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Well-being Management Policy
Tanseisha Group Well-Being Management Policy
The Tanseisha Group believes that the diverse personalities and creativity of its employees are its most important management resource.
We believe that the physical and mental health of each employee is the foundation for the expression of creativity and healthy growth.
Therefore, we respect the lifestyles and values of our employees,
We support diverse working styles by establishing a workplace environment and systems that consider health and safety.
We will promote initiatives that will lead to employees feeling job satisfaction and enjoyment in their work.
The well-being of employees and their families (physical, mental and social satisfaction,
We aim to improve this balance (a good, balanced state) and manage our business in a way that contributes to a rich and colorful life.
Established on August 1, 2025
President and Chief Executive Officer Osamu Kobayashi
About the "TANSEISHA WELL-BEING" logo
We use the "TANSEISHA WELL-BEING" logo, which visually represents Tanseisha's unique concept of well-being, to raise employee awareness and support the promotion of well-being management.
This logo is designed to represent the three elements of well-being—physical, mental, and social—that are necessary for well-being. The overlapping circles symbolize the idea of these elements influencing and balancing each other, and incorporates the visual identity colors of the Tanseisha Group's purpose: "Drawing the future from space, adding new colors to people and society."
Health management guidelines based on well-being management policy
Our company considers creating an environment where diverse individuals can work with vitality both physically and mentally as the foundation of "Well-being," and we are promoting health management.
1. Health Management Guidelines
We proactively invest in employee health from a management perspective, creating an environment where employees can work with peace of mind, safety, and vitality.
2. Health Management Promotion System
With top management designated as the person responsible for promoting health management, and a dedicated department called the "Wellbeing Promotion Department" serving as the secretariat for supporting the physical and mental health of employees and creating a comfortable working environment, we promote health management in cooperation with professionals such as industrial physicians and public health nurses, based on our company's wellbeing management policy. This involves sharing employee health issues and developing countermeasures in collaboration with the Safety and Health Committee, the employee union, and the health insurance association.
3. Health Management Roadmap
4. Indicators related to health management
・集計範囲：丹青社単体
※その他データを含む従業員の状況は「社会関連データ 」に掲載
| 2023年 1月期 （2022年度） |
2024年 1月期 （2023年度） |
2025年 1月期 （2024年度） |
2026年 1月期 （2025年度） |
||
|---|---|---|---|---|---|
| Regular health checkup participation rate (*1) | ％ | 99.1 | 96.9 | 96.9 | 99.6 |
| Options and re-examination rates | ％ | 20.4 | 20.8 | 21.0 | 27.6 |
| Stress check implementation rate | ％ | ー | 88.5 | 79.4 | 85.6 |
| Average overtime hours | Hour | 18.7 | 23.2 | 22.1 | 21.0 |
| Annual paid leave utilization rate (*2) | ％ | 66.3 | 67.0 | 62.4 | 57.1 |
| Number of people taking childcare leave | People | 28 | 22 | 21 | 31 |
| -Male | People | 10 | 9 | 14 | 17 |
| -Female | People | 18 | 13 | 7 | 14 |
| Childcare leave acquisition rate | ％ | ー | 56.4 | 60.0 | 96.9 |
| -Male | ％ | ー | 34.8 | 50.0 | 94.4 |
| -Female | ％ | 100 | 100 | 100 | 100 |
| Average length of employment | Year | 16.2 | 16.1 | 15.7 | 15.1 |
| Engagement score (*3) | 51.0 | ー | 49.6 | 53.9 | |
| Absenteeism (*4) | ％ | 1.6 | 1.4 | 1.9 | 1.3 |
| Presenteeism (*5) | ％ | 19.8 | ー | 19.7 | 20.0 |
（※1）未受診者に対しては個別面談を実施し、全従業員の健康状況を把握・フォロー
（※2）毎年1月1日～12月31日。付与日数に対する消化率（年5日の有給休暇取得義務は100%取得）
（※3）2024年1月期以前は隔年で実施
（※4）傷病による休職率。長期休職者数／全社員数で集計
（※5）労働機能評価。エンゲージメントサーベイより集計
Promoting flexible work arrangements and improving the workplace environment
In addition to the "telework system" and "flextime system" that allows employees to freely decide their working hours for all employees, we have introduced a short-time work system that is not based on childcare or nursing care reasons, and aim to improve productivity and well-being by promoting work-life balance. In addition, we are taking measures such as introducing sick leave and infertility treatment leave so that capable and motivated employees can balance their work with their family and private lives and choose various working styles, creating a workplace where diverse human resources can work comfortably and demonstrate their abilities, and promoting work style reform.
