VisionTOMY Group’s Human Resources Strategy
Build an environment facilitating a passion for work that creates Asobi
as an organization capable of self-driven and sustainable growth.
The human resources at domestic and overseas Group companies who are involved in the creation of Asobi are important human capital for our company. Based on our Purpose and Vision, we will continue to improve the well-being of our employees and further strengthen our organizational culture to achieve sustainable growth as a company.
Human resources will fulfill the functions of both the business and corporate divisions and work to solve issues across functions without being too constrained by existing roles.
We will strengthen our human resources who promote marketing on a global scale, as they are particularly important to the success or failure of our business strategy.
We will provide opportunities for the next generation of management candidates to gain experience from a mid- to long-term perspective. We will also welcome external human resources and provide them with an environment in which they can thrive.
Our Policy and Strategy
Based on the above Talent Strategy Vision, the TOMY Group aims to create working environments where employees from various backgrounds, life stages, and diverse values can work with a sense of fulfillment and be absorbed in the work of creating Asobi while maximizing their performance. In addition, we work to reform work styles and systems so that each employee can continue to grow while respecting their own individuality, taking into consideration their human rights and occupational health and safety. We believe that these initiatives will lead to further improvements in the well-being of our employees.
Governance Structure
Establishing a Diversity, Equity & Inclusion (DEI) Promotion Division and Creating Systems for Working Environments with a Sense of Fulfillment
To promote human resource strategies, the management meeting (Managing Directors’ Meeting), chaired by the President and CEO, deliberates and makes decisions on matters including those related personnel, organizational restructuring, and the working environment. In addition, depending on the importance of the content and the degree of impact on the company and externally, resolutions and reports are made at Board of Directors meetings.
To promote well-being, we have established a DEI Promotion Division within the Human Resources Division, and are putting in place a system to strengthen various measures and initiatives aimed at achieving our sustainability targets. We build systems and implement initiatives to promote diverse work styles and create rewarding working environments, and working to promote these systems throughout our Group by holding seminars and displaying information on internal bulletin boards. We also monitor newly introduced systems and improve their operation.
Initiatives
The TOMY Group is promoting the following five major initiatives with the aim of improving the well-being of its employees.
Improving Employee Engagement
Creating Working Environments That Allow Employees to Devote Themselves to Their Work Based on the Results of Employee Engagement Surveys
To continue creating Asobi garnering global attention and love, we believe it is essential to respect the individuality of our diverse talent, and for our employees to show their initiative and creativity. In addition, strengthening the two-way ties between individual employees and the company helps increase productivity and performance, so each year we conduct an employee engagement survey. This survey is used to measure aspects such as employee engagement and stress levels, and identify the TOMY Group’s strengths and challenges related to work fulfillment. Work engagement is an indicator of “enthusiasm and attitude toward work.” This includes “voluntary actions” and “positive feeling” as indicators of improved engagement. The results of the employee engagement survey are fed back to individual employees and the organization as we work to improve working environments. We are working to create working environments where each employee can devote themselves even further to their passion for Asobi with enthusiasm.
Indicators from Employee Engagement Surveys
| Indicator | Target （FY2026） |
Industry Average
(Manufacturing)*2 |
Results*3 | ||
|---|---|---|---|---|---|
| FY2021 | FY2022 | FY2023 | |||
| Work engagement (deviation value)*1 |
Continuous increase | 49.5 | 54.4 | 54.0 | 54.9 |
*2 This refers to the average deviation value for the industry, calculated by the company, for the period from December of FY2022 to November of FY2023.
*3 The above results are the results of a survey TOMY Company (stand-alone).
Engagement Survey Deviation Value
by TOMY Priority Issues
The TOMY Group has selected nine key items that affect employee engagement and is implementing measures in order of priority.
Our Strengths
In fiscal 2023, the work engagement deviation value was 54.9. This reflects the strong enthusiasm and commitment of each employee, which has become a key Company strength. The deviation value for sense of fulfillment was also high at 54.3, and we believe that the high level of work engagement is due to the fact that many of our employees understand the significance of their work and are interested in it.
