Workstyle Reform
Policy on creating an internal environment
To increase abilities of each and every employee and support their growth to enhance the overall organizational capabilities, we consider it important to achieve new communication styles and flexible workstyles to maximize the potential of employees, as well as to design various systems and create an organizational climate.
With an eye on the “new normal” era and workstyles, we have defined “TMX Communication Design.” Based on various actions and measures, we design communication styles and workstyles for a new era and reflect them in work systems and human resources strategies
Balancing various life stages
We have been striving to create a comfortable work environment for our employees and have formulated and promoted our "General Business Owner Action Plan" in accordance with the "Act on Advancement of Measures to Support Raising Children of the Next Generation," which aims to realize a workplace where employees can fully demonstrate their abilities while balancing work and child-rearing. As a result, in 2013, we were certified as a standard-compliant general business owner based on the Law for Measures to Support the Development of the Next Generation, and in 2019, we obtained "Kurumin (2 stars)" as an excellent "childcare support company.
We regard diversity and equal opportunity as one of our materiality (key issues) and are actively working to promote diversity, including the creation of a comfortable working environment and a rewarding organization. In this context, we have been recognized as a "Platinum Kurumin" company in 2024 for our efforts to promote diverse work styles such as flextime systems and telecommuting, to create an environment that facilitates balancing work and childcare, and to provide training to support autonomous career development.
In addition, in order to prevent employees from leaving their jobs due to nursing care and to respond to individual circumstances, we have also established a work system that allows employees to balance work and nursing care.
Leave System
Having more time for life outside of work and leading a richer life directly leads to better performance at work. We have an extensive leave system to enrich both your work and private life. In addition to the leave systems listed below, we also have a leave system for pregnancy, childbirth, childcare, and nursing care.
●Holidays
2 days off per week (Sat. and Sun.), national vacations, and year-end and New Year holidays (Dec. 29-Jan. 3).
●Annual paid vacations
10 days in the first year of employment, 14 days in the following year, and 20 days per year in the sixth year and thereafter.
●Birthday leave
Employees can take a day off on their birthday.
●My leave anytime
As the name suggests, this is a vacation that can be taken at any time. Five days are granted per year in addition to paid vacations.
●Refreshment Leave
Employees who have been with the company for 10 years or more are eligible to receive a vacation and activity subsidy (an expense to encourage meaningful use of vacation time) every five years thereafter.
●Childcare Support Leave
Employees who have a child who has not yet entered junior high school are eligible to take 5 days of leave per child per fiscal year (up to 15 days in total for employees with 3 or more children), as long as the leave is related to child rearing.
Flexible work styles that improve wellbeing
Flexible work systems have been in place since April 2023, where enabling flexible workstyles achieves work-life balance and allows employees
to demonstrate performance at the Company for a long period of time. Specifically, we have introduced a flex-time system and hourly paid leave, as well as the Life Event Support system that allows employees to flexibly select where they will live even if they have no choice but to move far away due to a life event.
As for taking time off, we have introduced a work-interval system (ensuring an 11-hour rest between workdays) on a trial basis, as well as recommended days for taking annual leave.
Work styles for better performance
e have defined “TMX Style Work,” a workstyle where employees design their own workstyles and maximize performance, and introduced a system that allows employees to select days when they will work in the office and days when they will work remotely. The Head Office relocation in December 2022 allowed us to introduce an office that promotes “co-creation.” A complete free-address office system with no assigned seating has created an environment where necessary members can get together and optimal collaboration can be achieved across organizations and job
roles.
After the Head Office relocation, employees work 16% in the office and 84% remotely*.
*Average between December 2022 and February 28, 2023.
Occupational health and safety
Pursuant to the Industrial Safety and Health Act, we convene meetings of the Health and Safety Committee once a month. This committee, comprising industrial physicians, health managers, HR personnel, and health officers from each division, reports on the numbers of workplace accident reports and workers on leave of absence from the previous month, trends in average overtime hours, measures regarding long working hours and physical and mental fatigue, paid leave utilization rates, and other matters. It also researches and deliberates on matters concerning employees’ occupational health.
To ensure that these reports are shared with the executive management team, a management system has been developed. Specifically, reports are made to the Organization and Human Resources Management Committee, which comprises the executive management team and the Human Resources Department, in an effort to integrate and align those reports with our management strategies.
As part of our occupational health and safety efforts, we inform frontline employees about regular checkups and influenza vaccinations, notices about consultations with the industrial physician, and information about health management provided by the industrial physician. In addition, to help employees recharge physically and mentally and enhance their work-life balance, we have introduced “paid leave utilization encouragement days,” to actively encourage employees to take their paid leave. In doing so, we are fostering a culture that makes it easier for employees to take time off from work.
The indicators for occupational health and safety, namely “work-related fatalities” and “number of workplace accidents,” have remained at “zero” for the past five years to fiscal 2024. This is confirmation that the various systems and initiatives that we have in place are effective.
| Indicators |
FY2020 (36th) |
FY2021 (37th) |
FY2022 (38th) |
FY2023 (39th) |
FY2024 (40th) |
| Number of work-related fatalities (persons) |
0 |
0 |
0 |
0 |
0 |
| Number of workplace accidents* (cases) |
0 |
0 |
0 |
0 |
0 |
*The number of accidents involving fatalities and work-related injuries or illnesses resulting in four or more days of absence from work.
※Figures are calculated on a non-consolidated basis.
