomous career development of our employees.
- > Providing education and training to acquire basic and specialized knowledge and skills.
- -Education by hierarchy, Education by job category, Technical education, OJT.
- > Providing job opportunities for the right person in the right place.
- -Providing opportunities for diverse work experience through assignments, placements, and transfers to certain projects.
- > Provide opportunities for autonomous career development.
- -Career interviews, career development training, self-development (support for obtaining qualifications).
- > Providing opportunities for work and growth in a new relationship between individuals and the company.
- Establishment of a personnel system that supports the employee decision to choose work-style.
Health Care, Benefits
In addition to conducting regular health checkups and stress checks based on the Occupational Safety and Health Act, we also conduct women’s health checkups and influenza vaccinations for the prevention of diseases specific to women.
Furthermore, since April 2017, we have introduced Group Long-Term Disability Income Compensation Insurance (GLTD) as a new welfare system that allows employees and their families to recover and recuperate with peace of mind, and supports early return to work by protecting the lives of employees and their families from unforeseen work disabilities.
Personell systems maintenance and human resource training initiatives
We are continuously reviewing our personnel system in response to diversifying work styles. As space creation professionals, we also plan educational and training programs to help new employees acquire the skills required for each level and occupation, including young and mid-career employees, and managers, and conduct career interviews to support their growth as manager specialists.
In addition, we have established a support system for employees obtaining qualifications designated by companies, such as licenses for architects and construction management engineers, and provide a portion of the cost of acquisition to support employees in obtaining qualifications.
Furthermore, we regularly hold in-house seminars and“Creative Salons”to improve the creative skills of our staff, and share information for design-related knowledge for research purposes via VR and at our head office.
New employee training “Human Resource Development Project”
We have conducted our own original practical training since 2005 as part of new employee training program. Initially, it started as training for making fixtures. Today, first-class designers and top-class craftsmen participate, and through serious yet friendly rivalry between coworkers, new employees experience their first opportunity for growth. In the endeavors of creating something new, it is important to utilize the ideas and abilities of a diverse group of human resources, and to successfully connect them to solve problems and create value. Our goal is to help new employees grasp the essence of their work, think about how they can make the most of their abilities among team members while growing. Since 2011, we have been conveying our commitment to developing our staff through exhibitions and talk sessions. (Photo: Yosuke Owashi, others.)
Participating Designers of Human Resource Development Project
ASHIZAWA Keiji (KEIJI ASHIZAWA DESIGN), FUJIMORI Taiji (Taiji Fujimori Atelier), HASHIMOTO Jun (Junio Design), HAYASHI Yusuke and YASUNISHI Yoko (DRILL DESIGN), ITOU Kenji (MUTE), ITO Yu and KENMMOTSU Yoshimi (SOL style), KAKUDA Yota (YOTA KAKUDA DESIGN), KANO Yuma (STUDIO YUMAKANO), KOBAYASHI Mikiya (MIKIYA KOBAYASHI INC.), SANDO takuto and CHIBA motoo and SAIKAWA himari and HAYAMA Shogo （Tsubame Architects）+SATO Nanami（Doken Co., Ltd.）, MABUCHI Akira (AKIRA MABUCHI DESIGN), NAGAOKA Ben (POINT), NAKABAYASHI Tetsutaro (Tokyo Zokei University), NARUKAWA Hajime (AuthaGraph), HAMANISHI Kunikazu（Hamanishi DESIGN）, ONO Naoki and Yamamoto Yuki (YOY), SUZUNO Koichi (TORAFU Architects), TERADA Naoki (inter office Ltd.), TSUNODA Mayuko and HASEGAWA Satoshi (minna), YAMADA , Kaichiro (KAICHI DESIGN) , YAMAGUCHI Hidebumi and ORIYAMA Yuko (Caro inc.), YAMAGUCHI Makoto (Makoto Yamaguchi Design), YUZAWA Sachiko (ASSOCCA STYLE), AMANO Ryota and INAGAKI Makoto, KACHI Yukiko, KAMIGAICHI Taisuke, KANDA Takeshi, KATO Tsuyoshi, MIYAMOTO Atsuki, NAGAHARA Kentaro, SUZUKI Atsushi, TAKEDA Yoshifumi (Tanseisha)
Human Resource Development Project (Click on the flyers to view PDF)
Evaluations and Social Awards
Promoting work-life balance
We promote work-life balance by establishing a Family-Friendly Promotion Committee under the keyword “Let’s design work-life balance,” and promote workplace creation and work-style reform that makes it easier for diverse human resources to work and demonstrate their abilities. We also communicate with employees’ families, and hold family days where families of employees are invited to visit the office. As a professionals capable of performing respective responsibilities, we will continue to aim to be a company where employees can play an active role and have a fulfilling balance of both work and private life
Responses to diverse work style and measures to prevent excessive labor
In addition to many efforts to achieve our goal of total prevention of excessive labor, we are working on initiatives such as telework systems for all employees to work in efficient and creative environments in order to improve productivity and work-life balance. We also have established shifts so that employees may change their start time from day to day, a system that improves the rate of childcare leave, creates shorter working hours for employees who receive childcare, and promotes the taking of annual paid leave.