Childcare and eldercare support and initiatives for nurturing the next generation
We are working to improve the rate of employees taking childcare leave by enhancing our systems, providing reduced working hours for employees with children, promoting the use of annual paid leave, and partnering with company-sponsored daycare centers. We have also established a committee to support the upbringing of the next generation, and are promoting activities that enable diverse working styles through support such as setting up a consultation service for childcare and elder care and conducting elder care seminars. In 2007, we obtained the Next Generation Certification Mark (nickname: Kurumin).
General employer action plan based on the Act on Advancement of Measures to Support the Development of the Next Generation
We will formulate the following action plan to create a workplace where both men and women can work long term and an environment where women can play active roles in management positions.
- Planning period (8th period)
April 1, 2024 - March 31, 2027 - Goals and measures
<Goal>
Increase the rate of male employees taking childcare leave to an average of 40% or more during the planned period.
<Measures>
・Regularly disseminate information about paternity leave (from April 2024)
・Interviews will be held for both male and female employees who wish to take childcare leave (from April 2024)
・Interview male employees who have taken childcare leave and disseminate information to employees (from August 2024)
・Seminars will be held for employees returning to work after childcare leave (from March 2025)
Correcting long working hours and pursuing "happiness in work"
We have set a goal to correct long working hours and are working company-wide to achieve this goal. We have also established a "Work Style Reform Promotion Committee" to review our work styles and office environment. Furthermore, as one of the non-financial targets in our medium-term management plan, we have set "Work Happiness: Long working hours are corrected and working hours are made appropriate," with a KPI of "Number of employees who meet the company's standards for working hours" and a target of "Increase compared to the previous year" for the fiscal year ending January 2027.
IT utilization and business process efficiency improvements
In order to streamline operations and improve productivity, we are providing employees with work devices that match their working styles, as well as improving our IT environment by introducing RPA (Robotic Process Automation) and AI chatbots, and digitizing and going paperless for purchasing transactions and internal application documents and procedures.
Streamlining business processes
With the aim of streamlining our internal business processes, we are also working to utilize unique digital tools tailored to each job type and task, such as expanding our dedicated information database for production positions and introducing a document creation navigation system.
Creating an office environment that enhances productivity and well-being
We are working to create an office environment that considers both productivity improvement and well-being. This includes adopting a dress code-free policy to allow for freedom in clothing, implementing a free-address system at headquarters and each branch, and installing web booths that can also be used as simple changing rooms as part of our consideration for privacy. We are also setting up a "distributed network office" to increase interaction among employees without people being dispersed. From the perspective of improving productivity and risk management, we are providing options for places to work other than headquarters, branches, sales offices, and homes, such as using external shared offices and opening satellite offices.
Our branch members carry out independent office management activities, and in the case of the renovation of Kansai Branch (Osaka), employees who actually work in the office participated in the renovation project.
Related Information | Our Website "Announcements"
Achieved the highest rank, "Platinum," in the WELL certification (v2).
Tanseisha, at its Shinagawa headquarters, has achieved the "WELL v2" Platinum rank (the highest score in Japan, 96 points), the first in the display industry (as of April 2026). The company is promoting the practice and social implementation of well-being using its own office as a model case. The main initiatives and points that led to this highest rank are as follows:
- • Environmental Consideration and sustainable office renovations
Despite being a partial renovation that did not involve closing operations, the company thoroughly considered Environmental Consideration such as utilizing small-diameter timber and offsetting CO2 emissions, earning six innovation points, the highest number in the country. - • Practice of neuroinclusion (multisensory design)
We have achieved Japan's first bonus points in the "neuroinclusion" category, and by improving the sound environment and providing ample rest and exercise areas, we are creating an environment where each employee can freely choose where they work.
- • Development of spatial design know-how (social implementation)
Using our own office practices as a model case, we systematize total solutions from strategy to operational improvement, and by disseminating them through webinars and tours, we aim to realize a society where diverse people can shine together.
Related Information | Our Website "Announcements"
Workwear renewal reflecting feedback from the field
As part of our efforts to create a more comfortable working environment, we renewed the workwear worn by employees working at Production, Construction sites starting in March 2026. With the full cooperation of Descente Japan Co., Ltd., a sports equipment manufacturer, the new workwear incorporates the functionality and quality expertise cultivated in sportswear development, resulting in comfortable workwear that does not hinder movement.
