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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.
About the "TANSEISHA WELL-BEING" logo
The "TANSEISHA WELL-BEING" logo, which visually expresses Tanseisha's unique concept of well-being, is used to foster employee awareness and support the promotion of well-being management.
The logo is designed to evoke the image of overlapping circles representing the three elements necessary for well-being - physical, mental, and social - influencing and balancing each other, and is complemented by the VI color of the Tanseisha Group's purpose: "Drawing the future from space, bringing color to people and society."
Promoting work-life balance
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 nursing care support
We are working on improving our system to increase the rate of employees taking childcare leave, shortening working hours for employees who are raising children, encouraging employees to take annual paid leave, and partnering with company-run daycare centers. We have also established a "Family Friendly Promotion Committee" with the aim of supporting the development of the next generation, and are working to promote activities that allow for diverse work styles through support such as setting up a consultation desk for childcare and elderly care and holding elderly care seminars. In 2007, we obtained the next-generation certification mark (nicknamed "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)
Promoting work style reform
We have set a goal of reducing long working hours and are working across the company to achieve it. We have also established a Work Style Reform Promotion Committee to review work styles and the office environment.
Development of IT environment
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.
Improving the working environment
We are promoting the creation of offices that consider productivity improvement and well-being in line with new work styles, and we are promoting the liberalization of clothing by adopting a dress code-free system, and in the office update at the head office, we have introduced refreshment and communication, massage spaces and play zones (table tennis tables and putter mats), café zones and biophilias, etc. We have increased the number of facilities that can make you mentally and physically healthy. In addition to introducing a free address system at the head office and branches, we are promoting the improvement of the office environment by setting up a web booth that can be used as a simple changing room as part of privacy considerations. In addition, we have set up a "distributed networked office" to increase the number of points of contact between employees without dispersing people. From the perspective of improving productivity and risk management, we offer options for working places other than the head office, branch offices, sales offices, and home, such as the use of external shared offices and the establishment of satellite offices.
Members of the base are engaged in voluntary office management activities, and when renovating the Kansai Branch (Osaka), employees who actually work in the office participated in the renovation project.
Related information | Announcements
Conducting in-house awareness-raising activities
Through "Work Style Reform NOW," a regular message from the president sent out within the company, we inform employees of the importance of health, as well as the importance of correcting long working hours and being conscious of how we use our time, which are the foundation of health.
Health management and employee benefits initiatives
We have established the Health Management Division as a department dedicated to health promotion, and we provide education and response to incidents to raise awareness, as well as develop company-wide measures by sharing current data and information. By early detection of mental and physical disorders that can occur to anyone and careful follow-up according to the situation, we contribute to the maintenance of social health throughout the organization.
We conduct regular health checkups and stress checks in accordance with the Occupational Safety and Health Act. The results of the stress check are analyzed by a group and used for organizational development and management. In addition, we provide medical checkups, women's health checkups to prevent women's specific diseases, influenza vaccinations, industrial physician interviews, and online counseling.
In addition to "self-care training" for all employees to learn skills to recognize and appropriately deal with their own stress and physical and mental problems, and "line care training" to help managers quickly notice and learn how to respond to mental health problems of their subordinates, we are also working to raise employee awareness by visualizing the status of leave taken in real time.
By protecting the lives of employees and their families from unforeseen work disabilities, we have introduced group long-term disability income compensation insurance (GLTD) and group medical insurance to support early return to work by concentrating on recuperation with peace of mind and helping them return to work early.
Initiatives to improve employee engagement
Tanseisha has been conducting employee awareness surveys every two years since 2016. The survey is considered important in order to remain a "good company" that balances "employee happiness at work" with "high performance" and to become an even better company, and the results are used to implement environmental improvement activities for the entire company and each department. In addition, with the aim of strengthening communication between employees and improving engagement, the company also promotes communication with employees' families, such as by holding Family Days where employees' families can tour the office.
In addition, to improve engagement across all group companies, we hold joint induction ceremonies and training for new employees, and actively disseminate information within the company and to group companies.Furthermore, we hold annual awards to recognize the work performance, work results, and outstanding design activities of employees, including those from group companies.