Problem-Solving Actions
The following actions are being implemented for the four items considered to be challenges based on the results of the engagement survey.
Satisfaction with evaluation
- In FY2024, we introduced job skill evaluation and revised the system to fairly evaluate employees according to the characteristics of each job category.
- In FY2024, we changed from relative evaluation to absolute evaluation in which the degree to which each individual demonstrates various skills is compared with set criteria.
- We conducted evaluator training for managers in accordance with changes to the personnel system.
Career considerations
- In FY2023, we introduced opportunities to interview employees about their medium-term career plans. In addition to promoting development of their envisioned careers, we also created a mechanism to understand employee aspirations regarding working overseas in order to develop global human resources.
- In FY2024, we conducted interviews with managers to find out what kind of career and future visions they advocate.
- In FY2023, we disclosed to employees the evaluation and promotion guidelines for those taking maternity/childcare leave and those working shorter hours. In doing so, we gave consideration to careers that allow employees to have and raise children with peace of mind, and that do not diminish upon their return to work.
Support for diversity
- In FY2023, we introduced a work-from-home system and super-flex hours with no core hours to allow employees to choose diverse and flexible work styles.
- In FY2023, we conducted unconscious bias training for managers and diversity training for non-managers.
- In FY2024, we established comprehensive support systems for balancing work, childcare and caregiving, as well as infertility treatment.
Quantity of work
- In FY2024, we conducted group interviews with managers and those in core positions in divisions where workload (volume and difficulty) is considered to be particularly high. We are currently working to identify issues for which to formulate/implement solutions.
Example Initiative: TOMY Group Family Day
We hold a Family Day to which children, partners, and parents of TOMY Group employees are invited to deepen their understanding of employees’ jobs and workplaces, as well as to interact with the employees’ superiors and colleagues. In 2024, which marked TOMY’s 100th anniversary, we held a “Let’s Keep Going for Another 100 Years! Thinking About Future Asobi!” special program.
Promoting Diverse Workstyles Including Shortened Working Hours
So that each employee can choose diverse and flexible working styles that suit their individual lifestyles, under the jurisdiction of the human resources division, we are constructing systems and taking steps to create working environments with a sense of fulfillment.
Encouraging Flexible Work Styles
We offer flexible working environments to suit diverse lifestyles and values.
- Work-from-home system
- Super flex-time system (including those with shortened work hours)
- Second job system
- Leave of absence system for those whose partners have been transferred in Japan or overseas. When an employee's partner is transferred in Japan or overseas, the employee is allowed to take a leave of absence for up to five years, provided that the employee accompanies their partner to the partner's place of work.
Promoting Use of Paid Annual Leave
We are creating working environments where it is easier for employees to use their entitled paid vacation time, as being well rested helps improve motivation and productivity.
- Paid annual leave promotion days (around 10 per year)
- Refresh day and anniversary day systems
- Monitoring of actual leave taken over the year, with follow-ups for employees who have yet to take any and their line managers
Furthermore, we set our own target to have a majority of employees take 10 or more days of paid annual leave each year. Approximately 60% of employees took 10 or more days of paid leave in FY2023, meeting this target.
Average Employee Paid Annual Leave
Utilization Rate
(Ratio of days actually taken out
of the number of granted paid leave days)
※TOMY Company (stand-alone)
Reducing Long Working Hours
The TOMY Group conducts 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 more than 25 or 30 hours of overtime per month and their immediate managers to help reduce 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 health and safety committee of the relevant Group company, and systems have been established to promote improvements involving both labor and management.
Promoting Use of Parental Leave
We are creating working environments where male employees can more easily take parental leave and striving to raise awareness, aiming for a 100% utilization rate.