In addition to introducing a “free address system (location free working)” at our head office and branches, we are also developing co-working spaces and sattelite share offices. We also provide iPhones and PCs tailored to work style to all employees, and have introduced expense settlement systems, RPA（Robotic Process Automation）, and AI chatbot to streamline operations.
“Act on Advancement of Measures to Support Raising Next Generation Children” (Ministry of Health, Labour and Welfare)
Site for easy viewing of “Act on Promotion of Women’s Participation and Advancement in the Workplace” (Ministry of Health, Labour and Welfare)
General Business Owner Action Plan Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace
In order to create an employment environment in which women can play an active role, we have formulated the following action plan:
- Planned period (third term)
From April 1, 2020 to March 31, 2022
- Targets and Initiatives, Implementation Date
[Providing Opportunities for Female Workers in Occupational Life]
Target: 50% for the percentage of female workers employed in each employment management category.
<Details of initiatives and implementation time>
– Actively inform employees of the Company’s childcare and nursing care system, diversity of work style (telework and shared offices), and enhancement of training systems (conducted in conjunction with the recruitment activity period).
[Improvement of employment environment that contributes to work-life balance and family life]
Target: To improve the rate of employees taking paid leave by approximately 10% for each employment management category in 2019. However, in the future, we aim to level the acquisition rate for each employment management category.
<Details of initiatives and implementation time>
– Report from personnel in positions higher than management of the state of paid leave usage by lower employees, as well as encourage the acquiring of paid leave (monthly)
– Setting of planned leave (annually)
– The following settings have been made for 2020:
Encourage employees to take at least three days of paid leave during the period between the Olympics and Obon holidays.
To grant company-wide planned leave for 12/28
Encouragement for anniversary leave, extended leave spanning weekends and holidays, reporting to employees’ families, recommendation to take long-term leave after continuous work, etc.
General Business Owner Action Plan Based on the Act on Advancement of Measures to Support Raising Next Generation Children
In order to develop an employment environment in which employees can demonstrate their abilities, harmonize work and life, and create an employment environment that is easy to work in, we will formulate an action plan as follows.
- Planned period (6th period)
April 1st, 2020 to March 31st of 2022.
- Goals and Initiatives, Implementation Date
Goal: To allow female workers who take childcare leave (including other leaves), or raise children to continue working and play an active role in the company.
Initiatives for enabling and supporting female workers who have returned from childcare leave or who are raising children, as well as counseling to support career development (as follows).
– Continued career design seminars for women (conducted around autumn every year)
– Consideration and implementation of the return-to-work support program (implemented at any time for employees after childcare leave)
– Conducted career training for different age groups (conducted from May to July every year).
Implementation of measures to support the costs required for workers raising children to use provided services
– Introduction of babysitting discount vouchers (from April 2020)
Promote contracts for corporate-led childcare business alliances
– To establish contracts with more than 10 affiliated facilities (including already contracted facilities) in order to support parent employees who have not decided on a nursery school (during the planning period)
– Continuously inform employees (always).