For the renewal, employees working on Production, Construction sites participated in the project, and opinion exchange meetings were held. A wide range of issues and needs regarding existing workwear were collected, and designs and specifications were repeatedly considered. Furthermore, a design survey vote was conducted among all group employees to determine a highly functional and safe design that reflects the voices of those on the ground.
Related Information | Our Website "Announcements"
Internal awareness-raising activities that encourage proactive change
By regularly publishing "Work Style Reform NOW," an internal media platform that supports the realization of diverse work styles, we share practical work style wisdom and ingenuity that originates from the field, as well as the real voices of men who have taken paternity leave and their managers. We are promoting the cultivation of an organizational culture in which each individual proactively confronts their own work style and pursues their ideal career.
Health management and employee benefits initiatives
We have established a dedicated "Health Management Department" to promote health, and in addition to providing education to raise awareness and responding to incidents, we are developing company-wide measures by sharing current data and information. We contribute to maintaining the social health of the entire organization by early detection of physical and mental health problems that can happen to anyone and by providing careful follow-up according to the situation.
We conduct regular health checkups and stress checks in accordance with the Industrial Safety and Health Act. The results of the stress checks are analyzed as a group and used for organizational development and management. We also provide comprehensive health checkups, women's health checkups for the prevention of diseases specific to women, influenza vaccinations, consultations with industrial physicians, and online counseling.
In addition to health-related seminars for all group employees (to be implemented in FY2025: including ergonomics seminars and nutrition education seminars), we are also working to improve employees' health awareness by implementing "line care training" to help managers quickly recognize and respond to mental health issues in their subordinates, and by making vacation usage visible in real time to encourage employees to take vacations.
We have introduced Group Long-Term Disability Income Protection Insurance (GLTD) and Group Medical Insurance as part of our employee benefits to protect the lives of our employees and their families from unforeseen work-related disabilities, allowing them to focus on their recovery with peace of mind and support their early return to work.
Non-statutory employee benefits (partial)
- • [Health and Medical Care] Health checkups, subsidies for comprehensive medical examinations, vaccinations, hospitalization allowance system
- • [Life Events & Work-Life Balance Support] Childcare leave, family care leave, marriage leave, childbirth support leave, birth leave, child nursing leave, family care leave
- • [Asset building and preparation for the future] Employee savings plans, employee stock ownership plans, defined contribution pension plans, group long-term disability income protection insurance (GLTD), mutual aid associations
- • [Living and Office Environment] Single-person dormitory/rent subsidy, beverage/meal subsidy, comprehensive welfare services
- • [Awards and Recognition] Award systems such as the President's Award and Long Service Awards, etc.
Initiatives to improve employee engagement
Since 2016, Tanseisha has been conducting employee attitude surveys. We consider this survey crucial for remaining a "good company" that balances employee happiness and high performance, and for becoming an even better company. Based on the survey results, we link them to company-wide and departmental environmental improvement activities. In addition, we also promote communication with employees' families, such as by holding Family Days where employees' families can tour the office, with the aim of strengthening communication among employees and improving engagement.
Furthermore, in order to improve engagement across the entire group of companies, we hold joint induction ceremonies and training programs for new employees, and actively disseminate information within the company and to group companies.
Related Information | Our Website "Announcements"
Related Information | Our Website "TANSEINOTE"
Take a peek into the workplace of your family. "TANSEI KIDS DAYS 2025" is an in-house social event for parents and children! ~Part 1~
Take a peek into the workplace of your family. "TANSEI KIDS DAYS 2025" is an in-house event for parents and children! - Part 2
Collaboration with other companies to nurture the next generation
At the initiative of the Japan Event Industry Promotion Association (JACE), we have partnered with 11 companies in the industry to launch the "Next Generation Leader Development Program," which will provide recommendations to management regarding work styles and career paths unique to the event industry. By creating a cross-industry framework, we aim to upgrade not only our own company's standards but also industry standards as a whole.
Starting with the still small proportion of female managers and team leaders in the event industry, we will engage a wide range of stakeholders, regardless of gender or position, in discussions to promote women's advancement in the event industry and increase the percentage of female managers. This will lead to proposals for a society where work-life balance is possible for everyone, regardless of gender or age, including caregiving and childcare responsibilities.