- A support line for questions about parental leave
- Publishing of interviews in the company newsletter with male employees who took parental leave and their bosses
Male Employee Parental Leave Utilization Rate
※TOMY Company (stand-alone)
Initiatives to Support Work-Family Balance
In Japan, which is facing a declining birthrate and aging population, creating working environments that support a good balance between work, childcare, and nursing care has become a social issue. The TOMY Group has established a comprehensive system to support employees in balancing work, childcare, and nursing care, as well as fertility treatment. We expanded four of those systems in July 2024.
1. New life support leave system established
We established a new unpaid leave system as a safety net that supports employees’ differing circumstances, such as childcare, caregiving, and infertility treatment, and allows everyone to continue working with peace of mind. This is unpaid leave of up to 20 working days per year from April 1 to the end of March of the following year.
2. Shorter working hour system expanded
We are expanding the eligible period, reasons, and shortened hours of the shortened working hour system based on the belief that it is necessary to create an environment in which employees can choose how to divide their time between work and home so that they can continue their careers with peace of mind while raising children, caring for family members, or undergoing infertility treatment.
- Eligible period: Shorter working hours for childcare until the 6th grade of elementary school
- Eligible reasons: childcare, nursing care, fertility treatment
- Shortened hours: Up to 3.5 hours per day
3. New childbirth and childcare gift fund established
We provide gift money for childbirth and childcare (2 million yen per child) to subsidize childbirth expenses, childcare expenses for the future, and other expenses so that employees can raise their children with peace of mind financially. In addition, we aim to create an environment in which male employees can easily take extended parental leave by making it a condition of payment that they take parental leave for 28 days or more.
4. Trial Introduction of Leave of Absence and Shortened Working Hours Support Allowance
Increasingly extensive support measures for balancing work and childcare, caregiving, and infertility treatment may increase the burden on employees who cover the duties of those who use such support programs. We will introduce a system to provide a support allowance to employees who cover their duties on a trial basis in order to create an environment where employees can support those around them who are working hard to raise children or provide nursing care for family members. The allowance is made up of approximately 30% of the salary of the employee taking leave, and is distributed to employees covering their duties.
Overall Chart of Support for Work-Family Balance
※Some systems or initiatives are not applicable to some Group companies and employees.
We disclose rules regarding personnel evaluations and promotion requirements for employees who take leave or have reduced working hours for childcare or nursing care, and conduct fair and impartial evaluations. In addition, we inform managers of the employees concerned individually.
Creating Working Environments Where Employees Can Work Safely and Healthily
The TOMY Group fosters working conditions that enable employees to work safely and healthily from both a mental and physical perspective. We believe that safe and comfortable working conditions help employees maximize their own performance and lead to improved productivity.
Health Maintenance & Mental Health Care
All of our employees are enrolled in social and labor insurance systems. To help maintain employee health, we have set up a Group-wide healthcare system, established a dedicated committee with occupational health physicians, and actively ensure all employees attend regular health checks, administer flu shots and prevent excessive workload. To promote positive mental health, we have created a system that gives employees access to care at any time through options such as internal and external mental health hotlines, and industrial physicians specializing in psychosomatic medicine and psychiatry.
Health and Safety Initiatives at Production Bases
At production bases outside Japan that manufacture toys or other goods, employees seek to ensure factory safety and improve working environments through daily activities. TOMY Thailand has established safety leaders to play a central role in health and safety activities.
Labor-Management Relations
The TOMY Group has a single labor union in Japan, the TOMY Group Labor Union. In union dealings, we believe in the concept of labor-management cooperation and harmony whereby consistent improvement of working environments and conditions leads to positive development and growth for the Group as a whole. The labor union conveys the opinions of employees to company management and shares information with its members through monthly publications or by holding regular or ad hoc meetings. The labor union is a member of UA ZENSEN. Each Group company also concludes a labor-management agreement with fairly elected employee (worker) representatives that aims to encourage dialogue between management and employees to build strong, healthy relationships based on mutual understanding and respect.
Benefits System
We aim to create working environments where each and every employee can work with enthusiasm and peace of mind, and are working to improve working conditions and benefits.
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Non-statutory benefits |
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