Personnel Training and Employee Data
The TOMY Group seeks to expand the diversity of its human resources by employing people based on a comprehensive judgement of their ability, without reference to nationality, gender or other similar factors. When recruiting new staff, we refer to our seven expectations regarding TOMY Group employees.*
*Website in Japanese
Encouraging Employees to Expand Their Skills
The TOMY Group’s comprehensive training and development program is designed to improve job performance and operational efficiency, and to discover and nurture future leaders. We encourage our employees to develop their individual capabilities by offering grade- and job-specific training, as well as voluntary seminars that provide the opportunity to communicate with people from different industries or improve specific skills. We also offer support for employees taking TOEIC exams or correspondence courses.
In addition to the programs listed above, in fiscal 2018 we conducted a Toy Technology Training Course over an eight-month period for young employees involved in planning development, technology development, production technology, or quality management to learn about the technology involved in the structure and molding of toys. The TOMY Group is building up a framework that will enable young employees to benefit from our long-amassed technology and expertise. This framework includes holding toy technology and other training courses and providing TOMY Toy Technology Think Tank brochure that summarizes our expertise on how to set up a new production base.
In addition, we have a commendation system that recognizes individual employees or department for increasing work motivation, maximizing individual capabilities, and contributing markedly to business performance or increased corporate value. We also have a career-support system that offers systematic and financial support for employees aged 40-58 years who have worked for the TOMY Group for a minimum ten-year continuous period and are maybe looking to use their career experience and skills to start a new business, go independent, or change their job.
Promoting work style reform is one of our recently defined material issues, and as such, the TOMY Group seeks to create a workplace that enables a diverse range of personnel to work enthusiastically and energetically together. We are also working hard to rectify issues such as long working hours and harassment in the workplace.
|Number of employees
(by employment type)
|Contract and fixed-term employees
(including reemployment, advisory, fellow positions)
|Employee breakdown by age |
|Under 30 years||62||34||28|
Note: The numbers include expatriate employees.
|Average years in employment||9.1 years||9.8 years||7.8 years|
|Average age||41.5 years||43.3 years||38.7 years|
|Average annual salary||8,379,337 yen|
|Number of new hires||Overall||Male||Female|
|Number of new graduate hires||10||5||5|
|Number of mid-career hires
(excluding employees switching to permanent employment)
|Number of employees switching
from irregular to permanent employment
|Number of reemployed||4||2||2|
Note: In addition to traditional main career-track hires, from April 2019 entry, new graduate hiring also includes technical staff hires.
|Number of retiring staff
*excluding employees who transferred to another company
|Three-year retention rate for new graduate hires||90%|
Note: The number of retiring staff includes those who retired for personal reasons or as a result of the career-support system mentioned above, but does not include those who reached retirement age or transferred to another company. In this data, employees who retired on March 31, 2017 are included in the number of retiring staff, but employees who retired on March 31, 2018 are calculated as still being on the employment register.
|Diversity||Overall||Male||Female||Ratio of female employees|
|Number of managers||125||115||10||8.0%|
|Number of general managers and above||54||52||2||3.7%|
|Number of employees with disabilities||8||5||3||37.5%|
|Ratio of employees with disabilities||1.66%|
Note: In FY2017, the ratio of female managers stood at 6.0%. That ratio increased by 2.0% in FY2018. Learn more on our action plans for female advancement.
In fiscal 2018, we offered e-learning programs on harassment and diversity, and conducted diversity-related groupwork study sessions. In addition, we hold a family day each year on which employees’ children, parents and other family members are invited to visit the company as part of an initiative to increase understanding of colleagues’ family situations and help build a comfortable working environment that values colleagues and their families.
|Childbirth and childcare leave||Overall||Male||Female|
|Number of employees taking childbirth||13||-||13|
|Number of employees taking childcare leave||26||1||25|
|Ratio of childcare leave takers who return to work||100%|
Note: Before an employee takes childcare leave and before they return to work, we conduct interviews with the employees, his/her department manager, and designated human resources personnel. In addition, we have a strong advisory system in place run by three internal counselors, including one with child-raising experience of their own.
|Annual allowance of paid leave||18.6 days|
|Paid leave taken||7.5 days|
|Leave uptake rate||37.60%|
Note: Our system permits 125 full days of annual leave plus an additional 10-20 days paid holiday depending on the number of years worked. We also have systems for half-day paid leave, refresh leave, birthday leave, childcare leave, nursing care leave, and condolence and congratulatory leave.
|Average total work hours (annual)||1985.1 hours|
|Average extra work hours (monthly)
|Number of work-related injuries
|Number of lost workdays||Zero days|
1. We conduct labor seminars for managers to help reduce overtime hours. As part of our attendance system, an email alert is sent to any employees who have worked longer than 25 hours or 30 hours of overtime per month and their immediate managers to help deter long working hours. We also monitor overtime hours for each individual department and staff member. Any cases of significantly long overtime are reported to the senior executive officers’ committee or management council of the relevant Group company.
2. The TOMY Group has put various measures in place to help maintain employee health, including setting up a Group-wide healthcare system and a dedicated committee with occupational health physicians. We are also proactive in ensuring all employees attend regular health checks, administering flu shots, preventing excessive workload, offering in-house counseling and publicizing events run by our company’s health insurance association.
3. We have set up our internal and external mental health counseling desks to enable employees to seek advice anytime. As part of our inhouse health-maintenance system, we also distributed advice sheets based on the results of a physical and mental health survey of all employees.
|Reporting segment (total)||2,592[1,637]|
1. The number of employees refers to our employed workforce (excluding TOMY Group employees seconded to non-Group posts, but including non-Group workers seconded to TOMY Group companies). The annual average number of temporary staff (including fixed-term contract employees and part-time employees, but excluding agency staff) is shown separately in [ ].
2. The number of employees recorded as Group-wide (common) refers to those affiliated with administrative departments.